1. Last chance to participate in Int. Best Practice/Excellence Awards – Closes 9 Nov.

    October 28, 2018 by ahmed

    The Global Organisational Excellence Congress brings together a number of prestigious international conferences/awards into one major event. The Congress is being hosted by the Abu Dhabi Chamber of Commerce & Industry and will be held in Jumeirah at Etihad Towers Hotel, Abu Dhabi, 10-12 December 2018.

    The Final Call for applications to three international awards closes on 9th of November 2018. These award events provide you with an opportunity to give a presentation at the Congress on your organisation’s practices, network with other like-minded improvement-driven professionals, and achieve recognition for your excellent work!

    • 6th International Best Practice Competition: The Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices. To submit your entry please download an entry form.
    • 2nd Organisation-wide Innovation Award: This award recognises organisations that have embraced best practice learning and combined this learning with their own ideas and creativity to become highly innovative. The award recognises organisations that excel in inculcating an innovation culture throughout all facets of their operation from the leadership to employees and covering all stakeholders leading to innovative processes, products and services. To submit your entry please download an entry form.
    • 6th Global Benchmarking Awards: To recognise those organisations that have integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate. To submit your entry please download an entry form.

    Have a think about what your organisation does well and submit an entry by the 9th of November 2018.

    Other awards being hosted at the Congress include the APQO’s ACE Teams Award Competition and the Global Performance Excellence Award – refer to these links for their application schedule.

    Join the Global Organisational Excellence Congress Linked-In group

     


  2. EFQM Excellence Award Winners 2018

    October 25, 2018 by ahmed

    In the pursuit for excellence 2018 was a very challenging year for many organisations around the world. Business excellence awards are the most prestigious awards any organisation can achieve, it recognises organisations which have demonstrated excellence in all areas of operation. Below are the EFQM business excellence award winners of 2018.

    The EFQM Global Excellence Award to Infineon Technologies Austria AG.

    In addition, seven organisations were recognised as Prize Winners and Highly Commended for their outstanding performance.

    • Dubai Police – United Arab Emirates – Prize Winner in Succeeding through the Talent of People & Sustaining Outstanding Results
    • Sakarya University – Turkey – Prize Winner in Adding Value for Customers & Developing through the Talent of People
    • VAMED-KMB – Austria – Prize Winner in Harnessing Creativity and Innovation & Succeeding through the Talent of People
    • Tarsus Municipality – Turkey – Prize Winner in Leading with Vision, Inspiration & Integrity
    • HLA Hospital Universitario Moncloa – Highly Commended in Adding Value for Customers
    • Mini Assembly, Plant Oxford – United Kingdom – Highly Commended in Achieving Sustainable Results
    • Yangtze optical fibre and cable joint stock limited company (YOFC) – China – Highly Commended in Adding Value for Customers

  3. BPIR.com Newsletter: October 2018

    October 15, 2018 by ahmed

     

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    Best Practice Report: Paramedics and Paramedic Training
    This report outlines the best practices research undertaken by BPIR.com in paramedic training. The best practices have been compiled under seven main headings. This layout is designed to enable you to scan subjects that are of interest to you and your organisation, quickly assess their importance, and download relevant information for further study or to share with your colleagues.


    Featured Events

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    Final call for entries: 6th International Best Practice Competition & 2nd Organisation-wide Innovation Award

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    The International Best Practice Competition encourages organizations to share their best operational and managerial practices, processes, systems, and initiatives and learn from the experience of others. It provides an opportunity to celebrate the achievements of individuals and teams that have been responsible for creating and/or managing the introduction and deployment of best practices.

    To submit your Best Practice please download an entry form.
    The final call for entries closes on 9th of November 2018. Last year there were 65 entries with 28 qualifying to the Competition Event.

    The 6th International Best Practice Competition will be held in Abu Dhabi, UAE, 10-12 December 2018 as part of the Global Organisational Excellence Congress courtesy of the Abu Dhabi Chamber of Commerce & Industry.

    In addition, to the International Best Practice Competition (IBPC) organisations are encouraged to apply for IBPC’s 2nd Organisation-Wide Innovation Award. This award recognises organisations that have embraced best practice learning and combined this learning with their own ideas and creativity to become highly innovative. The award recognises organisations that excel in inculcating an innovation culture throughout all facets of their operation from the leadership to employees and covering all stakeholders leading to innovative processes, products and services. To submit your entry pleasedownload an entry form.

    Final call for entries: 6th Global Benchmarking Awards

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    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate. To submit your entry pleasedownload an entry form.
    The final call for entries closes on 9th of November 2018. The 6th Global Benchmarking Award will be held in will be held in Abu Dhabi, UAE, 10-12 December 2018 as part of the  Global Organisational Excellence Congress courtesy of the Abu Dhabi Chamber of Commerce & Industry.

    Add the Congress to your calendar


    JOIN THE CONGRESS LINKED-IN GROUP


    Latest News

    • What you can learn from a Baldrige award-winning credit union …. read more?
    • Paper reveals how Baldrige helped a small business in a short time…. read more?
    • Baldrige award-winning university breaks ground (again) with benchmarking project…. read more
    • The Baldrige Framework is Borderless!…. read more

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    Application of the Baldrige criteria in a university
    The University of Wisconsin–Stout in the USA applied the Baldrige Criteria in a variety of areas that benefited the organisation, including as mechanism to integrate suggestions and feedback from all sectors within the organisation, and facilitate communication and professional development. One such example was the university’s continual assessment of courses and academic programmes as well as the non-academic units that supported the university, such as financial aid and university housing. Recently, Feedback from those involved in submitting reports assessing those areas indicated that reports could be streamlined and done more frequently as well as better integrated into existing processes. University administrators reflected on this information and integrated the feedback about the deployment of those assessment reports into the university’s processes, which helped internal stakeholders feel heard and valued.


    Do you know that in BPIR.com there are more than 900 expert opinions about improvement tools ? And increasing…

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    Rapid Benchmarking using TRADE Best Practice Methodology
    To address production issues of yeast and mould at its Wynyard plant, Fonterra, a NZ manufacturer of dairy products, used rapid TRADE Best Practice Methodology (TRADE) benchmarking. Another Fonterra plant was selected as a benchmarking partner and a project team was established Through detailed process mapping and physical walk-throughs differences in plant configuration were identified. Questioning the process owners (operators) further helped to understand the reasons for mould and yeast production. The control philosophy adopted at both the plants was compared to identify points of variation. Eighty eight actions were identified and prioritised based on impact, ease of implementation and timeframe for implementation. The project helped to reduce mould spores entering the building by 35% (on average) and 66% of critical contamination areas were eliminated or minimised. The running conditions of the plant were optimised to ensure a smoother start-up. Other achievements included an 83% reduction in yeast and mould downgraded product and risk reduction of AUD$500k per year.

    BPIR Tip of the Month – Best practice case studies

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    Did you know that a free best practice report is published on the BPIR every month? To see how to access these reports watch this clip.

    Over 80 Best Practice Reports, provide case studies and innovative ideas that will help you stay up-to-date concerning the latest international business trends and practices.

     


  4. What you can learn from a Baldrige award-winning credit union

    October 10, 2018 by ahmed

    Originally posted by Christine Schaefer on Blogrige

    Four years ago, Elevations Credit Union (ECU) became the first nonprofit financial services organization to win a Baldrige Award. According to ECU Senior Vice President of Analytics & Innovation Pete Reicks, the Boulder, CO-based, organization began its “journey to align and integrate the organization to the Baldrige Excellence Framework” in 2009.

    “The journey has not been easy—nothing of excellence ever is,” said Reicks recently. Such a quest “rarely follows straight lines and requires everyone to participate. But it is nothing short of culture-changing, in an amazing and rewarding way.”

    At the Baldrige Program’s annual Quest for Excellence® Conference in April, Reicks will present in detail how ECU has used the Baldrige Excellence Framework (which includes the Criteria for Performance Excellence) to surmount challenges and achieve strong performance results year over year. In our latest exchange (shared below), Reicks discussed the upcoming presentation and his thoughts and tips for other organizations on using the Baldrige framework.

    Please briefly describe what attendees will learn at your upcoming conference session.
    The presentation shares the story of our Baldrige journey and the learning acquired along the way, which I hope will be useful to others who are on their own journey. Our learning is shared through three key themes: Head, Gut, and Heart. The Baldrige journey was definitely intellectually (Head) challenging as we evaluated our answers to the Criteria questions through the power of the framework using ADLI [approach, deployment, learning, and integration—the Baldrige process evaluation factors] and LeTCI [levels, trends, comparisons, and integration—the Baldrige results evaluation factors].

    Our sense of what’s truly possible and how we could realistically pursue it (Gut) was consistently challenged as the organization progressed through the annual [Baldrige Award] application, examination, and review of our strengths and OFI [opportunities for improvement] feedback. Most important, our purpose, commitment, and energy (Heart) were reaffirmed as our workforce, members, and stakeholders realized the value brought from the journey.

    What are some examples of how your organization has benefitted from your ongoing journey?

    • Sustained top decile results in our workforce engagement survey results for key areas, such as responses to the survey item “I understand how my job contributes to this organization’s success.”
    • Sustained beneficial trends in results for key growth outcome measures, with performance at benchmark leadership levels within our peer group of comparison organizations in our industry
    • Enterprise-wide adoption of business process management (BPM) drives a systems-thinking, process-centric culture promoting fact-based decision making, learning, continuous improvement, and innovation

    What are your top tips for introducing or sustaining use of the Baldrige framework to promote an organization’s success?

    1. Start with the Organizational Profile. Doing this was highly revealing for our organization! We found when putting what we thought we knew into writing that we either didn’t have agreement or that we really hadn’t thought deeply about who our true competitors were, what our core competencies were, strategic advantages, challenges, etc. We actually spent the bulk of a year as a senior leadership team hashing this out, which proved invaluable to answering the Criteria questions in the process categories (1–6).
    2. Get a Baldrige coach. Being wrapped up in daily operations and being an insider within your own team makes it hugely difficult to (1) maintain perspective around both your strengths and OFIs, which causes you to think you are moving too slow or too fast when you might be doing the opposite; and (2) find that some of the topics you need to openly debate with your team are just too difficult/sensitive to have an insider facilitate, perhaps because you are already biased (it’s hard not to be). A lot of the conversations a Baldrige self-assessment may prompt among the leadership team do not involve emotion-free, mechanical decisions but, rather, sometimes emotionally charged, philosophical or ideological decisions that determine or otherwise affect your culture (e.g., affecting mission, vision, values, and core competencies).
    3. Leverage your state-level or regional Baldrige program (if your state doesn’t have one, pick one of the others in the Alliance for Performance Excellence). Send your key folks to be an examiner. Submit a [Baldrige Criteria-based] award application, and have a team come to your site, interview your folks, look at your results, and give you a feedback report, which will likely reinforce what you already know and maybe expose a few blind spots for you to consider. Then, repeat.
    4. “Steal” (best practices) “shamelessly” from others who have been on the journey. The Baldrige Award recipient application summaries on the BPEP website are great. I found my favorites and went to them repeatedly when I became stuck in working on our own Baldrige Award application; a bunch of our organization’s materials can be found on our website, too.
    5. Frame your organization’s Baldrige journey as being about “how” to make what you’re already doing better, rather than conveying it as additional or different work. Your team may already be asking and answering all the questions in the Criteria but just not doing so as explicitly and systematically as the Baldrige framework and Criteria allow (that is, with ADLI and LeTCI answers to the Criteria questions organized within a framework that requires systems thinking versus functional/department-centric thinking).

    What do you view as key reasons or ways that organizations in your sector can benefit from using the Baldrige framework?
    The key reason is to achieve sustained performance excellence. This results from focused, mission-driven individuals operating as a team, using aligned and integrated work processes to create ever-increasing value for customers (as measured through the balance of several lenses) to achieve a meaningful organizational vision.

    What is your “elevator pitch” about the Baldrige framework and organizational assessment approach? In other words, what would you say to a group of senior leaders in your sector who are unfamiliar with the Baldrige framework if you had 1-2 minutes to tell them something about it?
    I would say, “The Baldrige Criteria are the questions the best organizations are not only asking themselves, but also are purposefully answering with rigor, consistency, outside scrutiny, and an eye for innovation.”

    Similarly, what would you say to a group of college business students about the Baldrige framework?
    College exposes you to a wealth of understanding and demonstrates your competency in a domain of knowledge via your chosen degree. The Baldrige framework and examination process provides the vehicle by which all the hard skills (domain knowledge) and soft skills (human and organizational behavior) come together. While many have been exposed to a capstone simulation in a master’s degree of business administration (MBA) program of studies, the realities of working within an organization assigned to a department or function often don’t translate well. But Baldrige helps bring the capstone simulation to reality for everyone within an organization, bringing both the zoom-out macro-level understanding of decisions’ causes and effects as well as the daily zoom-in optimization of the individual pieces of the whole.

    When did you first hear about the Baldrige framework? What were your initial thoughts or “aha” moments as you began learning about it?
    In 2008, our CEO asked us to start evaluating whether to use the Baldrige framework. Initially, I thought it was another tool to be compared to others such as Lean Six Sigma. Gradually, I realized it was the toolbox by which all other tools are aligned and integrated in their use and evaluation.

    How did you and your colleagues first react or feel after learning your organization would receive the Baldrige Award?
    We were honored, yet felt very humble. Winning the Baldrige Award brings a clear understanding about how much opportunity for improvement still exists and is actually possible. We are proud of what we accomplished, yet keenly aware of how much more we need, want, and are eager to do to improve our organization.

    How has your perception of the Baldrige community changed since your organization became a Baldrige Award recipient?
    We have gained a greater appreciation for how earnest those in the Baldrige community are. Those who find their way to and stick with this kind of journey do it because they are purpose-driven and seek to create value that is both meaningful and lasting for the good of the people they serve.


  5. Paper reveals how Baldrige helped a small business in a short time

    by ahmed


    Originally posted by Dawn Bailey on Blogrige

    Recently, a Baldrige alumnus examiner set out to document what Baldrige could do for a small business in just 18 months. According to the metrics, the answer is quite a lot.

    Denis Leonard recently interviewed the CEO and key staff of a real manufacturing small business of 100 people and gathered data on how they used Baldrige. The company wanted to remain anonymous, so, for the purpose of a paper written by Leonard, the company was called ProCo. The paper, written for the ASQ Organizational Excellence Technical Committee, was intended to show how Baldrige resources could have an impact in a short period of time and how Baldrige implementation can flow from strategy down to operational activities. Leonard’s paper was published in The Quality Management Forum (Fall 2017, Vol. 43, No. 3) [download Fall 2017 edition], a peer-reviewed journal of the Quality Management Division of ASQ.

    According to Leonard, prior to its use of Baldrige resources, ProCo had poorly coordinated efforts in terms of customer and employee satisfaction, cycle time reduction, defect reduction, and process improvement. The Baldrige framework and its Criteria provided a framework to organize and prioritize ProCo’s efforts and align those efforts with its strategy.

    Guided by the Baldrige Criteria, ProCo’s efforts included training and awareness of the Baldrige Criteria by the entire management team, organizational and team self-assessments using the Criteria, employee surveys, strengths-weaknesses-opportunities-threats (SWOT) analysis, and use of “the Baldrige Criteria at the heart of the organizational strategy formation.” Strategic planning became focused on the identification and assignment of strategic objectives, action plans, timelines, and strategic goals that could be linked to employees, so that they could better understand their connections to the organization’s mission, vision, strategic drivers, and goals. In addition, ProCo’s efforts included listening to employees through their involvement in the strategic planning process, surveys, and sharing.

    “Self-assessment, strategic planning and improvement teams and their impact became a proven cycle for employees that they were being listened to [and] allowed to participate, and they saw the impact because of their efforts. It allowed them to make a difference in their workplace. For this reason, [the Baldrige implementation] was embraced enthusiastically.”

    As part of Baldrige implementation, the Baldrige Criteria were aligned with other quality tools, including ISO 9001, ISO 14001, Six Sigma DMAIC (define, measure, analyze, improve, control) methodology, value stream mapping, process mapping, Kaizen blitz, failure modes effects analysis, and 5S. Cross-functional improvement teams also completed projects that were aligned with strategic objectives.

    For ProCo, improvements came from several Baldrige-inspired improvement projects that lasted 18 months, and key metrics were improved:

    • Reduced cycle time by 15%
    • Reduced defects by 50%
    • Reduced warranty costs by 75%
    • Increased customer satisfaction to 97%

    According to Leonard, the point of the “short, simple paper” was to show “how Baldrige could be used and impact achieved in a short time frame.”

    So, what could Baldrige do for your organization?