1. Best Practice Report: Self-Managed Teams and Holacracy®

    May 4, 2019 by BPIR.com Limited

    Self-managed teams are groups of employees who work with minimum supervision. Whereas in a hierarchical organisation employees have to report to managers, self-managed teams are responsible for handling various assignments, solving problems, and making decisions. Holacracy is one of the more recent systems of structuring self-managed teams within an organisation. When fully adopted, there is no conventional management hierarchy; instead, power is fully distributed, giving individuals and teams the freedom to self-manage while staying aligned to the organisation’s core purpose. Holacracy favours small teams, called circles, with team members holding a number of different roles depending on the assignment. These circles self-organise, make rapid consensus-based decisions, and have the flexibility to adjust roles and solutions effectively to meet organisational goals.

    In This Report:

    1. What are “self-managed teams” and “Holacracy”?
    2. Which organisations have received recognition for their use of self-managed teams and Holacracy?
    3. How have organisations reached high levels of success through their use of self-managed teams and Holacracy?
    4. What research has been undertaken into self-managed teams and Holacracy?
    5. What tools and methods are used to achieve high levels of success using self-managed teams and Holacracy?
    6. How can success in the use of self-managed teams and Holacracy be measured?
    7. What do business leaders say about self-managed teams and Holacracy?
    8. Conclusion.

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.

  2. Summer School on Quality and Organizational Excellence 2019

    by BPIR.com Limited

    Welcome to the Summer School on Quality and Organizational Excellence 2019, at the University of Minho, Portugal.

    Our goal is to bring people together from across the globe, sharing experiences and discussing Quality. The Summer School promotes more than 40 hours of contact, across which you will have the opportunity to learn, share experiences and meet new colleagues who share the same passion for Quality. This year’s edition focuses on Lean Six Sigma improvement projects. By attending the Summer School you will have the chance to learn more about this improvement methodology and see real life implementation projects, become familiar with unique examples and approaches that will be shared by the Speakers – Lance Coleman and Liz Keim – and participate in a Lean Six-sigma workshop.

    The courses will take place throughout the week, with daily classes, group work and industrial visits, balancing theoretical and practical examples of the best practices in the field of Lean Six Sigma. The program is composed by a series of different opportunities to learn, improve knowledge, and contact with tools, methods and industrial best practices in the implementation of Lean Six Sigma.

    You are invited to apply at http://qoe.dps.uminho.pt

    Paulo Sampaio, Chair and André M. Carvalho, Co-Chair

    What can you expect from us?
    A well-balanced program, featuring lectures, practical assignments and industrial examples of best practices in Quality. A team dedicated to create the best experience, where knowledge, networking and fun are brought together for improved learning results.

    What do we expect from you?
    Your drive and motivation not only to learn and deepen your understanding of Quality, but also to share it: the background of each student will be a vital piece for an improved learning experience, with all participants having the opportunity to share knowledge and experiences regarding Quality and Organizational Excellence.

    Important Dates:
    Application deadline: May 15, 2019
    Acceptance notification: May 20, 2019
    Registration fee payment deadline: May 31, 2019
    Summer School: July 15-20, 2019

  3. Best Practice Report: Customs

    April 20, 2019 by BPIR.com Limited

    The movement of people across a country’s borders is usually controlled by immigration authorities. The movement of all other things – for example, goods, hazardous items, vehicles, and animals – is controlled by a government department, agency, service or authority called customs. In general, a customs department decides what can or cannot enter or leave a country, how much should be paid in terms of duty (tax) for that to happen, and prevents the illegal import and export of banned or dangerous goods.

    Every country has its own laws and regulations relating to the import and export of goods. However, for the purposes of business and international trade, some of these laws and regulations are governed by formal international agreements. This ensures security, and facilitates and expedites the clearance of goods in an efficient manner.

    In This Report:

    1. What is “customs”?
    2. Which organisations have received recognition for customs excellence?
    3. How have organisations reached high levels of success in customs or customs-related services?
    4. What research has been undertaken into customs?
    5. What tools and methods are used to achieve high levels of success in customs?
    6. How can customs services be measured?
    7. What do business leaders say about customs?
    8. Conclusion

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.

  4. The State of Healthcare – Challenges and Opportunities

    April 19, 2019 by BPIR.com Limited

    Article contributed by Dr. Almas Tazein, BPIR.com Limited

    Global health care spending is projected to increase at an annual rate of 5.4% in 2018–2022, a considerable rise from 2.9% in 2013–2017, Deloitte Global reports.

    Because of the need of an augmented focus on health equality with quality, hospitals and healthcare organisations both in the public and private sector domains across the globe are garnering more attention than ever before. Institutes are evolving and foundations are now emerging to analyze and evaluate the quality of healthcare outcomes – to critique and compare against best practices and benchmarks. It is not only being communicated in both print and electronic media, but also reported in peer review journals, much to the delight of some and the dismay of many.

    The most satisfying healthcare delivery systems are the ones which offer impeccable clinical outcomes with action-based patient care excellence, along with being affordable. “About 100 million people are pushed into extreme poverty each year because of out-of-pocket spending on health. Tedros Adhanom Ghebreyesus, Director-General, World Health Organization”

    Patients feel more annoyed when a healthcare organization knows where the challenge or problem is, but doesn’t do enough or does nothing at all to rectify them, disappointing them twice. First when the error occurred, and the second when the change-makers overlooked it. It can implicitly affect patient satisfaction. It is a missed opportunity, as taking timely and appropriate damage control measures is also important to the bottom line of the organisation. A Study performed by Reichheld and Sasser found that reducing patient defection (leaving one healthcare institution for another) by 5% can raise profits between 25%-85%.

    Here is a compilation of the Best Practice Reports that BPIR.com has published in the healthcare trajectory, with an aim to impart knowledge and competencies for the delivery of safer and superior medical services, with illustrations from the global healthcare scenario.

    Index of Best Practice Reports – Includes new and old (but still relevant ) reports
    1Building a Healthy Society and Workforce: Awareness and Prevention of Diabetes
    2Performance Management Systems for EMS
    3Paramedics and Paramedic Training
    4Healthcare Excellence
    5Occupational Safety

    1. Building a Healthy Society and Workforce: Awareness and Prevention of Diabetes

    International Diabetes Federation reports that someone dies from diabetes every six seconds. Extensive research by the World Health Organisation estimates NCD mortality and morbidity of 56.9 million global deaths in 2016, 40.5 million, or 71%, were due to noncommunicable diseases (NCDs) i.e., cardiovascular diseases, cancers, diabetes and chronic lung diseases. The socioeconomic impacts of NCDs threaten progress towards the 2030 Agenda for Sustainable Development, which includes a target of reducing premature deaths from NCDs by one-third by 2030.

    This special issue focuses on some of the incredible efforts in the field of preventive health management and wellness initiatives to combat diabetes by governments, not-for-profit, private, and corporate organisations.

    The Blueprint for Change Programme by Novo Nordisk is a series of excellent case studies across more than 10 countries. Read how the World Health Organisation is effectively strategizing to salvage the threatening effect of this non-communicable disease.

    Explore novel social awareness campaigns for diabetes, and exemplary measures by health regulating bodies and government authorities in UK, USA, UAE, Canada, Australia, Belgium, India, Qatar, Europe, Saudi Arabia, Cayman Islands, Eastern Mediterranean Region, Hong Kong, along with the Global Report on diabetes.

    Hence, cost-effective strategies for dealing with diabetes and ongoing research are crucial to the long-term effects on society and future generations.

    2. Performance Management Systems for EMS

    This report will focus on how corporate performance management (CPM) principles can be applied to the emergency services i.e., police, fire, and emergency medical services (EMS) to promote world-class delivery of care and optimal outcomes for the public.

    CPM is the connecting link between planning and execution of business strategies so an organisation can meet its stated goals, vision and mission.

    To begin with, if an organisation is aiming to boost performance and gain competitive advantage, it is sacrosanct to devise and apply CPM principles.

    CPM principles can be applied for better decision making with proper business intelligence, analytical systems, structured process frameworks, and data metrics. Organisation’s should aim to measure the success of the organisation’s outputs and achievements using the CPM dynamics.

    3. Paramedics and Paramedic Training

    The paramedic role is closely related to other healthcare positions, with paramedics often being with more responsibility and autonomy. The role of a paramedic varies widely across the world as EMS providers operate with many different models of care.

    In every or most aspects of health care, research drives improvements in the quality of care and systems. This has led to publication of scholarly articles looking at changing clinical and operational practices, for example ‘What Will the Ambulance Service Look Like in 2030?’.

    Explore how ‘organisation and practices of ambulance services operate in 14 European countries’.

    It is imperative to pay stringent attention to the training of paramedics, and a performance improvement action plan should be the framework for technology-based measurement of performance, quality delivery, monitoring and standardization of emergency medical services.

    4. Healthcare Excellence

    Health care stakeholders—providers, governments, payers, consumers, and other organizations—struggling to manage clinical, operational, and financial challenges envision a future in which new business and care delivery models, aided by digital technologies, may help to solve today’s problems and to build a sustainable foundation for affordable, accessible, high-quality health care.
    “Making this vision a reality will require a philosophical shift in focus away from a system of sick care, in which we treat patients after they fall ill, to one of health care, which supports well-being, prevention and early intervention,” said Dr. Stephanie Allen, Deloitte Global Healthcare leader. “To make this shift, today’s health care system will need to partner with other traditional sectors such as employment, housing, education, and transportation to address the social determinants of health, and with new sectors such as retail, banking, and technology to improve data and platform interoperability.”

    Smart health communities need to be developed. According to respondents to a 2011 survey, Lean Six Sigma methodologies in 12 Mexican healthcare organisations contributed to the improvements. At Heart of England NHS Foundation Trust, United Kingdom, healthcare scorecard helped improve practices.

    5. Occupational Safety

    Occupational safety and health (OSH) – It is legally incumbent that employers have a common law duty to take judicious care of the health and safety of their employees. Based on the ergonomic survey and research data, safety cultures can be improved by optimizing safety-related communication throughout an organisation
    According to OSHA (Occupation Safety and Health Administration), United States Department of Labor, a hospital is one of the most hazardous places to work. In 2011, U.S. hospitals recorded 253,700 work-related injuries and illnesses, a rate of 6.8 work-related injuries and illnesses for every 100 full-time employees. This is almost twice the rate for private industry as a whole.
    Successful safety programmes have to capture the hearts and minds of the people involved in them, where employees are motivated to take ownership of occupational safety, thereby plummeting the accident rates.

    All references in this article can be found in the relevant Best Practice Reports except for the following:
    – Deloitte Global. “2019 Global Health Care Outlook / Shaping the Future.” 9 Jan 2019.
    – Study by Reichheld and Sasser – Frottler, M (2009). R Ford, C Heaton. Chicago, IL: Health Administration Press. pp. 359–382.

    To join BPIR.com and support our research, simply click here, or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice report every month with over 100 available to members.

  5. The Quality Management Forum

    April 15, 2019 by BPIR.com Limited

    The Quality Management Forum is the quarterly refereed publication of the Quality Management Division of the American Society for Quality (ASQ). The Forum includes articles on quality management as well as information on QMD activities such as the annual conference and the certified quality manager program.


    In this issue:

    • Strategy Execution: A Balanced Approach to Driving Results in Healthcare, by Mark Sidote
    • Is Configuration Management Really that Important?, by Jacqueline L. Shipwash
    • Smart Police Station, Dubai Police-UAE: Case Study, By: Jorge J. Román
    • Quality Management Journal Previews Volume 26, Issue 2, Executive Briefs
    • Book Review: Process Improvement Using Data, By Dan Zalewski
    • The Best of Coach’s Corner Supporting my Team!, By J.R. McGee

    Click here to download the Quality Management Forum

    Join the Linkedin group of the Organizational Excellence Technical Committee (OETC) – ASQ Quality Management Division (QMD) and get the latest update on Business Excellence from around the world.