1. South African Quality Institutes Quality Education News

    February 3, 2021 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Quality Education News is a quarterly publication issued by the South African Qulaity Institute (SAQI) in the intrest of promoting educational excellence, SAQI publications are excellent source of information to keep up with the latest quality issues in South Africa.

    • Was Joe Biden third time “lucky”?, by Richard Hayward
    • The ingredients of The ingredients of achievement
    • How do we praise?
    • Moving away from stereotyping and a fixed mindset, by Alistair Johnston

    Click here to download this newsletter.










  2. Russia joins the list of 57 countries having an active business excellence awards program

    January 4, 2021 by BPIR.com Limited

    By Saad Ghafoor and Dr. Robin Mann, Centre for Organisational Excellence Research, January 2021.

    The Centre for Organisational Excellence Research (COER) recently updated its research on the number of active Business Excellence (BE) awards in the world with inclusion of two BE awards in Russia.

    The research revealed that 57 countries and 4 regions have active BE awards as of January 2021. In addition to these, 17 countries do not have an award but are running initiatives to encourage organisations on a BE journey. Therefore, in total 74 countries are promoting BE.

    Eligibility of an award to be considered as an active BE award

    BE awards were considered as “active” if:

    • they were based on a holistic BE framework and use similar assessment methods to internationally recognised frameworks such as the EFQM Excellence Model and the Baldrige Excellence Framework;
    • the award was run/held in 2018 or 2019 or planned for 2020 or 2021.

    Figure 1: The current EFQM Excellence Model

    Figure 2: The current Baldrige Excellence Framework

    To review the countries that have BE awards or initiatives. click here Please inform us if our information on your country’s award is incorrect or missing.

    The graph below shows the most common BE models for BE awards. Whilst there are 57 countries with active awards there are 69 BE awards in total, some countries have more than one national award and there are also four international awards covering more than one country, these are Africa (Africa Excellence Award), Asia Pacific Quality Organisation (APQO), EFQM Excellence Award, and Iberoamerican Excellence Award (FUNDIBEC).

    The graph shows that the EFQM Excellence Model is the most popular with 26 BE awards using it. Another 5 BE awards use unique BE models that resemble the EFQM Excellence Model. The Baldrige Excellence Framework is used by 10 BE awards with another 11 using BE frameworks that resemble the Baldrige Excellence Framework. The Government Excellence Model (GEM) was developed in the UAE and used at the Federal level for BE awards for Ministries and in Abu Dhabi and Dubai for awards to government entities, it is also used in Egypt. Thirteen BE awards use a unique BE model/ framework.

    The latest update in the list of active BE awards is the inclusion of two BE awards from Russia. The Russian Government Quality Award is an annual award with up to 12 prizes. Up to three prizes are awarded to organisations with 250 or fewer employees, up to three prizes for organisations with 250 to 1000 employees, and up to six prizes for organisations with more than 1000 employees. The award recipients are recognised through non-monetary prizes and diplomas from the Government of the Russian Federation as the examples of the best business process management practices in the country. The second BE award in Russia is the EFQM Excellence Award which is governed by the All-Russian Quality Organisation, who is the national partner of the EFQM in Russia.

    The research on BE awards is part of a research study titled Excellence Without Borders (EWB) which was launched by COER in July 2018 and is supported by the Global Excellence Model Council. This research is investigating the current state of and best practices in designing BE frameworks/ models and promoting, facilitating, awarding, supporting, and measuring BE on a national/ regional and sectoral level.

    A total of 26 countries (and 29 BE custodian organisations) have participated in the project. BE custodians are organisations responsible for designing BEFs, and for promoting facilitating BE and BE awards in their countries. Some countries had more than one BE custodian organisation participating in the project such as the Dubai Government Excellence Program (DGEP), Sheikh Khalifa Excellence Award (SKEA), and the Dubai Economy Department (DED) in the United Arab Emirates.

    Initial EWB research findings are available here. Further findings are being made available through a series of academic research papers. It is envisaged that the research findings will lead to an improved understanding of BE and help BE Custodians to raise the profile and use of BE worldwide.

  3. Elon Musk’s 6 productivity rules

    December 18, 2020 by BPIR.com Limited

    Originally posted at CNBC

    Elon Musk’s six productivity tips as described in a letter to Tesla employees:

    1. Nix big meetings

    “Excessive meetings are the blight of big companies and almost always get worse over time. Please get [out] of all large meetings, unless you’re certain they are providing value to the whole audience, in which case keep them very short.”

    2. Ditch frequent meetings too

    “Also get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved.” s and complaints from his customers

    3. Leave a meeting if you’re not

    “Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value. It is not rude to leave, it is rude to make someone stay and waste their time.”

    4. Drop jargon

    “Don’t use acronyms or nonsense words for objects, software or processes at Tesla. In general, anything that requires an explanation inhibits communication. We don’t want people to have to memorize a glossary just to function at Tesla.”

    5. Communicate directly, irrespective of hierarchy

    “Communication should travel via the shortest path necessary to get the job done, not through the ‘chain of command’. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.

    “A major source of issues is poor communication between depts. The way to solve this is allow free flow of information between all levels. If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen.”

    6. Follow logic, not rules

    “In general, always pick common sense as your guide. If following a ‘company rule’ is obviously ridiculous in a particular situation, such that it would make for a great Dilbert cartoon, then the rule should change.”

  4. Latest news on benchmarking, business excellence & best practices & an opportunity to participate in an exciting project on business excellence

    December 7, 2020 by BPIR.com Limited
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for December 2020.

    Download a copy of COER’s December 2020 Newsletter here.

    The contents of the newsletter are described below:

    • Events this year
    • Events next year
    • Review our research findings
    • Recent Academic Papers published
    • Interested in undertaking a PhD in Business Excellence?
    • Current work


  5. Baldrige Impact in Health Care

    December 5, 2020 by BPIR.com Limited

    Originally posted on Baldrige Foundation

    In 1998, Congress expanded the scope of the Malcolm Baldrige National Quality Award by authorizing the health care and education sectors. The Baldrige Performance Excellence Program then adapted the Criteria for Performance Excellence (now called the Baldrige Excellence Framework), developing a health care-specific version of the Framework. Through 2017, a total of 24 health care organizations have received the National Quality Award. Hundreds more have been recognized for their role model performance in their respective state-based programs and nationwide through a number of Baldrige-based health care quality award programs.

    “The Charleston Area Medical Center Health System is a better organization today because we made the choice to use the Baldrige Criteria as a guiding framework for quality improvement. Baldrige helps us to achieve our mission of ‘striving to provide the best health care to every patient every day.” – Dr. Glenn Crotty, Jr., Executive Vice President and COO, Charleston Area Medical Center

    Baldrige is adaptable and applicable in many different settings, including across the health care spectrum. Each hospital and hospital system has its own unique set of needs and goals, determined in part by location, demographics, and a variety of other factors. Whether an organization is involved in ambulatory service, health maintenance, long-term care, or another health care service, the Baldrige Excellence Framework is a valuable tool for measuring performance and leading organizations of all sizes and levels of complexity in an uncertain environment.

    The Baldrige Framework is such a powerful tool for leading health care organizations that the President’s Council of Advisors on Science and Technology recommended that the Department of Commerce and the Department of Health and Human Services build on the Baldrige Award to help bring down the cost and improve the quality of health care across the United States.

    “I retired at the end of 2009, after 25 years as CEO of Heartland Health, with the knowledge and belief that any organization that adopts and implements fully the Baldrige Framework as its management model will ultimately rise to levels of performance excellence exceeding all their expectations.” – Lowell Kruse, Former CEO, Heartland Health

    We now have more than 15 years of experience with Baldrige in the health care sector, and there is overwhelming evidence that Baldrige makes a significant, positive impact on the provision of quality health care.

    The improvements reported by the individual award-winning organizations are impressive, spanning patient morbidity and mortality outcomes to cost and process efficiencies to medical and support staff and patient and family satisfaction. Some of the life-saving improvements in clinical outcomes include:

    • Advocate Good Samaritan Hospital’s risk-adjusted mortality decreased from 0.73 in 2004 to 0.25 in 2010.
    • Memorial Hermann Sugar Land ranks among the top 10 percent of hospitals nationally for its performance on measures of emergency center arrival-to-discharge time, compliance with regulations to reduce medication errors, bed turnaround times, radiology and laboratory result turnaround times, and the use of computerized physician order entry. The hospital’s readmission rates for patients treated for acute myocardial infarction, congestive heart failure, and pneumonia were lower than those of hospitals nationwide, according to data from the Centers for Medicare and Medicaid Services.
    • According to the Institute for Healthcare Improvement, Henry Ford Health System’s evidence-based global harm campaign is a national best practice. From 2008 through 2011, the campaign led to a 31 percent reduction in harm events.
    • Schneck Medical Center has maintained rates of hospital-acquired infections at or below 1 percent since 2008, and no patient has acquired ventilator-associated pneumonia since 2009.
    • Atlanticare Regional Medical Center achieved Centers for Medicare and Medicaid Services top 10 percent performance in 2008 for patient care measures related to congestive heart failure, acute myocardial infarction, and pneumonia.

    More than the year-over-year performance improvement of health care organizations as they pursue their Baldrige journey, broader studies comparing Baldrige-based health care organizations with peer organizations that have not adopted the Baldrige Framework, show that Baldrige organizations significantly outperform their non-Baldrige peers.

    “The health care industry has increasingly relied on the Baldrige Criteria as a key means to improve patient care and organizational performance. As we navigate health care’s changing landscape, the Baldrige Framework will continue to be a vital resource.” – Deborah J. Bowen, President and CEO, American College of Healthcare Executives

    According to Thomson Reuters, hospitals using the Baldrige criteria were 6 times more likely to be in the top 100 hospitals and outperformed non-Baldrige hospitals in:

    • Risk-adjusted mortality index
    • Risk-adjusted complications index
    • Patient safety index
    • CMS core measures score
    • Severity-adjusted average length of stay
    • Adjusted operating profit margin

    A study by Ronald Schulingkamp and John Latham compared Baldrige Award winning hospitals with non-Baldrige hospitals across 39 Process of Care, Patient Satisfaction, and Outcomes of Care metrics, and concluded that, “Although not all measures were statistically significant, Baldrige Award recipient hospitals had higher mean values representing higher performance than non-Baldrige Award recipient hospitals in 37 of the 39 (95 percent) study measures.

    Substantial data from case studies and comparative analyses shows that health care organizations improve their performance by adopting the Baldrige Excellence Framework for Health Care, and that they become significantly better performers than peer organizations that have not adopted Baldrige. The data proves that #BaldrigeSavesLives.