1. BPIR.com Newsletter: August 2018

    August 25, 2018 by ahmed

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    Best Practice Report: Safe Use of Drones

    This report outlines the best practices research undertaken by BPIR.com in the safe use of drones and how drones have enhanced safety. 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

     

    2 nd call for entries: 

    6 th International Best Practice Competition & 2 nd 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 second call for entries closes on 21st of September 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 please download an entry form.

     

    2 nd call for entries: 

    6 th 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 please download an entry formThe second call for entries closes on 21st of September 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.


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    Latest News

    • COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation…. read more???
    • So what is Strategic Alignment?…. read more
    • People join organizations and leave their managers…. read more
    • Major Research Project on Awareness and Use of Business Excellence – Website Launched & Participants are Signing Up…. read more
    • Dubai Police: Best Practices in Vehicle Fleet Maintenance…. read more

     

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    Using the Baldrige Criteria delivers improvements to key metrics


    To improve customer and employee satisfaction, cycle times, defects, and processes, ProCo, an anonymous small US manufacturer, placed the Baldrige Criteria at the heart of the organisational strategy formation. The management team was trained on the Baldrige Criteria, organisational and team self-assessments were conducted using the Criteria, along with employee surveys and strengths-weaknesses-opportunities-threats (SWOT) analysis. Strategic planning was focussed on the identification and assignment of strategic objectives, action plans, timelines, and strategic goals were linked to employees. The Baldrige Criteria were aligned with other quality tools, including ISO 9001, ISO 14001, Six Sigma DMAIC 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. Several Baldrige-inspired improvement projects resulted in reductions in cycle time (15%), defects (50%) and warranty costs (75%). Customer satisfaction increased to 97%.

    Do you know that in BPIR.com there are more than 200 video clips of best practices? And increasing…

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    Rapid benchmarking using TRADE Best Practice Methodology


    To address below expected performance at its Edendale plant, Fonterra, a NZ Manufacturer of dairy products, used TRADE to identify best practices and develop an implementation plan – all within 5 days. Edendale, in its second year of operation, had the second largest milk powder drier in the world. Fonterra’s Clandeboye plant, performing to specifications, was introduced as a benchmarking partner. The solution was identified through a detailed comparison of process maps and specific running conditions and parameters between the two plants. Following the rapid benchmarking project there was a quick improvement in performance with the product meeting specifications 99.6% of the time, resulting in an additional $200,000 contribution to the business in a year. Other achievements as a result of TRADE rapid benchmarking included a reduction in plant downtime of 269 hours per year and an increase in production of 7.97%.

     

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    BPIR Tip of the Month – Award Winner Reports


    Imagine a website that provides a detailed list of major award winners along with the organisation’s  name,  award names , a summary report of the award application details, and  contact details for the organisations involved. The Award Winner Reports offers all of the above-mentioned features, PLUS 100’s of video clips and presentation slides are also available for many of the award entries.

    The Award Winners Report is a great tool that can help you to find potential benchmarking partners, and to learn from the example of top performing organisations.

     

                            


  2. Best Practice Report – Paramedics and Paramedic Training

    by ahmed

    There are usually three levels of emergency medical technician (EMT) certification for the emergency medical services (EMS): entry, intermediate, and advanced. Paramedics (sometimes referred to as ambulance officers) possess the advanced (or highest) level, which can only be achieved after some 1200-1800 hours of training.
    Paramedic training needs to be extremely rigorous; these are, after all, the people who attend to the injured or ill at the scene of a medical emergency. In a rescue mission, it is often a paramedic who takes the lead, and who has the most responsibility for decision-making. For this reason, paramedic training generally comprises two major components. The first focuses on advanced life support as well as many of the functions of a basic EMT; these include performing cardiopulmonary resuscitation (CPR), treating wounds, delivering babies, and undertaking patient assessments prior to arrival at the hospital. The second is crisis management, including strong leadership, keeping calm and composed, and being able to perform life-saving functions in stressful situations.

    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.
     
     

    In This Report:

    1. What is a paramedic, and what does paramedic training entail?
    2. Which organisations have received recognition for the excellence of their paramedics or their paramedic training?
    3. How have organisations reached high levels of success in paramedic training?
    4. What research has been undertaken into paramedics and paramedic training?
    5. What tools and methods are used to achieve high levels of success in paramedic training?
    6. How can the effectiveness of paramedics and paramedic training be measured?
    7. What do business leaders say about paramedics and paramedic training?

    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.


  3. COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation

    August 20, 2018 by ahmed
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for August 2018.
    Download a copy of COER’s August 2018 Newsletter here.

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    The contents of the newsletter are described below:

    • The Global Organisational Excellence Congress
    • 10-12 Dec 2018, Abu Dhabi, UAE
    • Launch of Public Service Excellence Program in Tonga
    • Dubai We Learn: Dubai Police
    • Best Practice Reports
    • Latest Self-Assessment Tools
    • COER Research Projects
    • Excellence Without Borders Update
    • Positivity for Excellence
    • Factors Leading To Successful Benchmarking
    • PhD Research Opportunities
    • Read the Latest on Our Best Practice Resource – BPIR.com
    • Other Activities/Articles of Interest by COER’s friends and partners
    • Australian Organisation for Quality: Qualcon 2018, Brisbane, Australia 14 – 16 Oct
    • EFQM Forum 2018: Symphony of Excellence 18 th – 19 th Oct
    • Performance Excellence Summit & Canada Awards for Excellence
    • Canadian Business Excellence Awards for Private Businesses

  4. So what is Strategic Alignment?

    August 19, 2018 by ahmed

    Originally posted by Harry Hertz on Blogrige

    Vacation
    I recently returned from a family vacation to Hawaii. Our family vacations involve nine people: my wife and I, my two sons and their wives, and my three granddaughters. While we have downtime, we generally plan our days for activities we all enjoy and in which we can all participate (ages 6 through, ah-hem, senior citizens). I know there are also families who plan their vacations differently, for example independent activities during the day and then a communal dinner.

    Strategic Alignment
    By now you are probably asking, what could this possibly have to do with strategic alignment? Well, I recently read a blog about strategic alignment, in which Dennis Miller discusses the importance of strategic alignment in nonprofit organizations. He defines strategic alignment as, “the process of aligning all stakeholders, internal and external, so that all are focused and committed to achieving a shared organizational vision.” Well, our family had a shared vision of having a great, once-in-a-lifetime, vacation in Hawaii. And we had to align all our individual desires and gain cooperation of external partners, like the luau providers. Was that strategic alignment? It was challenging at times and strategic alignment is difficult. However, I began to wonder, isn’t there more to true organizational strategic alignment than the alignment of people, although that alone can certainly be a challenge.

    I did some literature searching to see if there was general agreement on the definition of strategic alignment. I found two articles in the Houston Chronicle about strategic alignment, with a focus on for-profit companies. The first article, by Steven Symes, defines strategic alignment as, “what matters most to the organization and then create a road map to achieving the organization’s purpose.” The article goes on to indicate that alignment requires planning, a willingness to make adjustments, and an involved workforce. So this definition focused on the planning process. The second article, by Flora Richards-Gustafson, defines strategic alignment as, “lining up a business’ strategy with its culture.” The approach according to Richards-Gustafson is a process that requires management to change and align its vision with leadership goals, organizational culture, and individual staff members. So, maybe our family wasn’t in strategic alignment, since there were no “leadership” goals that others had to align with?

    Finally, I went to the source of all knowledge, Wikipedia, which defines strategic alignment as, “the process and the result of linking an organization’s structure and resources with its strategy and business environment (regulatory, physical, etc)”. So, is strategic alignment about use of SWOT or PEST analysis?

    Systems Perspective
    In the end, I think all of these concepts are important to strategic alignment. But, in my opinion (and I am biased), the critical organizational concept is one of a systems perspective. It is the first of the 11 Baldrige Core Values and Concepts.

    A systems perspective means, “managing all components of your organization as a unified whole to achieve your mission, ongoing success, and performance excellence.”

    You need to view the organization as a system with interdependent operations that need to operate in a unified and mutually beneficial manner. It incorporates key business attributes, including core competencies, strategic objectives, action plans, work systems, and workforce needs.

    How does your organization operate? With a systems perspective or a more narrow approach of (choose your definition!) strategic alignment ?


  5. 6th Global Benchmarking Award – 2nd call for entries

    August 15, 2018 by ahmed

    GBN

    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 application please visit http://www.globalbenchmarkingaward.com/entry-form where you can download an entry form. The 2nd call for entries closes on 21st of September 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.

    The Congress will also include:

    24th Asia Pacific Quality Organisation International Conference

    • ACE Team Awards Competition 2018
    • 18th Global Performance Excellence Award

    12th International Benchmarking Conference

    • 6th Global Benchmarking Awards

    6th International Best Practice Competition

    • 2nd Organisation-wide Innovation Award

    Sheikh Khalifa Excellence Award’s Best Practice Sharing Conference

    The other awards/competitions that will be held as part of the Congress are explained here https://www.globalorganisationalexcellencecongress.com/enter-a-competition/

    The winner of the Global Benchmarking Award in 2016 was Al Jazeera Catering International (UAE). In 2015 the winner was The Medical City, (Philippines) and in 2014 the winner was OCBC Bank (Singapore). For videos on these award winning organisations click here.


    Add the Congress to your calendar