1. Dubai Police: Best Practices in Vehicle Fleet Maintenance

    July 27, 2018 by ahmed

    Dubai Police Benchmarking Team Awarded 7 Stars for TRADE Benchmarking Proficiency

    The Mechanical Department is one of the key operational departments of Dubai Police. It is a technical department that focuses on the maintenance and repair of vehicles to ensure optimum and best use of Dubai Police vehicles. The department has 7 main specialized sections with more than 150 employees.

    Dubai Police were one of the government entities that participated in the 2nd cycle of Dubai We Learn initiative, a one year programme consisting of a range of knowledge sharing and organisational learning activities designed to fast-track organisational improvement and stimulate innovation. A key part of this initiative has been the mentoring of benchmarking projects by Dubai Government Excellence Program (DGEP) partner the Centre for Organisational Excellence Research, New Zealand. Project teams used the TRADE Best Practice Benchmarking Methodology – a rigorous 5-stage approach that involves searching for and implementing leading-edge practices.

    TRADE Stages

    TRADE Stages

    A short summary of Dubai Police’s benchmarking project is presented below:

    Terms of Reference

    The Terms of Reference (TOR) is the first stage of the TRADE Benchmarking methodology. This is where the team developed a clear purpose of what they wanted to achieve, specify the resources required, and what was expected in terms of financial and non-financial benefits.

    Project Aim:
    To find and implement best practices in vehicle fleet maintenance to improve vehicle availability and labour productivity of the Dubai Police Mechanical Department to world-class levels.

    The specific targets set were to increase productivity for the Mechanical Department from 40% to 70% and increase vehicle availability from 88% to 95%.

    Review
    The team conducted an extensive review of factors that were impeding labour productivity and vehicle availability. This involved SWOT analysis, fishbone analysis, surveying the opinions of mechanics, analysing job sheet data, and deciding on the most important performance measures to use. The main areas of concern were identified as spare parts management and storage, equipment, material and tools availability, manpower and labour capabilities, and the Fleet Focus Management System (as the maintenance data was found to be inaccurate and not supportive of management decision making). Through this analysis the scope of the project changed from focusing on a total fleet of 3,600 vehicles to the 800 police patrol vehicles as these were most critical to police operations.

    Fishbone analysis

    Fishbone analysis

    Acquire
    At the beginning of the ‘Acquire’ stage, Dubai Police defined 12 criteria for the selection of potential benchmarking partners. These criteria were selected to reflect the priorities of the project. Thereafter, the team brainstormed potential benchmarking partners as well as the ways in which ‘acquisition’ would be carried out (e.g. site visit, internet research).

    Potential Benchmarking partners were then approached and ultimately, nine organisations were visited for the purposes of benchmarking exchange. The nine organisations were 3M, Kia – Al Majid Motors Company, BMW – Arabian Gulf Mechanical Centre, Mazda – Galadari Automobiles Co, Al-Futtaim. Ducab, Avis Repair Centre, STREIT Group and Higher Colleges of Technology (HCT).

    Dubai Police team visiting Ducab

    Dubai Police team visiting Ducab

    At the end of this stage, the team had identified a total of 35 improvement ideas.

    Deploy
    All 35 improvement ideas were assessed for potential based on a set criteria. Meetings were then held with all stakeholders to communicate the findings from the benchmarking project and get their commitment to deploy the improvement actions.

    Key activities implemented at this stage included data cleansing, closing of the Bur-Dubai mini workshop to improve efficiency, creation of a shift pattern for workers and the setting up of a spare parts demand management system. In addition, workshop audio visual screens were set up to improve visual management and cost and productivity calculations were made. With particular regard to the mechanics, an incentive scheme and working hours management system were set up.

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Installed monitors in the workshop to show real-time performance

    Evaluate Stage
    The results showed an increase in labour productivity from 40% to 72.2% (exceeding the target of 70%) as well as an increase in vehicle availability from 88% to 95%. This has resulted in a saving of 14 million AED with future savings estimated to be in excess of 20 million AED. The increase in labour productivity contributed to a saving of 5,120,367 AED and the increase in vehicle availability led to extra savings of 8,680,000 AED (the elimination of ‘replacement’ costs of about 40 vehicles).

    Weekly labour productivity trend June-2017 to March-2018

    Weekly labour productivity trend June-2017 to March-2018

    To find out more about Dubai We Learn contact:
    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects and 1,000’s of other best practicescan can be accessed from the member’s area of the BPIR.com (free to DGEP Dubai We Learn participants). Our book of case studies from the 1st cycle of Dubai We Learn can be found here.


  2. Knowledge hour: Benchmarking for Best Practices & Innovation

    July 17, 2018 by ahmed

    NZBEF/NZOQ Northern Branch presents: Knowledge Hour – Benchmarking for Best Practices & Innovation

    Benchmarking, learning from the experience of others, is a powerful method for breakthrough thinking, innovation, improvement and for delivering exceptional bottom-line results. It is one of the most popular and effective tools used for organisational success.

    World-renowned expert in performance excellence and benchmarking, Robin Mann, will talk about his work across the globe and discuss how benchmarking can help you connect with and learn from other organisations and their quest for performance excellence.

    Please join us at Level 3, 81 Grafton Road, Auckland on Tuesday, 14 August 2018 for a 5:30 pm start. We look forward to seeing our Auckland NZBEF and NZOQ members (and others!) there. Beverages and nibbles will be served at this event. We have plenty of free parking at the rear of our building and behind the buildings on either side.

    Presented by Robin Mann
    Dr Robin Mann is Director of Centre for Organisational Excellence Research at Massey University. He is also Commercial Director and Founder of BPIR.com—a leading Internet resource for sharing best practice and benchmarking information. It has more than 6,000 members worldwide. He is Chairman of the Global Benchmarking Network—a membership-based organisation for those organisations that promote and support benchmarking within their country. Currently more than 20 countries are represented. Robin is also a keynote speaker at conferences around the world.


  3. BPIR newsletter: Building a Healthy Society and Workforce

    July 10, 2018 by ahmed

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    Best Practice Report: Building a Healthy Society and Workforce

    This report outlines the best practices research undertaken by BPIR.com in the area of preventive management strategies and wellness initiatives to control diabetes. The best practices have been compiled under seven main headings. This new 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

    Call for entries:
    6th International Best Practice Competition & 2nd Organisation-wide Innovation Awar

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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 formThe First Call for entries closes on 1st of August 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.

    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 please download an entry formThe First Call for entries closes on 1st of August 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

    • South African Quality Institutes latest news….read more
    • COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation….
      read more
    • Our next Best Practice Report on the Safe Use of Drones coming soon….read more
    • Launch of Public Service Excellence Program in Tonga….read more
    • See how Baldrige strengthens America, state by state….read more
    • Fiji commits to lifting health and safety performance….read more

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    IT Security Management at a University Medical Centre
    To assess their information security (IS)work, the IS Team of the University of Kansas Medical Centre, a US educational institution, adopted the Baldrige Cybersecurity Excellence Builder (BCEB) in 2016. Using the BCEB, the team: 1) established an office for IS. 2) delineated the specific tasks and roles for the IS Team. 3) Gained new insights on how cybersecurity was a whole-organisation responsibility by filling out the BCEB Organisational Profile. 4) Built a relatively new IS department, beginning with answering the self-assessment questions in category 7 of the BCEB, and then the questions in categories 1 to 6. 5) Developed a conceptual crosswalk to the NIST Cybersecurity Framework (CSF), using those standards as a complementary resource for cybersecurity. 6) Assessed cybersecurity efforts internally, and then benchmarked performance against 17 other organisations. Among other results, the IS Team established a better approach to intake, response, and follow-up and helped get the right solutions to end users.


     Do you know that in BPIR.com there are more than 1170 records for strategies, tools, and techniques? And increasing…

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    Strategic Leadership at a US municipality
    In pursuit of excellence the leadership at the City of Fort Collinsa US municipality, moved from practices that reflected a“’trust us’ kind of government” to one that was “data-driven”. To transition to fact-based management and fuller transparency, the city adopted the Baldrige Criteria for Performance Excellence created a leadership system that incorporated strategy, culture, and results. The city’s strategic planning, budgeting, measurement and reviews, and work system planning were all organised around seven major outcome areas developed collaboratively by citizens, business representatives, and city staff members. One area was High-Performing Government and the percentage of residents who ranked the overall quality of city services as being good or very good increased from 77% in 2008 to 90%. The City was a Baldrige Award recipient in 2017.

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    BPIR Tip of the Month – Strategies, tools, and technique
    Choose a strategy, tool, technique, or approach that will improve your organisation’s performance. There are more than 1170 to select from that can help in a multitude of ways, whether it’s decision making, leadership of teams, data analysis, employee motivation, measurement, managing people, product design, partnering, planning, training, communication change management, innovation, or aligning projects there’s likely to be something here to suit your needs.

     


  4. South African Quality Institutes latest news

    July 5, 2018 by ahmed

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI201806

    • Getting to grips with recovering from Ransomware. By Thea Wentzel
    • Quality of the Soccer filed. By Alejandro Tolumes
    • 7 Change Management trends. By Phill Buckly
    • Managing conflicts of interest must be priority for society, business and leaders. By Terrance M. Booysen and peer reviewed by Kerry Gantley
    • Ethics are for children tool. By Richard Hayward

    Click here to download this newsletter.

     

     

     

     

     

     

     


  5. Best Practice Report – Building a healthy society and workforce

    July 3, 2018 by ahmed

    Diabetes, also know as diabetes mellitus, is a non-communicable disease, which means it is not infectious and cannot be passed on to another person. Diabetes is a group of metabolic disorders in which there are high blood sugar levels over a prolonged period. Symptoms include frequent urination, increased thirst, and increased hunger. If left untreated, diabetes can cause many complications, including hypoglycaemia, heart disease, strokes, blindness and loss of limbs. Periodic assessment, timely interventions and regular monitoring for these complications are vital.

    This report outlines the best practices research undertaken by BPIR.com in the area of preventive management strategies and wellness initiatives to control diabetes. The best practices have been compiled under seven main headings. This new 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. How serious is the diabetes problem and what are the preventive management and wellness strategies for its control?
    2. Which organisations have received recognition for excellence in preventive management and wellness strategies to control diabetes?
    3. How have organisations reached high levels of success in preventive management and wellness strategies to control diabetes?
    4. What research has been undertaken into preventive management and wellness strategies to control diabetes?
    5. What tools and methods are used to achieve high levels of success in preventive management and wellness strategies to control diabetes?
    6. How are preventive management and wellness strategies to control diabetes measured?
    7. What do business leaders say about preventive management and wellness strategies to control diabetes?

    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.