1. 6th International Best Practice Competition – 2nd call for entries

    August 15, 2018 by ahmed


    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 visit http://www.bestpracticecompetition.com/entry-form where you can download an entry form. The 2nd 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.

    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 International Best Practice Competition in 2017 was Bharat Petroleum Corporation Limited (Mumbai Refinery), India with a best practice titled ‘Employee Health Management System’. In 2015 the winners were Al Jazeera International Catering LLC, UAE with a best practice titled ‘Our Planet – Our Responsibility’. and Dubai Corporation for Ambulance Services (DCAS), UAE, with a best practice titled ‘Cultural Sensitivity Gives Birth to a Maternity Care’. For the full list of winners and their presentation videos click here.

    Winners 2017 - Dr Vandana Shinde and Pushpalatha Ravi, Bharat Petroleum Corporation Limited with judges

    Winners 2017 – Dr Vandana Shinde and Pushpalatha Ravi, Bharat Petroleum Corporation Limited with judges

    Add the Congress to your calendar

  2. People join organizations and leave their managers

    August 10, 2018 by ahmed

    Originally posted by Helo Tamme on Workplace Happiness

    It is a well-known fact that people join organizations and leave their managers. Moreover, it is actually confirmed with different studies and researches, that bad managers are the number one cause of employees unhappiness and reason why they quit their job.

    Gallup’s research shows that managers account for at least 70% of the variance in employee engagement scores. A study of 7,272 U.S. adults revealed that one in two had left their job to get away from their manager to improve their overall life at some point in their career.

    Similar findings are revealed with the poll of 2,000 people in the UK conducted by Human Resources firm Investors in People: 49 percent say that they are thinking to leave their job because of poor management – making that the most popular reason for a potential move. A National Study Conducted by Ultimate Software: there is a need for greater focus on Manager-Employee Relationships. For 93% of employees, trust in their direct boss is essential to staying satisfied at work, and over half of employees surveyed say if they aren’t satisfied at work, they can’t put forth their best effort. A good manager-employee relationship can play a significant role in retention, too: more than half of employees say they’d turn down a 10% pay increase to stay with a great boss.

    But not all bosses are bad, of course. There are actually a lot of great leaders in front of great organizations. Since leading starts from the very top of an organization, then let’s have a look to the highest rated CEO’s. Did you know that everybody can rate and review their workplace and CEO at In Glassdoor? Top 100 is available at the Glassdoor site but here is the TOP 10 CEO’s rated by their people:

    1. Eric S. Yuan from Zoom Video Communications
    2. Michael F. Mahoney from Boston Scientific
    3. Daniel Springer from DocuSign
    4. Lynsi Snyder from In-N-Out Burger
    5. James Downing from St. Jude Children’s Research Hospital
    6. Corey Schiller & Asher Raphael from Power Home Remodeling
    7. Charles C. Butt from H E B
    8. Jeff Weiner from LinkedIn
    9. Colleen Wegman from Wegmans Food Markets
    10. Marc Benioff from Salesforce

    So what is this that great leaders do to that make them great? I had a look at the Zoom Video Communication reviews at Glassdoor and here is what I found about Eric S. Yuan: “CEO is a great Entrepreneur with a solid vision for the company”. “Linear management structure – you can walk onto any floor, chat with any exec (even Eric our CEO) and you’ll get a response. It’s encouraged”! “Bi-weekly all hands has an anonymous Q&A that addresses any lingering beef anyone has with anything going on at Zoom. Questions are addressed live by the CEO and a lot of positive changes have come from it!” ”Eric Yuan is about as humble, nice, and hard-working as they get”. ”Eric Yuan is the real deal, smart, humble, driven like no other and truly cares and it shows in action and how he leads. You know the man by what he values from sending personal gift cards for answering questions in All hands to following up with my wife when our family was going through a hard season, to jumping on calls to provide executive exposure with prospects or current customers. Too much to say here for a review but Eric is a very special man and leader”. What was really interesting is this that almost all the reviews that I read had something great say about Eric which shows that apparently, he is doing something right since reviews are high and comments were positive.

    It is clear, we do not want to have bad bosses. It is definitely really challenging to attract and retain talents so therefore here are three things that I would recommend you to do when you would want to have great leaders on board:

    Recruit and Select carefully! As this Gallup article recommends, whether hiring from the outside or promoting from within, organizations that scientifically select managers for the unique talents it takes to effectively manage people greatly increase the odds of engaging their employees. Instead of using management jobs as promotional prizes for all career paths, companies should treat these roles as unique with distinct functional demands that require a specific talent set. They should select managers with the right talents for supporting, positioning, empowering, and engaging their staff.

    Educate and develop your managers! Everything around us is changing constantly so therefore even the very best ones need to learn and develop. Meaning that you need to train your managers during the whole employee lifecycle not only during the induction program or when you see or hear problems rising. Even Eric, the highest rated CEO according to Glassdoor, believes that it is possible to continuously grow as a leader to fit the evolving needs of the business, as long as you are committed to continuously learn and challenge yourself. So how does he learn? He reads books!

    Promote and encourage communication! Communication is often the basis of any healthy relationship, including the one between an employee and his or her manager. Gallup has found that consistent communication – whether it occurs in person, over the phone or electronically – is connected to higher engagement. For example, employees whose managers hold regular meetings with them are almost three times as likely to be engaged as employees whose managers do not hold regular meetings with them. Gallup also found that engagement is highest among employees who have some form (face to face, phone or digital) of daily communication with their managers. Managers who use a combination of face-to-face, phone, and electronic communication are the most successful in engaging employees. And when employees attempt to contact their manager, engaged employees report their manager returns their calls or messages within 24 hours. These ongoing transactions explain why engaged workers are more likely to say their manager knows what projects or tasks they are working on.

    Sources used in this post:

  3. Best Practice Report – The Safe Use of Drones

    by ahmed

    A drone is the more familiar term for an unmanned aerial vehicle (UAV) or an unmanned aircraft system (UAS). It refers to an aircraft of any size or type that is able to fly by itself without a pilot on board. The safe use of drones implies that, when flying a drone for any purpose, the user has to abide by the laws and guidelines of the country or city concerned. These guidelines can generally be obtained from the national aviation authority or local city council. This issue will also examine situations in which drones are used when it is considered too risky or difficult for a human pilot.

    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.

    In This Report:

    1. What is meant by the‘safe use of drones’?
    2. Which organisations have received recognition for excellence in the safe use of drones or in the way they have used drones to enhance safety?
    3. How have organisations reached high levels of success in the safe use of drones, and how drones are used to enhance safety?
    4. What research has been undertaken into the safe use of drones?
    5. What tools and methods are used to achieve high levels of success in the safe use of drones?
    6. How can the safe use of drones be measured?
    7. What do business leaders say about the safe use of drones?

    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. Major Research Project on Awareness and Use of Business Excellence – Website Launched & Participants are Signing Up

    by ahmed

    The project Excellence Without Borders (EWB) has been launched by the Centre for Organisational Excellence Research (COER). The project will involve and engage Business Excellence (BE) custodian organisations from around the world. BE custodians are the organisations that are responsible for carrying out BE activities such as disseminating, facilitating and awarding BE in their respective regions.

    The project will investigate the design, deployment and impact of National/Regional/Sectoral Business Excellence (BE) programs. This research will help BE Custodians to learn from each other and strengthen national approaches to business excellence. As a result, it is envisaged that more organisations will become aware of and apply business excellence principles and practices leading to greater socio-economic benefits across the globe.

    Currently the participant custodian organisations are reviewing the surveys and the methodology of the project so that they can provide the research team with useful feedback and comments. Following the incorporation of these comments, the custodian organisations will assist in distributing the surveys to clients and evaluators and also complete a survey on behalf of their own organisation. Learn more about the terms of reference of the project here.

    21 BE custodian organisations have already signed up to the project since invitations were issued on 19th July with more registering each week. The Global Excellence Models (GEM) Council are providing in-principle support to the project. The project team will be giving a presentation on the project to the GEM Council Meeting in Sydney on 29 August. Following this the team will attend the Australian Evaluator Training, 30 August, and 2018 Excellence Conference and 30th Anniversary Celebration of the Australian Excellence Awards (to register for this conference click here).

    The initial findings of the project will be shared at the Global Organisational Excellence Congress in Abu Dhabi from 10-12 December 2018.

    For further information contact:

    Saad Ghafoor
    PhD Researcher for Excellence Without Borders
    Center for Organizational Excellence Research
    Massey University, New Zealand



  5. 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%.

    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

    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.

    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.