1. Best Practice Report: Information & Knowledge Management: Big Data

    June 20, 2020 by BPIR.com Limited

    The term “big data” refers to data that is too large or complex—or is changing too rapidly—to process using traditional methods. Instead, organisations use more advanced computational methods to reveal patterns, trends, and associations – particularly in terms of how people interact with each other and with their surroundings. These insights enable organisations to improve strategies and make better decisions. Big data is characterised by the “5 Vs”: volume, velocity, variety, veracity, and value.

    • Volume refers to the massive amounts of data.
    • Velocity refers to the high speed at which data is accumulated.
    • Variety refers to the nature of data which may be structured, semi-structured or unstructured.
    • Veracity refers to the inconsistencies and uncertainty in the data, as well as to disparate data types and sources.
    • Value refers to the importance of being able to convert all of this data into something useful.

     
     
     
    In This Report

    1. What is “big data”?
    2. Which organisations have been recognised for excellence in big data?
    3. How have organisations reached high levels of excellence in big data?
    4. What research has been undertaken into big data?
    5. What tools and methods are used to achieve high levels of success using big data?
    6. How can the use of big data be measured?
    7. What do business leaders say about big data?
    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. Dubai Government Excellence Program launches a benchmarking project on global best practices in managing the coronavirus pandemic

    June 14, 2020 by BPIR.com Limited

    Originally posted by Dubai Media Office

    The Dubai Government Excellence Program launched a benchmarking project centring on the global best practices and institutional learning in managing the current coronavirus pandemic. The project involves a team of Dubai government employees with experience in institutional learning and benchmarking, and who have been trained by the “Dubai We Learn” initiative, with aimto support the efforts of the Dubai government and the Supreme Committee of Crisis and Disaster Management.

    The benchmarking project is based on five overarching themes covering global best practices in managing the coronavirus pandemic, including Crisis Management; Healthcare Management, Food Security & Supply Chains, Economy, and Societal Behaviour.

    As part of the implementation of the project, the team was formed of government entities employees who achieved exceptional results in the “Dubai We Learn” initiative projects throughout the past three sessions; Dr. Ayesha Al Mutawa from the Dubai Corporation heads the team for Ambulance Services, with the participation and under the supervision of the program board. The team was further divided into five sub-teams based on members’ academic and professional qualifications and experiences, with each sub-team handling each of the overarching themes of the project.

    The project took place over the course of one month and included learning from global best practices in managing the coronavirus pandemic, centring on countries that have successfully tackled the crisis, such as China, Japan, South Korea, Singapore, Australia, New Zealand and Taiwan.

    Dr. Hazza Al Nuaimi, Coordinator General of the Government Excellence Program, stressed the important role the program plays in enhancing the preparedness of government entities to address any future challenges that arise, and their ability to deal with crises based on scientific evidence and recommendations. This contributes to Dubai’s leading character, and reflects the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai, and the directives of His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of The Executive Council, which aim to support government entities in adopting and embracing best practices, and keeping pace with rapid changes.

    Dr. Al Nuaimi added: “Through institutional learning and benchmarking, the projects implemented by the ‘Dubai We Learn’ initiative have yielded impressive results in enhancing the performance of participating government agencies. This new project builds on the success of the Supreme Committee of Crisis and Disaster Management in managing the coronavirus pandemic, and encompasses fresh ideas and initiatives that support Dubai’s leading role in crisis and disaster management at large, and the current crisis in specific.”

    In turn, Dr. Ayesha Al Mutawa from the Dubai Corporation for Ambulance Services and head of the team leading the global best practices project, stated that the methodology of the project is based on the first three stages of the “TRADE Best Practice Benchmarking Methodology” for institutional learning and benchmarking, and on understanding the processes underpinning the research and implementation of leading practices. The project stimulate the members to share innovative ideas and initiatives that have the potential to support the Dubai government in dealing with and containing the spread of the coronavirus. Dr. Al Mutawa also stressed that the project will record the ways in which Dubai is managing the pandemic, for future learning purposes and to enhance the Emirate’s ability to manage crises.

    Dr. Al Mutawa added: “Implementing this project will result in numerous benefits concerning crisis management, and will enable us to strategically approach decision-making through quick wins based on the latest and most credible learnings, and through global best practices on managing and recovering from pandemics and crises. The project’s results and success stories will be documented in a report and a research paper, with the aim of being published in international scientific journals and shared with the world.”

    Maha Al Suwaidi, Project Manager for the Dubai Government Excellence Program, said: “The Dubai Government Excellence Program played a prominent role in enhancing Dubai’s flexibility to deal with the coronavirus pandemic, with excellence characterizing the Emirate’s crisis management levels, and its strong ability to adapt to changing circumstances. Given our commitment to continuous progress and development, this project supports the efforts of the Supreme Committee of Crisis and Disaster Management and our strategic planning for future challenges, and enhances Dubai’s preparedness in handling crises and reducing their consequences.”

    “Dubai We Learn” is one of the initiatives implemented by the Dubai Government Excellence Program aimed at promoting a culture of institutional learning, research and development, including benchmarking against global best practices and the sharing of knowledge between the government and relevant international experts. The initiative is based on five main stages including project management; the evaluation of the current situation; the identification of best practices; the application of best practices; and the evaluation of results.


  3. Learning from Role Models: Category 4: Measurement, Analysis, and Knowledge Management

    June 9, 2020 by BPIR.com Limited
    Originally posted on Blogrige by Dawn Bailey

    Baldrige Criteria Blog Series
    In this blog series, we are highlighting some of the learning (successful strategies and programs) shared by Baldrige Award recipients to highlight the categories of the Baldrige Criteria and how your organization might consider using them as inspiration.

    What is Category 4?
    Category 4 of the Baldrige Criteria covers all key information on effectively measuring, analyzing, and improving performance, as well as managing organizational knowledge to drive improvement, innovation, and organizational competitiveness.

    Category 4: Measurement, Analysis, and Knowledge Management
    This category asks how your organization uses data and information to improve organizational efficiency and effectiveness and to stimulate innovation. It asks how you select and use data and information to guide your process management. This category also asks how you build and manage your organization’s knowledge assets and ensure the quality and availability of data and information.

    Baldrige Award Recipient Best Practices
    Following are some practices shared by Baldrige Award recipients (the Center for Organ Recovery & Education, Charter School of San Diego, and Memorial Hospital and Health Care Center) in the realms of selecting and using data for organizational planning and performance improvement, and performance measurement, analysis, and review, as well as to identify best practices. What could your organization learn/adapt?

    Center for Organ Recovery & Education (CORE)
    2019 Baldrige Award Recipient, Nonprofit

    Because industry comparative data were limited, CORE took a lead role in collaborating with two other organ procurement organizations (OPOs)—who were also high-performing Baldrige Award recipients—in creating the Leadership and Innovation National Collaborative (LINC).

    LINC meets periodically to define, share, and compare data and best practices. CEOs and COOs from each member organization discuss joint strategies in an effort to enhance OPO industry performance and public perception. In 2018, the LINC executives created two committees–metrics and knowledge management–to share defined, normalized, and comparable data and to develop best practices.

    To advance OPOs’ best practices, CORE’s information technology team also worked closely with an industry-wide association to build a tool to examine infrastructure, data, and integration. CORE uses methods such as a leadership-initiated “catch-ball” process that spreads best practices through workforce communication and consensus and a program fostering employee-submitted “Great Ideas.” To identify best practices, CORE participates in local and national associations and collaborates with hospitals and transplant centers.

    CORE also gathers industry comparative data through regulatory organizations, accreditors, and customers. In cases where no industry data are available, CORE uses relative and appropriate benchmark data outside of the industry; for example, safety, turnover, information technology responses, and salary surveys have outside industry comparisons.

    The organization continuously monitors its performance on key measures through corporate and department-level dashboards, with measures cascading from dashboards and scorecards to action plans. Measures are tracked daily, weekly, monthly, quarterly, and annually using resources such as the “data mall,” which was built in-house by CORE’s information technology staff.

    Reports and dashboards in the CORE data mall require validation and sign-off. All data extracts are centralized to ensure that values are consistently used across reports and that data are current. This approach allows CORE to have great agility. For example, in 2017, the Centers for Medicare and Medicaid Services changed the way it measured transplanted lungs and partial liver transplants. CORE was able to rapidly change its own measurements and reporting.

    To project its future performance, CORE uses predictive analytics of historical data and external benchmarks and trend data. For example, the clinical department uses linear regression models to forecast the number of organs recovered, a key strategic measure. The human resources department uses a forecasting model to maintain optimal workforce skills and capacity; this model has been continuously improved to address the challenge of daily fluctuations in staffing needs for CORE’s uniquely reactive industry.

    Charter School of San Diego (CSSD)
    2015 Baldrige Award Recipient, Education

    To engage students and reduce dropout rates, CSSD brings together students, parents, teachers, counselors, and support staff to deliver learning through Pathways Personalized Education Plans (PPEPs). PPEPs are used to determine what educational programs and support to provide students by drawing on data and information, including from local school districts, surveys, community demographics, students’ short- and long-term goals, learning styles, current interests, academic achievement, and skills development. Through meetings and data reviews, teachers monitor changes in students’ needs and work with learning leads to connect students and families to local resources.

    Broken into three phases, PPEPs help students advance academically:

    1. Personalized Pathways Intake. Students’ PPEP creation begins during enrollment. A support staff member personalizes students’ individualized academic plans by collecting and analyzing information. Assigned teachers consider inputs to assign and develop personalized courses that are delivered through a blended, online independent study educational program. Teachers also work closely with families to set personal and academic goals, as well as to align resources.
    2. Student Pathways Implementation and Progress. Students and parents work with their teachers in one-on-one and small group settings. Each student’s PPEP is enhanced with field trips, volunteer opportunities, cultural events, guest speakers, career days, elective course options, and work experience customized to student interest and pathway choice. The online student and parent portal allows students and parents to access course assignments and grades at any given time.
    3. Successful Pathways Transition. Based on their preferences, students are either redirected to traditional high schools or graduate based on accomplishment of their PPEP goals. All students complete an exit survey to identify best practices and opportunities for improvement.

    The PPEP Storybook provides a single source for reviewing all pertinent student outcome results. Examples of PPEP Storybook reports include student demographic reports, new student data reports, student participation reports, student confidence survey results, graduate data, student achievement results, dropout data, retention and redirection reports, and key customer survey results. Data are segmented by school, region, resource center, and individual teacher. Several results from the PPEP Storybook are also reflected in the instructional staff scorecard.

    PPEP Storybook data are reviewed and analyzed to ensure that instructional strategies are successful for each student. Teachers can immediately reconcile and adjust students’ instruction, methods of delivery, and resources. Teachers and staff conduct home visits, perform and track appropriate interventions, and refer students and families to specific community resources and partnerships.

    Through monitoring of PPEP Storybook results and teacher scorecards, the organization learns about and identifies best practices and high performance. These best practices and high performers are held up as role models.

    Memorial Hospital and Health Care Center (MHHCC)
    2018 Baldrige Award Recipient, Health Care

    At MHHCC, data and information used for tracking daily operations and overall organizational performance are selected, collected, aligned, and integrated through the Performance Measurement Process (PMP), which is aligned with the plan, do, check, act, and evaluate process. Performance measurement supports data-driven decision making and the effective performance of key work systems, leadership and governance, access to care, delivery of care, transition to care, and support.

    In PMP step 1, leaders set organizational direction and establish Covenant Goals (strategic objectives); all subsequent measures are aligned to these goals. Measures are tracked on the organizational scorecard and through quarterly business reviews. In step 2, strategic objectives flow to 90-day action plan measures, and to processes and departments to ensure alignment. Measures and appropriate comparisons are defined for each 90-day action plan.

    In PMP step 3, 90-day action plans and daily operations are executed, and performance is measured. In step 4, results are analyzed, including analysis of organizational scorecard metrics, progress on 90-day action plans, and departmental or process performance. In Step 5, performance on measures is systematically aggregated and reviewed through the Operational Rhythm.

    The Operational Rhythm is a structured, multi-tiered framework for reviewing organizational performance and capabilities. Performance is assessed using a balanced set of measures; performance results are analyzed to provide information for decision making; and improvement plans are developed and implemented when objectives are not met. As part of the Operational Rhythm, performance gaps are identified and compared to goals, competitors, or benchmarks.

    In a 2018 improvement, alignment boards were deployed in each department. They display the organization’s mission, vision, and core values; strategic plan on a page; nursing strategic plan; organizational scorecard; department strategic challenge; stop light reports from senior leaders visiting each department and the front-line (i.e., rounding); and action plans.

    MHHCC expands service offerings by acting on market intelligence gathered via techniques such as patient and family advisory councils, analysis of third-party data, and the website and diverse social media tools. Leveraging this intelligence, MHHCC introduced a new stroke telemedicine product; gained insight into an opportunity for secondary market entry that included the need to provide services to the Amish community; and targeted the expansion of the oncology service line.

    High-performing units submit best practices electronically to the Hospital Update Board (HUB). After an idea is submitted, best practice team members review and determine if the idea is a “best” practice or a “recommended leadership” practice. Identified best practices/recommended leadership practices are presented at leadership meetings along with action plans for their deployment. Additionally, best practices are captured through 90-day action plan weekly report outs, leadership rounding, the Nursing Clinical Practice Council, and other updates.


  4. Is Johnny Carson to Blame for the 1973 Toilet Paper Shortage? How Could Baldrige Help Manufacturers Prepare for the Next Panic-purchases?

    June 3, 2020 by BPIR.com Limited

    Originally posted on blogrige by Harry Hertz

    My fascination with toilet paper
    I will answer the questions posed in the title to this posting, but first a little history. I guess my fascination with toilet paper began in the early 1970’s while living in Europe. I had an occasion to use the toilet while riding British rails and was fascinated by two aspects of the toilet paper. First the paper itself was waxed on one side and coarse on the other. But even more fascinating was that each sheet was imprinted “On Her Majesty’s Service.” Far be it from me to question Her Majesty! The second experience was visiting a little town in Italy and going to a restroom where the toilet paper really was squares of an old newspaper hung up by a piece of string through a hole in the sheets.

    Fast forward to the gasoline shortage in the U.S. in the 1970’s. There was a simultaneous shortage of toilet paper. Why? According to CBS News, a Congressman from Wisconsin released a statement saying, “The next thing we’re gonna have to worry about is a potential toilet paper shortage.” Tonight Show writers picked this up and wrote it into Johnny Carson’s monologue for Dec. 19, 1973, omitting the word “potential.” That sent his audience of nearly 20 million people to the supermarkets and the rest is history. About a month later Carson issued a correction, “For all my life in entertainment, I don’t want to be remembered as the man who created a false toilet paper scare. Apparently there is no shortage!”

    So, what is the cause of today’s shortage?
    As best I can tell from reading numerous reports there are two contributing causes. According to Time and psychologist Baruch Fischhoff, a professor at Carnegie Mellon University, when people experience a shortage of certain foods they can always substitute. But that leads to thinking about things that don’t have substitutes. When it is a primal need, like toilet paper, we run to the stores and guarantee our personal supply. The same reaction occurs in advance of a snowstorm. However, since that is a regional event supplies can be quickly replenished.

    The second contributing cause is families staying at home and not going to work or school. According to Georgia-Pacific, a leading U.S. toilet paper manufacturer, 40% of toilet paper use normally occurs outside the home. The problem is that the paper manufacturing industry works on tight margins and commercial toilet paper is different in make-up and packaging than home-use toilet paper. Making a shift in existing assembly lines is difficult.

    So, how could Baldrige help?
    Today, it’s toilet paper. But could your product face a shortage one day due to circumstances beyond your control? The Baldrige Criteria for Performance Excellence ask a number of relevant questions that can help manufacturers prepare for unexpected runs on their products:

    • Item 3.1 is about listening to customers and determining their product and service needs.
      Specific questions ask how you determine customer and market needs for product offerings. Also, how you adapt product offerings to meet the requirements and exceed customer group and market segment expectations. Before a shortage strikes your product, could you prepare some flexible manufacturing lines or alternative packaging and delivery options?
    • Item 4.2 is about managing information and organizational learning.
      Specific questions address assembling and transferring relevant knowledge for use in innovation and strategic planning. Also, how you embed learning in the way your organization operates. Are you incorporating information and knowledge from other instances of shortages in your planning processes?
    • Item 6.1 is about designing, managing, and improving key products and work processes.
      Specific questions address designing products and work processes to incorporate organizational knowledge, consideration of risk, and the potential need for agility into products and processes.
    • Item 6.2 is about effective management of operations.
      Specific questions address how your organization prepares for disasters or emergencies. It asks how your disaster emergency preparedness system considers prevention, continuity of operations, and recovery. It also asks about how your system takes your reliance on workforce, partners, and your supply network into account.

    These are not easy questions to address in low-margin industries. While I may be biased, I believe the Baldrige Criteria questions could help your organization and industry be better prepared for disasters and emergencies in the future and avoid shortages?

    Oh, and one final smile for those who haven’t heard it, my neighbors’ yard got TP’d yesterday and their real estate value immediately went up $10,000.

    Stay well!


  5. Learning from Role Models: Category 1: Leadership

    June 2, 2020 by BPIR.com Limited

    Originally posted on blogrige by Dawn Bailey

    Baldrige Criteria Blog Series
    In this blog series, we are highlighting some of the learning (successful strategies and programs) shared by Baldrige Award recipients to highlight the categories of the Baldrige Criteria and how your organization might consider using them as inspiration.

    What is Category 1?

    Category 1 of the Baldrige Criteria covers your organization’s leadership.

    Category 1: Leadership
    This category asks how senior leaders’ personal actions and your governance system guide and sustain your organization. It asks about the key aspects of your senior leaders’ responsibilities, with the aim of creating an organization that is successful now and in the future. It also asks how the organization ensures that everyone in the organization behaves legally and ethically, how it fulfills its societal contributions, and how it supports its key communities.

    Baldrige Award Recipient Best Practices
    Following are some leadership practices shared by Baldrige Award recipients (Donor Alliance, Mary Greeley Medical Center, and Tri County Tech) in the realms of supporting a mission-driven workforce, reinforcing culture, setting expectations, fulfilling societal contributions, and supporting key communities. What could your organization learn/adapt?

    Donor Alliance
    2018 Baldrige Award Recipient, Nonprofit

    Successful nonprofit organizations know that a workforce committed to the mission is one element of success; Donor Alliance, the third largest U.S. organ procurement organization by geographic service area, knows that a commitment to mission is everything.

    In the year Donor Alliance received the Baldrige Award, 100% of staff members indicated that they understood how their jobs helped the organization achieve success. Also, staff members consistently reported that they understood the company’s plans for future success and how their work supports that success.

    Senior leaders demonstrate a commitment to the mission at every opportunity. Each organizational presentation begins with review of the mission, vision, and values (MVV). To ensure transparency, senior leaders communicate key decisions to help staff understand the reason for and impact of them. Engagement is partly measured by staff members demonstrating a widespread awareness, understanding, and connection to the MVV, along with how their own personal objectives contribute to fulfilling the organization’s mission to save lives through organ and tissue donation and transplantation.

    Senior leaders also emphasize the mission-driven culture by inviting donor families and organ/tissue recipients to share their stories during quarterly all-staff meetings. These stories provide employees with a clear connection of their work to achieving the mission.

    The organization’s approaches for creating an environment for success have undergone multiple refinements. Most recently, an Integration Team was created to improve and integrate approaches for strategy development, innovation, and knowledge management. In 2018, based on the Integration Team’s feedback to senior leaders, the organization moved to an integrated platform to manage both organizational strategic and individual performance.

    The deployment of strategic objectives, strategic goals, and action plans strengthens alignment from individual employees to the organization’s objectives and mission. Leaders review personal goal progress with each employee during monthly 1:1 meetings.

    In addition, the Organizational Rhythm integrates all of these approaches together to help the organization focus on the actions to stay mission-driven and meet the goals of the strategic plan. The Organizational Rhythm provides the structure for how Donor Alliance tracks, evaluates, and improves key systems, processes, and deployment of key approaches throughout the organization.

    Mary Greeley Medical Center
    2019 Baldrige Award Recipient, Health Care

    The tag line “Doing What’s Right” for Mary Greeley Medical Center (MGMC) not only captures a key characteristic of the organization’s culture but makes clear the expectations that senior leaders have not only for their staff but for themselves. As part of the culture, leaders reinforce the tag line through the Patient and Family Advisory Council, where patients and families share their views of “what’s right” and learn about and contribute to important changes; in leaders’ visits to patients on care units and to employees in their work environments; and through leaders’ participation in improvement events. The tag line reinforces MGMC’s mission, vision, and values (MVV) and supports a culture where employees are empowered to continuously improve their work and to do what’s right.

    Senior leaders systematically set, communicate, and deploy the MVV through the Leadership System, which is aligned with the requirements of patients, other customers, and stakeholders. Leaders personally and regularly share the vision and values with the workforce, medical staff, and key suppliers and partners. In addition, senior leaders recognize employees for exhibiting the MVV in their daily work and send personal thank-you notes to employees’ homes.

    The personal actions of senior leaders reflect a commitment to the organization’s values through listening to staff members’ concerns and accomplishments, through fair and respectful two-way communication, and through CEO-led employee focus groups. Respect is reinforced through communication and support of engaging those closest to the work to be innovative in the design and re-design of their work and through sharing progress with all employees.

    In 2017, MGMC adopted the Big Dot Goal philosophy to create laser focus on action required to achieve key organizational strategies (reduce preventable harm, improve inpatient experience, increase employee engagement, and achieve operating margin). The philosophy ensures that senior leaders create and reinforce a culture of doing what’s right. Each vice president is assigned a Big Dot Goal based on his/her area of responsibility, and he/she brings progress-to-plan on the goal to monthly meetings. The Big Dot Goals and leader assignment of such are aligned with the organization’s performance management system and are cascaded throughout the organization and hardwired into daily operations through the senior leader strategic plan review, leader monthly meeting model, Leader Business Review, and workforce Big Dot Goal cards to support operational decision making.

    Tri County Tech
    2018 Baldrige Award Recipient, Education

    Tri County Tech (TCT) contributes to society by providing education for a skilled workforce and preparing students for continuing education. TCT resides in one of the most poverty-stricken U.S. states, but the school offers students hope by breaking the cycle of poverty through placement in good jobs and opportunities for continuing education.

    TCT makes every effort to provide opportunities that help students reach their goals. The Tri County Foundation provides opportunities and financial assistance that allow students to be successful in their selected programs of study. The foundation’s goal is “No student should be denied access to education due to their ability to pay.” TCT created a process through its Student Success Advisors for disadvantaged students to receive financial assistance, including funding for eye exams, gas cards, and monies for needed medication and even food, a most basic need that is sometimes not easily obtained.

    Societal well-being and benefit are part of TCT’s overall strategy, aligning with its value of investing in the community and its core competency of economic and community development. TCT has two employee-led standing committees: the Community Relations Committee and Bright Ideas Committee.

    The Community Relations Committee’s focus is aligned with the value of investing in the community. The committee leads the process for selecting and prioritizing societal well-being efforts. The process has four steps:

    1. Determine the top-three fundraising events and volunteer activities to be supported by TCT’s workforce.
    2. Expect each workforce member to perform a minimum of 16 community service hours, which is included in his/her individual action plans, with eight of those hours during paid time-off. (A key performance measure of the Operational Plan is for 100% of the workforce to attain community service goals.)
    3. Analyze the results of TCT’s community involvement.
    4. Make recommendations for improvements that will lead to the selection of future fundraising events and volunteer activities.

    Community interest and concerns are addressed through meetings with partner schools, towns, and the Board of Education. In full transparency, senior leaders share organizational performance through measurement and reporting systems, monthly Superintendent Forums attended by all employees, and workgroup-level communications. In the year TCT received the Baldrige Award, more than 300 workforce members and students volunteered for United Way’s Day of Caring, making TCT the largest contingent of volunteers from one organization.