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Welcome to the BPIR blogLatest news:
August 20th, 2010
- 8 countries follow an exact copy of the Baldrige Criteria for Performance Excellence
- 31 follow an exact copy of the EFQM Excellence Model
- 9 follow a tailored version of the Baldrige Criteria for Performance Excellence
- 9 follow a tailored version of the EFQM Excellence Model
- 18 have unique models
- 12 have a model based on a combination of other models
- 10 are unknown
- 9 countries have more than one model that is promoted.
This research was conducted on behalf of National Institute of Standards and Technology (NIST) who administer the Baldrige National Quality Program.
Judging from this research, business excellence is alive and well! In the BPIR.com member’s area we show which organizations have won business excellence awards – over 10,000 worldwide.
Incidentally, COER recently completed research on the impact and value of business excellence in Asia. This research focused on India, Japan, Singapore, Taiwan and Thailand.
The key findings from the research were:
- Companies reported that business excellence had a major impact on their competitiveness and performance.
- Companies indicated that the frameworks were relevant for long-term competitiveness and sustainability, and only minor changes to the design of the frameworks (if any) were needed.
- Time and effort should be put into making the frameworks simpler to understand; the value of the frameworks needs to be more clearly communicated.
- Innovation—and how it relates to business excellence—needs to be more clearly explained to companies.
- Companies want increased assistance with benchmarking and learning from best practices.
- While awards are important, they are for recognition and not the prime motivator for the majority of companies. The prime motivator is to “become world-class”.
I will report, in more detail, on the findings from this study in the near future.
All the best
Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited,
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June 13th, 2010
Hello all
I delivered this webinar on 8 April 2010 in Toronto, Canada. It draws from three projects:
- A research project on behalf of SAI Global in 2006 to review and update the Australian business excellence framework. This project has the involvement of 16 countries (including Canada) and was endorsed by the Global Excellence Model Council. It was a unique project in that it is not only looked at the design of business excellence frameworks but also how best to deploy them on a national basis.
- A research project on behalf of the Asian Productivity Organisation in 2009 to identify the value and impact of business excellence. Five countries participated in the research; India, Japan, Singapore, Taiwan, and Thailand.
- A research project on behalf of the Global Benchmarking Network in 2008 to investigate awareness, use and benefits of benchmarking.
The presentation:
- Reflects on the history of business excellence.
- Presents the research evidence on business excellence. What evidence is there that business excellence leads to long-term and sustainable business success?
- Describes where we are now in terms of business excellence from a global perspective and what the future holds. Are the models here to stay?
- Presents research findings showing how national business excellence custodians (the bodies responsible for business excellence) are assisting companies within their country and what more could be done to help companies on their journey towards excellence.
- Focuses on recent innovations in “Benchmarking” which has led it to become one of the key tools of business excellence and organisational learning.
- Presents the expert’s views on the steps to take to become world-class.
To watch the recording visit the following URL: http://connectpro24581019.acrobat.com/p54078139
Access the recorded session with the following information:
User name:
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Password: bench
You will notice in the presentation I was a bit twitchy. This was because I was given 3 very strong coffees before the presentation as I was falling asleep. I had arrived in Toronto at 2.00am to find that I was locked out of the hotel I was supposed to be staying at and instead had to stay at a flea-infested motel – must have been the dirtiest hotel on the planet but I had no other choice at that time in the morning! Anyway the coffee worked and I got through the presentation and now know where not to stay in Toronto!
Thank you to the National Quality Institute, Canada, www.nqi.ca, for allowing BPIR Newsletter readers to watch the webinar.
Best regards
Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited,
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August 14th, 2009
Hello all,
I’m Musli, a PhD student at the Centre for Organisational Excellence Research (COER), Massey University (BPIR.com’s founding organisation). I’m conducting a survey on business improvement initiatives. This survey is part of my doctoral study, which is supervised by Dr. Robin Mann and Dr. Nigel Grigg.
As you know, there are numerous business improvement initiatives that can be used by organisations to improve quality, productivity and sustainability towards achieving excellence. The initiatives can be approaches, systems, tools and/or techniques, such as, Six Sigma, Lean, ISO9000, ISO14000, Business Process Reengineering, and Benchmarking. The right initiatives to be used may vary depending on several factors, for instance, the current maturity level of the organisation, organisation type and size, and the capabilities and responsibilities of the workforce. Moreover, there is also a lack of clear understanding by people regarding when, where and how to implement the initiatives. In order to help organisations to select suitable initiatives according to the contexts, this survey attempts to identify where the main business improvement initiatives should be used according to the following areas: leadership and social responsibilities, strategy and policy, customers, processes, workforce, and, partnerships and resources.
All practitioners, managers, executives, consultants and/or academicians who have a good understanding and experience on business improvement initiatives are invited to complete the on-line survey - click on link below:
http://www.surveygizmo.com/s/140713/initiative
I hope you can participate. If you have completed the questionnaire and request form, you will be sent a copy of the survey findings through email, once it is ready.
Please complete the survey by 28th of February 2010. For further details, please refer to the front page of survey instrument
Your kind participation would be much appreciated. Thank you very much.
Best regards,
Musli Mohammad
PhD Student
Centre for Organisational Excellence Research (COER)
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August 13th, 2009
There is some exciting research going on at the COER (Centre of Organisational Excellence Research) at the moment.
Past research shows that culture plays a key role in sustaining continuous improvement in organisations. Continuous improvement, in turn, is often viewed as critical for organisational efficiency and waste reduction. However, the effect of culture in the specific context is less well understood. Several levels of culture such as the national culture, corporate culture and organisational sub-cultures, are present simultaneously. Which ones are important, and under what conditions do they become important? What needs to happen to ensure that the existing cultural diversity results in continuous improvement? Which role does – and, in fact, can – management and organisational leadership play?
This doctoral research is seeking answers to these questions using a multiple-case methodology. For participating organisations, this presents an opportunity to benefit from cutting-edge research and at the same time help advance the scientific understanding.
Participation in the study is free of charge. If you are interested in having your organisation participate, please get in touch with me for further information - either by email (
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) or by leaving a comment.
Jürgen 'Phil' Wagner
PhD Student
Centre for Organisational Excellence Research (COER)
Massey University
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December 17th, 2008
Hello all
Thanks to all those BPIR members/supporters that participated in the Global Benchmarking Network's survey on "Business Improvement and Benchmarking."
In total over 450 people responded from over 40 countries. It was the most comprehensive survey to date on the use of business improvement tools and, in particular, on benchmarking. Key insights were revealed into this increasingly popular technique and how organisations were applying it and using it to improve their performance.
Key findings were:
- Mission and Vision Statements and Customer (Client) Surveys are the most used (by 77% of organisations) of 20 improvement tools, followed by Strengths, Weaknesses, Opportunities, and Threats (72%), and Informal Benchmarking (68%). Performance Benchmarking was used by (49%) and Best Practice Benchmarking by (39%).
- The tools that are likely to increase in popularity the most over the next three years are Performance Benchmarking, Informal Benchmarking, Strengths, Weaknesses, Opportunities, and Threats, and Best Practice Benchmarking. Over 60% of organizations that are not currently using these tools indicated they are likely to use them in the next three years.
- When Best Practice Benchmarking is done well significant benefits are obtained with 20% of projects resulting in benefits worth $250,000.
- Respondents indicated that the external help/service that they most want (out of 8 services) is access to a best practice database! This is obviously good news for the BPIR.com and means we are on the right track with our collection of 1,000's of best practices.
BPIR members can read the full report here, once logged in, and non-members can read Excerpts from a Report on the Global Use of Business Improvement Tools and Benchmarking.
Join now to read the full report.
II hope the report's findings will assist you all in undertaking benchmarking more effectively.
Best regards
Robin
Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited.
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