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Welcome to May’s edition of the BPIR Newsletter. sharing with you best practices, improvement tools, and events.
|Best Practice Events|
Benchmarking for Excellence, Dubai – UAE, 1 – 2 Jun., Singapore 28 – 29 Sept.
Certificate in Business Excellence, Auckland – New Zealand, 27 May, Organiser: New Zealand Business Excellence Foundation (NZBEF)
EFQM Assessor Training, Dubai – UAE, 13 – 15 Jun., Organiser: Dubai Quality Group (DQG)
International Consultants Day Forum, Wellington – New Zealand, 18 Jun, Organiser: The Institute of Management Consultants New Zealand (IMCNZ)
Cafe Quality with Dr James Galloway CEO JAS-ANZ, Adelaide – Australia, 15 Jul, Organiser: Australian Organisation for Quality (South Australia)
18th QMOD-KSQM Int. Joint Conference, Seoul – Korea, 12 – 14 Oct., Organiser: Lunds University, Sweden and KSQM, Korea
7th Business Excellence Global Conference, Singapore, 13 -14 Oct., Organiser: SPRING
Canadian Public Sector Excellence Fair 2015, Ottawa – Canada, 17 Nov., Organiser: Excellence Canada
** Also see BPIR Events Calendar **
|4th International Best Practice Competition – First announcement|
After three successful years of the International Best practice Competition, the location of the next competition has just been announced. The 4th International Best Practice Competition will be held in Manila, Philippines in November 2015. Further details will be announced shortly.
Entries are expected from all around the world – the winner in 2014 was Al Jazeera International Catering (UAE), and 2013 was the Immigration and Checkpoints Authority (Singapore) and 2012, Curtin University (Australia).
The 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.
Have a think about what your organization does well, and be prepared to submit your entry. If successful you will be asked to share your best practice in an 8 minute presentation. Winners will receive widespread media coverage.
From the feedback of previous years we are expecting much more participation this year, which makes this event a great learning experience.
For more information about the competition visit the competition website BestPracticeCompetition.com
|BPIR service of the Month – Self-assessment tools and surveys in BPIR.com|
Do you know that there are more than 75 self-assessments available in BPIR.com?
You may like to assess the performance of a functional area, business practice or approach (such as your marketing or your performance measurement system), or the performance of your whole organisation. Undertake the assessment and then use the other BPIR.com resource to provide ideas and best practices to address your opportunities for improvement.
Click here to see a video clip on how to do it.
BPIR provides full access to over 790 excellent business publications providing, in total, over 1,000,000 articles and reports. The cost of subscribing to any of these would cover your BPIR membership while allowing you to read, search, and print from 790 top publications!
Here are a few of the titles from the ‘Economic Situation and Conditions’ category (one of 23 categories):
See the full list of titles
|Featured Case Study: Lean thinking handbook facilitates success|
Best practice case studies are an important benefit that BPIR.com offers members. Our unique BPIR case studies are formatted as succinct 150 word outlines that have been crafted from more detailed reports. Members can access the original articles as desired because they are all linked to the case studies. Read the following sample case study:
Lean thinking handbook facilitates success
The motto of the University of St Andrews’ is ‘ever to be the best’, and this links perfectly with the goal of Lean thinking. The lean team challenged the University to become the best that it could be. They were dedicated to eliminating non value adding activity so that the University could focus its energies on Teaching and Research. The lean team acting as the University’s change management consultancy led staff to create a culture of continuous improvement and respect for people. A number of improvements were made which led to significant savings in costs, labour, and materials. By the end of the fourth year of the lean implementation the University had released the annual equivalent of 24.63 full time equivalent staff. To facilitate this lean implementation a pocket guide to becoming lean was published by the University. …..….read more
|Remember to |
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