what makes an organisation excellent? · what makes an organisation excellent? presented by sunil...
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WHAT MAKES ANORGANISATIONEXCELLENT?
WHAT MAKES ANORGANISATIONEXCELLENT?
Presented by Sunil SahadevanPrincipal Consultant Singapore
2QSQualityQuestSolutions
Lessons from the Framework
Appreciate the need to take the excellence journey Understand the use of Business Excellence Frameworks
as a Guide for holistic management of organisations Development of Business Excellence Systems to become
an excellent organisation
Sharing of lessons from the application of theSingapore Quality Award Framework
Scope
2QSQualityQuestSolutions
Appreciate the need to take the excellence journey Understand the use of Business Excellence Frameworks
as a Guide for holistic management of organisations Development of Business Excellence Systems to become
an excellent organisation
Sharing of lessons from the application of theSingapore Quality Award Framework
1. Need for Excellence2. Business Excellence Frameworks3. BE Journey in Singapore4. Learnings from the SQA Framework
Contents
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1. Need for Excellence2. Business Excellence Frameworks3. BE Journey in Singapore4. Learnings from the SQA Framework
Need for Excellence
Excellence….a journey….
Each and every organisation – public or privatesector – has a purpose and aims to do well
What are the areas to manage for the wholeorganisation to be Great?
Do we know the ingredients necessary for holisticmanagement to deliver sustainable profits/outputs? What does it take to be Good at our work?
What does it take to become better?
How do we become Great in what we do?2QSQualityQuestSolutions
Each and every organisation – public or privatesector – has a purpose and aims to do well
What are the areas to manage for the wholeorganisation to be Great?
Do we know the ingredients necessary for holisticmanagement to deliver sustainable profits/outputs? What does it take to be Good at our work?
What does it take to become better?
How do we become Great in what we do?
Excellence….a journey….
BE Frameworks show us the full spectrum of areas toManage to bring about excellence
The maturity of the BE Systems allows for Greatness– excellence is a journey
Being excellent – is a standard of arriving on theworld-class stage
Taking the excellence journey is a commitment togrow from Good to Great!
2QSQualityQuestSolutions
BE Frameworks show us the full spectrum of areas toManage to bring about excellence
The maturity of the BE Systems allows for Greatness– excellence is a journey
Being excellent – is a standard of arriving on theworld-class stage
Taking the excellence journey is a commitment togrow from Good to Great!
Business Excellence Frameworks
BE Journey in Singapore
SQA launched in 1994 – to build world-class organisations inSingapore based on the SQA Management Framework
SQC launched in 1997 – establish the journey toexcellence based on the BEACON
PD launched in 1997 – establish people excellencepractices based on the APEX. PEA from 2001
SQA with Special Commendation – 1st given in 2007. For past SQAWinners who have achieved global recognitions and Best Practices
BE Initiative in Singapore - a brief history
SIA launched in 2001, SIC from 2002 – bringabout sustainable and focused innovationactivities - establish innovation excellencepractices based on the I-SCORE
Singapore Service Class launched in 2003 toestablish service focus and excellence based onthe Service Scorecard. SEA from 2007. As of2011, SEA renamed Service Excellence Medallion isoverseen by SMU
Benefits of the BE Journey
Helps organisations to strengthen their management systemsand processes to achieve and sustain higher levels ofperformance
Establish ownership of the systems and processes to ensurecontinual improvements through reviews and evaluations Leads to performance improvement
Assess the present state of the management systems (HealthCheck) by using the Assessment Questionnaire as a diagnostictool Know the Strengths and Areas for Improvement Provide opportunities for improvement
2QSQualityQuestSolutions
Helps organisations to strengthen their management systemsand processes to achieve and sustain higher levels ofperformance
Establish ownership of the systems and processes to ensurecontinual improvements through reviews and evaluations Leads to performance improvement
Assess the present state of the management systems (HealthCheck) by using the Assessment Questionnaire as a diagnostictool Know the Strengths and Areas for Improvement Provide opportunities for improvement
Benefits of the BE Journey
Gain recognitions as a BE organisation Be distinguished in the market place
Learning from Best Practices Sharing & Learning among organisations Access to resources
Establish the excellence focus including Development of the Corporate Image Search for comparative data/benchmarks Striving for world-class standing
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Gain recognitions as a BE organisation Be distinguished in the market place
Learning from Best Practices Sharing & Learning among organisations Access to resources
Establish the excellence focus including Development of the Corporate Image Search for comparative data/benchmarks Striving for world-class standing
Learnings from the SQA Framework
Business Excellence Framework
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Driver System Result
10 KEY ATTRIBUTES OF THE BE FRAMEWORK
Overview of Key Attributes
1. Visionary Leadership Senior leaders need to set directions and create
customer-focus, clear & visible values and highexpectations.
2. Customer-centric Excellence Features and characteristics that differentiate
products and services from competitive offerings.
3. Innovation Focus Focus on leading the organisation to new
dimensions of performance.
4. Organisational and Personal Learning Continuous improvement of existing approaches
& processes as well as adaptations to change,leading to new goals and approaches.
Organisation should invest in employee personallearning for sustained & continuous growth
5. Valuing People & Partners Organisations need to build internal & external
partnerships for mutual benefits.
6. Agility Speed & flexibility in responding to customers.
7. Knowledge-Driven System Performance management involves the selection
and use of data, information and knowledge toenhance judgement & enable better decision-making.
8. Corporate Social Responsibility Organisation should be responsible to the society,
community & the environment. Expanded toinclude corporate governance and riskmanagement.
9. Results Orientation Organisation’s performance system needs to focus
on results by using a balanced composite ofperformance indicators to ensure long-termorganisational sustainability.
10. Systems Perspective Organisations need to adopt a system approach
to optimise the inter-relationships of its functions.
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1. Visionary Leadership Senior leaders need to set directions and create
customer-focus, clear & visible values and highexpectations.
2. Customer-centric Excellence Features and characteristics that differentiate
products and services from competitive offerings.
3. Innovation Focus Focus on leading the organisation to new
dimensions of performance.
4. Organisational and Personal Learning Continuous improvement of existing approaches
& processes as well as adaptations to change,leading to new goals and approaches.
Organisation should invest in employee personallearning for sustained & continuous growth
5. Valuing People & Partners Organisations need to build internal & external
partnerships for mutual benefits.
6. Agility Speed & flexibility in responding to customers.
7. Knowledge-Driven System Performance management involves the selection
and use of data, information and knowledge toenhance judgement & enable better decision-making.
8. Corporate Social Responsibility Organisation should be responsible to the society,
community & the environment. Expanded toinclude corporate governance and riskmanagement.
9. Results Orientation Organisation’s performance system needs to focus
on results by using a balanced composite ofperformance indicators to ensure long-termorganisational sustainability.
10. Systems Perspective Organisations need to adopt a system approach
to optimise the inter-relationships of its functions.
Development of BE Systems
BE Framework shows that there are 6 Categories todevelop Systems so that Results will be achieved1. Leadership2. Planning3. Information4. People5. Processes6. Customers
2QSQualityQuestSolutions
BE Framework shows that there are 6 Categories todevelop Systems so that Results will be achieved1. Leadership2. Planning3. Information4. People5. Processes6. Customers
BE Systems Leadership System – on what
makes an effective Leader inthe organisation
Culture Development System –building on the expectedbehaviours for the Values andbridging Culture Gaps
Corporate Citizenship –policies and goals
CATEGORY 1: LEADERSHIP
Examines the organisation’sleadership system, purpose,vision, values and itsresponsibilities to the community,environment and the public.
1.1 Senior Leadership
Guiding and sustaining theorganisation towardsexcellence
1.2 Organisational Culture
Developing Culture consistentwith the Values –encouraging learning,innovation and achievingobjectives
1.3 Corporate SocialResponsibility
Addressing responsibility tocommunity, environment andpublic. Ensuring ethicalbehaviour & good citizenship
2QSQualityQuestSolutions
BE Systems Leadership System – on what
makes an effective Leader inthe organisation
Culture Development System –building on the expectedbehaviours for the Values andbridging Culture Gaps
Corporate Citizenship –policies and goals
CATEGORY 1: LEADERSHIP
Examines the organisation’sleadership system, purpose,vision, values and itsresponsibilities to the community,environment and the public.
1.1 Senior Leadership
Guiding and sustaining theorganisation towardsexcellence
1.2 Organisational Culture
Developing Culture consistentwith the Values –encouraging learning,innovation and achievingobjectives
1.3 Corporate SocialResponsibility
Addressing responsibility tocommunity, environment andpublic. Ensuring ethicalbehaviour & good citizenship
ST Engineering 2002 SQA and2007 SQA with SpecialCommendation Winner
The Ritz-Carlton MilleniaSingapore 2001 SQA Winner
Inland Revenue Authority ofSingapore 2003 & 2011 SQAWinner
CATEGORY 2: PLANNING Focuses on strategic and action
planning, deployment of plans,how plans are changed ifcircumstances require a change,and how progress is measuredand sustained.2.1 Strategy Development &
DeploymentDeveloping strategy &strategic objectives anddeploying action plans
BE Systems Corporate Planning Process –
annual planning exercise withtimeline and involvement
Plans Implementation &Monitoring – trackingprogress
Risks Management – developplans to respond to crisisesand emergencies
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CATEGORY 2: PLANNING Focuses on strategic and action
planning, deployment of plans,how plans are changed ifcircumstances require a change,and how progress is measuredand sustained.2.1 Strategy Development &
DeploymentDeveloping strategy &strategic objectives anddeploying action plans
BE Systems Corporate Planning Process –
annual planning exercise withtimeline and involvement
Plans Implementation &Monitoring – trackingprogress
Risks Management – developplans to respond to crisisesand emergencies
Singapore Police Force 2002SQA and 2007 SQA withSpecial Commendation Winner
Institute of Technical Education2005 SQA and 2011 SQA withSpecial Commendation Winner
CATEGORY 3: INFORMATION Focuses on the management of
information, knowledge and the useof comparative and benchmarkinginformation to support decision-making and improvements at alllevels of the organisation.
3.1 Management of Informationand KnowledgeSelecting and managinginformation for planning, dailymanagement and performanceevaluation. Managingknowledge assets systematicallyby involving stakeholders(including customers) to createvalue
3.2 Comparison & BenchmarkingSelecting and using comparativeand benchmarking informationto achieve performanceimprovements
BE Systems Information Management –
selecting, collecting, analysingand using information
Knowledge Management –leveraging on explicit andtacit knowledge
Learning from Others –comparing, positioning andpursuing Best Practices
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CATEGORY 3: INFORMATION Focuses on the management of
information, knowledge and the useof comparative and benchmarkinginformation to support decision-making and improvements at alllevels of the organisation.
3.1 Management of Informationand KnowledgeSelecting and managinginformation for planning, dailymanagement and performanceevaluation. Managingknowledge assets systematicallyby involving stakeholders(including customers) to createvalue
3.2 Comparison & BenchmarkingSelecting and using comparativeand benchmarking informationto achieve performanceimprovements
BE Systems Information Management –
selecting, collecting, analysingand using information
Knowledge Management –leveraging on explicit andtacit knowledge
Learning from Others –comparing, positioning andpursuing Best Practices
Singapore Customs 2012 SQA Winner
Civil Aviation Authority of Singapore 2003 SQA Winner
CATEGORY 4: PEOPLE Focuses on how the organisation taps
on the full potential of the workforce tocreate a high performanceorganisation.
4.1 Human Resource PlanningHow HR Strategies address needsand development of the workforce
4.2 Employee EngagementEngaging employees to contributeto the achievement of objectives &goals
4.3 Employee Learning andDevelopmentEngaging workforce in learning &development to achieve higherperformance
4.4 Employee Well-being andSatisfactionDeveloping environment for well-being & satisfaction and assessingsatisfaction
4.5 Employee Performance andRecognitionPerformance Management andRewards & Recognition Systems toachieve high performance
BE Systems HR Planning Process – plans for the
whole range of HR Activities Engagement Process – strategies
and mechanisms for individual andteam participation
Learning System – staffdevelopment
Well-Being System – developconducive work environment
Motivation – assess, recognise andreward performance
2QSQualityQuestSolutions
CATEGORY 4: PEOPLE Focuses on how the organisation taps
on the full potential of the workforce tocreate a high performanceorganisation.
4.1 Human Resource PlanningHow HR Strategies address needsand development of the workforce
4.2 Employee EngagementEngaging employees to contributeto the achievement of objectives &goals
4.3 Employee Learning andDevelopmentEngaging workforce in learning &development to achieve higherperformance
4.4 Employee Well-being andSatisfactionDeveloping environment for well-being & satisfaction and assessingsatisfaction
4.5 Employee Performance andRecognitionPerformance Management andRewards & Recognition Systems toachieve high performance
BE Systems HR Planning Process – plans for the
whole range of HR Activities Engagement Process – strategies
and mechanisms for individual andteam participation
Learning System – staffdevelopment
Well-Being System – developconducive work environment
Motivation – assess, recognise andreward performance
Institute of Technical Education 2005 SQA and2011 SQA with Special Commendation Winner
Singapore Customs 2012 SQA Winner
Singapore Customs 2012 SQA Winner
Singapore Customs 2012 SQA Winner
Singapore Customs 2012 SQA Winner
CATEGORY 5: PROCESSES Focuses on the key processes the
organisation uses to pursue itsobjectives and goals.5.1 Innovation Processes
Managing innovation,design, production &delivery of new products &services
5.2 Process Management andImprovementManaging and improvingkey operational &supporting processes
5.3 Supplier and PartnershipManagementManaging key suppliers &partners interactionprocesses
BE Systems Innovation Drive – promoting
innovation, resources andmethods to realise innovation
Structuring Processes –performance requirements,measures and SOPs for KeyProcesses
Managing External Parties –strategic fit, requirements andmanaging deliverables
2QSQualityQuestSolutions
CATEGORY 5: PROCESSES Focuses on the key processes the
organisation uses to pursue itsobjectives and goals.5.1 Innovation Processes
Managing innovation,design, production &delivery of new products &services
5.2 Process Management andImprovementManaging and improvingkey operational &supporting processes
5.3 Supplier and PartnershipManagementManaging key suppliers &partners interactionprocesses
BE Systems Innovation Drive – promoting
innovation, resources andmethods to realise innovation
Structuring Processes –performance requirements,measures and SOPs for KeyProcesses
Managing External Parties –strategic fit, requirements andmanaging deliverables
Singapore Police Force 2002 SQA and2007 SQA with Special Commendation Winner
Port of Singapore Authority 2009 SQA Winner
Teckwah Industrial Corporation Ltd2006 & 2011 SQA Winner
CATEGORY 6: CUSTOMERS Focuses on how the organisation
determines customer and marketrequirements, build relationshipswith customers, and determinestheir satisfaction.6.1 Customer Requirements
Determining requirements forcurrent products/servicesand for future developments
6.2 Customer RelationshipManaging relationships forpositive outcomes
6.3 Customer SatisfactionDetermining satisfaction andimproving operations
BE Systems Customer Segmentation –
determine current & futurerequirements of segments
CRM – manage touchpoints,develop service standards,manage feedback
Analyse Satisfaction –methods, analysis andimprovements
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CATEGORY 6: CUSTOMERS Focuses on how the organisation
determines customer and marketrequirements, build relationshipswith customers, and determinestheir satisfaction.6.1 Customer Requirements
Determining requirements forcurrent products/servicesand for future developments
6.2 Customer RelationshipManaging relationships forpositive outcomes
6.3 Customer SatisfactionDetermining satisfaction andimproving operations
BE Systems Customer Segmentation –
determine current & futurerequirements of segments
CRM – manage touchpoints,develop service standards,manage feedback
Analyse Satisfaction –methods, analysis andimprovements
Singapore Customs 2012 SQA Winner
Singapore Customs 2012 SQA Winner
Institute ofTechnicalEducation 2005SQA and 2011SQA with SpecialCommendationWinner
Raffles Institution 2011 SQA Winner
National Library Board 2004 &2011 SQA Winner
CATEGORY 7: RESULTS Examines the organisation’s
performance and improvements inareas of importance to theorganisation. Compareperformance levels to competitorsand/or benchmarks7.1 Customer Results
Customer Satisfaction &Retention and Product &Service Performance
7.2 Financial & Market ResultsFinancial & MarketplacePerformance
7.3 People ResultsEmployee Engagement,Learning & Satisfaction
7.4 Operational ResultsOperational & SupportPerformance, Suppliers &Partners Performance,Contributions to Community &Environment, GovernanceMeasures
Culture of Measurement Openness Fairness Action-orientation Accountability Absence of fear or blame Trust
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CATEGORY 7: RESULTS Examines the organisation’s
performance and improvements inareas of importance to theorganisation. Compareperformance levels to competitorsand/or benchmarks7.1 Customer Results
Customer Satisfaction &Retention and Product &Service Performance
7.2 Financial & Market ResultsFinancial & MarketplacePerformance
7.3 People ResultsEmployee Engagement,Learning & Satisfaction
7.4 Operational ResultsOperational & SupportPerformance, Suppliers &Partners Performance,Contributions to Community &Environment, GovernanceMeasures
Culture of Measurement Openness Fairness Action-orientation Accountability Absence of fear or blame Trust
DISCUSSION
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