ASIAN PRODUCTIVITY ORGANIZATION
e-Learning Course on
Business Excellence
for the Service Industry
Resource Speakers:
Mr. George Wong & Mr. Cheong Seng Meng
Participating Countries:
Cambodia, Fiji, India, Indonesia, Malaysia, Mongolia, Nepal and Pakistan
Course Objectives
1. To expand awareness of business excellence (BE)
2. To promote the adoption of the BE framework standards
and integration into core business strategies in the
service sector
3. To share and exchange information on and experience
in best practices in BE adoption in the service sector
Program Outline
Day 1: 14th December 2015
Opening Session:
Welcome remarks
APO Introduction
Local Coordinators Introduction
Module 1: Introduction to Business Excellence
Business Excellence Models
Core Values and Concepts
Benefits of Business Excellence
Break
Module 2: Business Excellence Criteria Requirements (1)
Category 1: Leadership
Category 2: Strategic Planning
Break
Module 3: Business Excellence Criteria Requirements (2)
Category 3: Customer Focus
Category 4: Measurement, Analysis & Knowledge Management
Wrap Up for Day 1
Program Outline
Day 2: 15th December 2015
Module 4: Business Excellence Criteria Requirements (3)
Category 5: Workforce Focus
Category 6: Operations Focus
Category 7: Results
Break
Module 5: Implementing and Sustaining Business Excellence (1)
Plan for Business Excellence
Facilitate Business Excellence Self-Assessment
Break
Module 6: Implementing and Sustaining Business Excellence (2)
Manage Improvements for Business Excellence
Sustain Business Excellence
Break
Guidelines for Site Visits and Wrap Up for Day 2
Group Work for Observational Site Visit Preparation
Program Outline
Day 3: 16th December 2015
Observational Site Visit Activity
Break
Presentation Preparation
Program Outline
Day 4: 17th December 2015
Country Paper Presentation [Presentation 15 minutes + Q&A 10 minutes per country]
Break
Country Paper Presentation [Presentation 15 minutes + Q&A 10 minutes per country]
Presentation Comments by Resource Person
Break
Closing Session
Q&A of entire e-Learning Course
Overall e-Learning Course Summary
Explanation of the Examination
Closing Program & Evaluation
Exam
ASIAN PRODUCTIVITY ORGANIZATION
Module 1:
Introduction to
Business Excellence
1. The Need for World-class Business Excellence
2. Business Excellence Models
3. Core Values and Concepts
4. Benefits of Business Excellence
About George Wong
Mr George Wong, a certified Senior Practicing Management
Consultant (SPMC), Certified Management Consultant (CMC) &
Certified Productivity Consultant (CPC), has more than 30 years of
Productivity knowledge in Singapore and the Asia-Pacific region.
He was a pioneer Key Productivity Activist (Chairman, Productivity
Promotion), appointed by the Singapore National Productivity
Board (NPB), now known as SPRING Singapore, in 1985. He is
currently the Chief Productivity Officer of the Singapore
Productivity Centre.
He is the founder and CEO of Hoclink Systems & Services Private
Limited, a consultancy and training company specialising in
Business Excellence, Productivity, Innovation, Benchmarking,
Total Quality Management, Innovation & Quality Circles, ISO 9001
and Service Excellence over the past 20 years.
He had served as a Singapore Quality Award (SQA) National Mr George Wong, PBM
Assessor with SPRING Singapore and also an External Assessor Senior PMC, CMC, FCMI, CPC, MIMC, ASQ
for the School Excellence Model (SEM) with the Singapore
Managing Director & Principal Consultant
Ministry of Education. Hoclink Systems & Services Pte Ltd
Singapore
He is also a Chief Expert/Resource Person with the Asian Email: [email protected]
Productivity Organization (APO) since 1997. Website: www.hoclink.com
The Need for
World-class Business
Excellence
The New Economy
Service Sectors
Future poses tremendous opportunities and challenges
Not just respond to change but be at the forefront of
change
Free flow of information creates new working relationships,
exposing many activities as redundant and superfluous
Needs to enhance and sustain
organisation’s systems and practices
Current Business Climate
Economic slowdown
Uncertainty
Closure of many companies
Profits seriously affected
Some cost-reduction measures weaken companies
Competing in the Global Economy
Ability to meet customer requirements
Value added processing operations
Fast and flexible responses
100% Right quality products and services
Adapting and implementing Best Practices
Why the Need for
Business Excellence?
Business survival
◦ Increasingly demanding customers, aggressive competition, product
innovation & differentiation
Profitability and business growth
◦ Increasing labour costs and wastes
Better quality of work-life and higher standard of living
for our people
Employee morale
What is Business Excellence?
Business Excellence (BE) is about strengthening the
management systems and processes of an organisation
in a holistic and integrated manner to improve performance
and to create value for stakeholders.
Why use
Business Excellence Framework?
An overarching framework to work on areas critical to
achieving World-class Excellence
A disciplined approach to addressing key customer
requirements and key operational requirements…built
around cycles of learning
Alignment and integration of various organisational
programmes
◦ Total Quality Management (TQM), ISO Standards,
Quality Circles, 5S Housekeeping, 7 Wastes,
On-the-Job Training (OJT), etc…
Improvement Initiatives for
Business Excellence
Progress
Management Leadership Corporate Corporate
Vision, Mission By Walking Succession Development Governance Social
Leadership and Values Planning Responsibility
About (MBWA) Programme Management Programme
Strategy Plan Action Plan Enterprise Risk
Strategic (Objectives/ SWOT (Resources, Strategic Balanced Management &
Goals) Analysis Financial, HR) Alliances Scorecard BCM
Planning
Market Customer Service Customer Customer Service and
Customer Research Segmentation Standards Satisfaction Relationship Product
Survey Management Innovation
Focus
Communication Business
Measurement, Platforms for Information Performance Excellence Knowledge
Analysis and Staff and Non- Collection & Measurement Self- Benchmarking Management
Analysis assessment
KM Staff
Workforce Recruitment & Employee Training & Suggestion Employee Employee
Selection Induction Development Scheme Performance Engagement
Focus Management Survey
Operations Process Plan-Do-Check- Improvement Quality Lean and/or Supply Chain
Mapping & Act Teams Management Six Sigma Management
Focus Documentation (PDCA) Cycle System
Business Excellence
Models
Malcolm Baldrige
National Quality Award
Source: The National Institute of Standards and Technology
EFQM Excellence Model
Source: EFQM
Japan Quality Award
Organisational Profile
3. Understanding and Responding to Customer and Market Needs (100)
Direction & Driving Force Systems Operations Results
4. Strategic Planning &
1. Leadership of Deployment (60)
Senior Leaders (120)
5. Improving Employee and 8. Activity Results
Organisational Capabilities (400)
2. Social (100)
Responsibilities of
Management (50) 6. Customers Value
Creating Process (120)
7. Information Management (50)
Source: Japan Productivity Center
National Business Excellence Awards
in Asia Countries
Bangladesh Mongolia
National Productivity and Quality Excellence Award National Productivity Award (NPA)
Fiji Nepal
Fiji Business Excellence Award FNCCI National Business Excellence Award
Hong Kong
Pakistan
HKMA Quality Award
Pakistan National Quality Award
India
Rajiv Gandhi National Quality Award Philippines
CII-EXIM Bank Award for Business Excellence Philippines Quality Award (PQA)
IMC Ramkrishna Bajaj National Quality Award
Golden Peacock National Quality Award Republic of China
Indonesia Taiwan National Quality Award
Indonesian Quality Award Singapore
IR Iran Singapore Quality Award
Iran National Quality Award Sri Lanka
Japan Sri Lanka National Quality Award
Japan Quality Award
Thailand
Korea
Thailand Quality Award (TQA)
Korean Quality Grand Award
Vietnam
Malaysia
Vietnam Quality Award
Prime Minister’s Quality Award
Singapore Quality Award (SQA)
Business Excellence Framework
Source: SPRING Singapore
Components of the BE Framework
1. Core Values and Concepts
◦ These underpin business excellence criteria requirements
2. Criteria Requirements
◦ Business excellence criteria requirements are key to effective
business excellence assessments
3. Scoring System
◦ The scoring of responses to criteria items
are based on evaluation dimensions and factors
Core Values and Concepts
Core Values and Concepts
1. Visionary Leadership 6. Focus on the Future
2. Customer-Driven 7. Managing for Innovation
Excellence
8. Management by Fact
3. Organisational and
Personal Learning 9. Societal Responsibility
4. Valuing Workforce 10. Focus on Results and
Members and Partners Creating Value
5. Agility 11. Systems Perspective
Linkage between Core Values,
Criteria Categories and Results
Cor
e
Val
ues
Core Values and Concepts
1. Visionary Leadership
Senior leaders set directions and create customer-
focus, clear & visible values and high expectations.
Develop strategies, systems and methods for achieving
performance excellence
Stimulating innovation & building knowledge capabilities
Inspire, motivate and encourage entire workforce to contribute
Reinforce ethics, values and expectations while
building leadership, commitment and initiative
Core Values and Concepts
2. Customer-Driven Excellence
The organisation’s customers are the final judges
of performance and quality.
Take into account all product & service features and attributes
that contribute value to customers.
Understand current and future customer & market needs and
requirements.
Build customer relationship and measuring customer
satisfaction
Core Values and Concepts
3. Organisational and
Personal Learning
Organisational and personal learning leads to
highest levels of organisational performance.
Continuous improvement of existing approaches & processes
Learning is embedded in the way the organisation operates
e.g. it is a regular part of daily work at all levels
Enhance value to customers through new and improved
products/services and effective use of all resources
Core Values and Concepts
4. Valuing Workforce Members
and Partners
An organisation’s success depends on an engaged
workforce that benefits from meaningful work, clear
organisational direction and performance accountability.
Commit to workforce engagement, satisfaction, development and
well-being
Reinforce participation through Reward & Recognition Systems
Build internal and external partnerships for mutual benefits
Core Values and Concepts
5. Agility
Today’s globally competitive environment demands
agility which is a capacity for rapid change and
flexibility.
Increasing speed and flexibility in responding to customers’
requirements
Simplify work units and processes and the ability to change rapidly
from one process to another
Meet competitive challenges through the
design-to-introduction cycle time or innovation cycle time
Core Values and Concepts
6. Focus on the Future
Creating a sustainable organisation requires strong
future orientation and a willingness to make long-
term commitments to key stakeholders.
Anticipate customer expectations, new business and partnering
opportunities, technological developments and evolving
regulatory requirements
Develop organisation’s leaders, workforce and suppliers
Establish effective succession planning and creating
opportunities for innovation
Core Values and Concepts
7. Managing for Innovation
Innovation is about making changes to improve an
organisation’s products, services, programmes,
processes and operations to create new, significant
values for the organisation’s stakeholders.
Leading the organisation to new dimensions of performance
Nurture innovation as part of organisation’s culture
Integrated innovation into daily work and supported by a
performance improvement system
Core Values and Concepts
8. Management by Fact
The achievement of superior performance requires
the use of data, information and knowledge to
enhance judgment & enable better decision-making.
Use data and information for performance management
Performance measurement should include customer, product,
service, and process performance, comparisons of operational,
market, and competitive performance, etc.
Segment data by markets, product lines and
workforce groups to facilitate analysis.
Core Values and Concepts
9. Societal Responsibility
Organisations should be responsible to the society,
for community and the environment and practise
good corporate citizenship.
Be role models to focus on business ethics, protection of public
health, safety and environment, community services
Share of best practices with the business community
(e.g. potential adverse impact on public health, safety & environment as a result of
the organisation’s operations & life-cycle of its products & services)
Emphasise resource conservation and waste reduction at source
Core Values and Concepts
10. Focus on Results
and Creating Value
Organisation’s performance system needs to focus
on key results that create and balance value for key
stakeholders.
Use a balanced composite of performance indicators to
effectively communicate requirements, monitor actual
performance and marshal support for improving results
Create value for key stakeholders
Build loyalty and contributes to the economy/society
Core Values and Concepts
11. Systems Perspective
An organisation needs to manage its whole
enterprise as well as its related components to
achieve performance improvement.
Optimise inter-relationships of organisation’s functions
Focus on the value-added factors of all processes within a
larger context
Promote development of a ‘preventive’ culture by emphasising
continuous improvement and corrective actions at early stages
of all activities.
Benefits of
Business Excellence
Value of the BE Framework
Used as basis • Deliver strategy
for continuous • Understand what is important to
focus on as a leader
improvements • Develop a culture of excellence
Leaders
Provides shared • Understand link between
understanding of Management
strategy and operations
• Engage employees in change
business • Lead improvements
excellence
dimensions • Build common
direction and goals
• Understand impact
Employees of their actions
• Contribute to
improvements
Benefits of BE (1)
1. An overarching framework for aligning and managing
various organisational improvement initiatives
2. Helps to address various organisational challenges
◦ Business challenges
◦ Workforce challenges
◦ Operational challenges
3. Organisations with a BE approach obtain significant
operational and financial benefits
Benefits of BE (2)
4. BE Assessments serve as an organisational health check
5. Provide a common framework for learning and sharing
‘best practices’ both within and between organisations
6. Help SMEs to develop a systematic and robust system
that supports rapid growth and expansion whilst ensuring
alignment of strategy
Benefits of BE (3)
7. Facilitates understanding on how well different
functions, processes and systems are working
together to produce the desired business results
8. Helps managers and employees understand their
business better and so support better decision making
9. Enables and unite everyone together to tackle the
issues and move the organization forward
Benefits of BE (4)
10. External BE assessments provide an outsider’s view
on the health of the organization
11. Achieving BE certification provides public recognition
12. BE assessments enable organizations to compare
their performance against others both domestically
and globally
Summary:
Business Excellence Framework
A disciplined approach to addressing
key customer requirements & key operational requirements…
built around cycles of learning.
PDCA
Thank You
