WHAT MAKES AN ORGANISATION EXCELLENT? · PDF fileWHAT MAKES AN ORGANISATION EXCELLENT? Presented by Sunil Sahadevan Principal Consultant Singapore 2QS QualityQuest Solutions Lessons

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


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


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!


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


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


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


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.


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


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


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


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


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


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





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


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


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



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


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


THANK YOU

Documents

WHAT MAKES AN ORGANISATION EXCELLENT? · PDF fileWHAT MAKES AN ORGANISATION EXCELLENT? Presented by Sunil Sahadevan Principal Consultant Singapore 2QS QualityQuest Solutions Lessons