Validating a Best Practice

A Tool for Improvement and Benchmarking
 
 
Productivity Press
  • 1. Auflage
  • |
  • erschienen am 26. Juli 2020
  • |
  • 278 Seiten
 
E-Book | PDF ohne DRM | Systemvoraussetzungen
978-1-000-09096-3 (ISBN)
 

Sharing Best Practices across industries and functions is an accepted approach to continuous improvement. The Benchmarking trend of the 1990s has evolved with the help of competitive analysis, performance excellence awards, and other corporate recognition programs into an ongoing documentation of what works. Bob Camp introduced benchmarking against a Best Practice based on his work at Xerox in the 1980s. Case studies abound documenting Best Practice functions and processes. Some case studies use the words "Best Practice" without evidence that the process, results, or methods are, indeed, superior. What is missing is a comprehensive model for assessing and writing a Best Practice that provides sufficient information to use as an effective benchmark. This book provides that comprehensive model.

Today's consumers expect products and services to be of high quality, reliable, and user-friendly. This is the result of years of continuous improvement and innovation by producers. Although many organizations strive for excellent results, there is still room for improvement. Unfortunately, leaders don't always have methods and tools to measure or assess that degree of excellence. If leaders could use a tool to discover how good their approaches and methods are, and how excellent their achieved results are, they could plan further improvements. The goal is to achieve excellent results. The tool described in this book guides leaders to achieve that excellence.

1. Auflage
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Taylor & Francis Ltd
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978-1-000-09096-3 (9781000090963)
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Yves Van Nuland, PhD

After his studies of PhD Chemistry at the University of Leuven (Belgium) (1977), Yves worked at the Belgian FDA (1978). Next, he was laboratory and quality manager at PRB (chemical industry) (1979-1988) and quality manager at UCB Chemicals in Brussels (1989-1994). As a self-employed consultant-trainer, he gives support to his customers on subjects like excellence models (EFQM and MBA), Business Process Management, KPI's and company culture. He is coauthor and editor of the book Excellent: A Guide for the Implementation of the EFQM Excellence Model.

Grace L. Duffy, President Management and Performance Systems

Grace provides services in organizational and process improvement, leadership, quality, customer service and teamwork. She designs and implements effective systems for business and management success. She is author of The Quality Improvement Handbook, The Executive Guide to Improvement and Change, Executive Focus: Your Life and Career, The Public Health Quality Improvement Handbook, QFD and Lean Six Sigma for Public Health, Modular kaizen: Dealing with Disruption, Tools and Applications for Starting and Sustaining Healthy Teams, The Encyclopedia of Quality Tools, The Quality Improvement Pocket Guide, and Modular Kaizen: Continuous and Breakthrough Improvement.

Ms. Duffy has over 40 years experience in successful business and process management in corporate, government, education, healthcare, not for profit, and small business. She is a recognized specialist in leadership and executive performance. Grace uses her experience as President, CEO and senior manager to assist organizations and individuals in performance excellence. She is a frequently requested keynote and conference speaker on organizational and professional performance. She is an active coach and mentor to senior leaders in large corporations as well as entrepreneurs, focusing on strategic alignment of individual skills to organizational outcomes.

Grace holds a Masters in Business Administration fromGeorgiaStateUniversityand a Bachelor's in Archaeology and Anthropology fromBrighamYoungUniversity. She is an American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence, Certified Quality Improvement Associate, and Certified Quality Auditor. Grace is a Certified Lean Six Sigma Master Black Belt, and Manager of Process Improvement. Grace is a member of ASTD, ISPI and ASQ. She is an ASQ Fellow and Past Vice President within the ASQ Office of the President and 2014 recipient of the ASQ Distinguished Service Medal.

Contents

Foreword......................................................................................................xv

Acknowledgments......................................................................................xvii

Section I DESCRIPTION OF THE BEST-TOO L

1 Introduction..................................................................................3

1.1 Why a Book on the Subject of "Best Practice"?.................................4

1.2 What Are the Advantages of the Application of the BESTMethod

and BEST-Tool for the Reader?..............................................5

1.3 But There Is More .............................................................................6

1.4 Additional Applications of the BEST-Tool..........................................6

1.5 The Book Focuses on Two Potential Audiences for Three

Major Purposes....................................................................................6

1.6 Benchmarking, Best Practices, and Excellent Results........................7

1.7 Objectives, Benchmarking, and Definitions.......................................8

1.8 BEST-Method and BEST-Tool............................................................10

1.9 Structure of the Book........................................................................11

2 The BEST-Method.......................................................................13

2.1 Definition of Best Practice................................................................13

2.2 Key Concepts in the Definition of a Best Practice...........................14

2.3 Characteristics of a Best Practice...................................................... 15

2.4 Best Practice versus Best Technical Product.................................... 15

2.5 BEST-Method and BEST-Tool............................................................16

2.6 Documenting a Best Practice............................................................17

2.7 Measurement of Excellence..............................................................18

2.8 Enabler...............................................................................................19

2.9 The PDCA-Method............................................................................20

2.10 Results................................................................................................20

2.11 Organizational Maturity....................................................................23

2.12 Benefits of the BEST-Tool.................................................................28

2.13 Use of Case Studies for Demonstrating the BEST-Tool....................29

2.14 Why We Use Older Case Studies......................................................30

2.15 Conclusion.........................................................................................31

3 The BEST-Tool: Checklist of Criteria for the Assessment of a

Best Practice...............................................................................33

3.1 Assessment of the Approaches Used in a Best Practice..................33

3.1.1 Enabler....................................................................................33

3.1.2 Plan..........................................................................................34

3.1.3 Do............................................................................................47

3.1.4 Check......................................................................................51

3.1.5 Act...........................................................................................56

3.2 Assessment of the Achieved Results.................................................59

3.2.1 Results.....................................................................................59

3.2.2 Test of Results Criteria on a Real-Life Example.....................66

3.2.3 Conclusion...............................................................................68

3.3 Assessment of the Management of the Best Practice Process.........68

3.3.1 Definition of a Process...........................................................68

3.4 Assessment of the Format of a Best Practice...................................73

3.5 Use of the BEST-Tool (Complete and Detailed Checklist)................73

3.6 Use of the BEST Quick Scan Tool....................................................78

3.7 Experiences, Tips, and Tricks...........................................................80

3.7.1 Incomplete Best Practices.......................................................80

3.7.2 Complete Best Practices.........................................................81

3.7.3 Scores......................................................................................81

3.7.4 Realistic Tool...........................................................................82

4 Writing a Best Practice...............................................................83

4.1 What Is a Best Practice?....................................................................83

4.2 A High-Level Sequence for Developing and Writing a Best

Practice..............................................................................................85

4.3 Documenting a Best Practice Case Study........................................86

4.3.1 Title.........................................................................................87

4.3.2 Subject.....................................................................................87

4.3.3 Author......................................................................................87

4.3.4 Context....................................................................................88

4.3.5 Description of the Method and Results.................................89

4.3.6 Measurement Method.............................................................90

4.3.7 Process Description..............................................................91

4.3.8 Maturity of the Process.........................................................91

4.3.9 Key Performance Indicators (KPI) and Results....................93

4.3.10 Distribution of the Results....................................................93

4.3.11 Cause and Effect...................................................................93

4.3.12 Assessment of Enabler and Results......................................94

4.3.13 Limiting Conditions...............................................................94

4.3.14 Date and Revision Number..................................................94

4.4 How Many Best Practices?................................................................94

Section II USE OF THE BEST-TOO L

5 Use of the Detailed BEST-Tool: Three Case Studies....................99

5.1 Case Study 1 Organizational Culture Change at Lion Nathan

(Australia).........................................................................................100

5.1.1 Who is Lion Nathan?...........................................................100

5.1.2 Organization of Lion Nathan.............................................. 101

5.1.3 History................................................................................. 101

5.1.4 Three Pillars of Cultural Transformation Strategy............. 101

5.1.5 Leadership Drives Cultural Transformation....................... 101

5.1.6 Human Synergistics Measurement Instruments.................102

5.1.7 Organizational Culture Inventory® (OCI®).........................102

5.1.8 Cultural Transformation is Done in Five Phases:...............104

5.1.9 Life Styles Inventory(TM) (LSI 1 and LSI 2).............................104

5.1.10 Assessment of Case Study: Lion Nathan............................105

5.1.11 Important Preliminary Remarks.........................................107

5.1.12 Building Block: Enabler......................................................108

5.1.12.1 Analysis of the Plan Step of the

BEST-Method....................................................109

5.1.12.2 Analysis of the Do Step of the

BEST-Method.................................................... 112

5.1.12.3 Analysis of the Check Step of the

BEST-Method.................................................... 112

5.1.12.4 Analysis of the Act Step of the

BEST-Method.................................................... 115

5.1.13 Building Block: Results....................................................... 115

5.1.13.1 Scope and Relevance........................................ 116

5.1.13.2 Segmentation....................................................120

5.1.13.3 Targets...............................................................120

5.1.13.4 Comparison with Benchmarks.........................121

5.1.14 Building Block: Management of Process...........................121

5.1.15 Building Block: Process Format.........................................122

5.1.16 Summary of the Assessment of the Lion Nathan

Case Study and Conclusion................................................122

5.2 Case Study 2: Corporate Social Responsibility at Loblaw..............123

5.2.1 Who is Loblaw?...................................................................124

5.2.2 Loblaw Companies CSR Vision..........................................124

5.2.3 Loblaw Purpose..................................................................125

5.2.4 Core Values of Loblaw........................................................125

5.2.5 The Way of Doing business...............................................125

5.2.6 Loblaw CSR Pillars..............................................................125

5.2.7 CSR Annual Reports...........................................................126

5.2.8 Long-Term Targets and Stakeholder Engagement..............127

5.2.8.1 Long-Term Targets............................................127

5.2.8.2 Stakeholder Engagement..................................127

5.2.9 What Customers Tell Loblaw..............................................127

5.2.10 Insights from Valued Stakeholders.....................................127

5.2.11 Moving Forward in Reduction of

the Carbon Footprint..........................................................128

5.2.12 Improving Energy Efficiency and Cutting Carbon

Emissions.............................................................................130

5.2.13 Converting Refrigerants and Reducing Leak Intensity....... 131

5.2.14 Building Energy Consumption........................................... 131

5.2.15 Converting Fleet to Electric................................................ 131

5.2.16 Reducing and Diverting Waste........................................... 131

5.2.17 Important Preliminary Remark...........................................132

5.2.18 Assessment of the Loblaw CSR Case Study.......................132

5.2.19 Building Block 1: Enabler (22 criteria and 44

characteristics).....................................................................133

5.2.19.1 Analyze the Plan Phase of the

BEST-Method....................................................133

5.2.19.2 Analyze the Do-Step of the

BEST-Method....................................................137

5.2.19.3 Analysis of the Check Step of the

BEST-Method....................................................137

5.2.19.4 Analysis of the Act Step of the

BEST-Method....................................................139

5.2.20 Results (7 criteria and 20 characteristics)...........................140

5.2.21 Management of Process (nine criteria)..............................140

5.2.22 Maturity of the Management of the Process......................140

5.2.23 Assessment of the Format of the Best Practice

of Loblaw............................................................................ 141

5.2.24 Summary of the Assessment of the CSR Loblaw Case

Study and Conclusion......................................................... 141

5.2.25 Good Practice..................................................................... 142

5.3 Case Study 3 Dream Hotel..............................................................144

5.3.1 Organization of the Company............................................ 145

5.3.2 Description of the Key Process Check-out........................ 150

5.3.3 Conclusion........................................................................... 159

6 Application of BEST Quick Scan Tool on Case Studies............ 161

6.1 Business Process Benchmarking: Finding and Implementing

Best Practices (Robert Camp).......................................................... 165

6.1.1 Case Study: Housekeeping System Cycle Time

Reduction at The Ritz-Carlton Hotel Company................. 165

6.1.1.1 Who Is The Ritz-Carlton Hotel Company?....... 165

6.1.1.2 Assessment of the Case Study

The Ritz-Carlton Hotel Company.....................166

6.1.1.3 Conclusion........................................................166

6.2 Case Studies from Healthy Workplaces: A Selection of Global

Good Practices................................................................................166

6.2.1 Case study: Lån & Spar Bank Denmark............................168

6.2.1.1 Who Is Lån & Spar Bank?................................168

6.2.1.2 Health in Business Strategy..............................169

6.2.1.3 Assessment of Case Study Lån &

Spar Bank.........................................................169

6.2.1.4 Conclusion........................................................169

6.2.2 Case Study: GlaxoSmithKline UK...................................... 171

6.2.2.1 Who Is GSK?..................................................... 171

6.2.2.2 Health in Business Strategy.............................. 171

6.2.2.3 Assessment of Case Study GSK........................ 171

6.2.2.4 Conclusion........................................................ 172

6.2.3 Case Study: Baxter International Inc. USA......................... 172

6.2.3.1 Who Is Baxter?.................................................. 172

6.2.3.2 Health in Business Strategy.............................. 172

6.2.3.3 Assessment of Case Study Baxter

International Inc. USA...................................... 172

6.2.3.4 Conclusion........................................................ 173

6.2.3.5 Conclusions from Healthy Workplaces:

A Selection of Global Good Practices.............. 173

6.3 Case Studies from APQC CONNECTING PEOPLE TO

CONTENT: Create, Surface, and Share Knowledge for a

Smarter Organization...................................................................... 173

6.3.1 Preface................................................................................. 173

6.3.2 Case study: Nalco................................................................ 175

6.3.2.1 Initial Comment................................................ 175

6.3.2.2 Who Is Nalco?................................................... 175

6.3.2.3 Assessment of Case Study Nalco..................... 176

6.3.2.4 Conclusion Case Study Nalco........................... 176

6.3.3 Case study: MWH Global Inc............................................. 178

6.3.3.1 Who Is MWH Global Inc.?............................... 178

6.3.3.2 Assessment of Case Study MWH Global Inc... 178

6.3.3.3 Conclusion Case MWH Global Inc.................. 179

6.3.3.4 Global Conclusion on the APQC Case

Studies (Nalco and MWH Global Inc.)............ 179

6.3.4 Case Study: Already Doing It and Not Knowing It...........180

6.3.4.1 Who Is Metro Public Health Department

(MPHD) Nashville, Tennessee?.........................180

6.3.4.2 Assessment of Case Study Metro Public

Health Department (MPHD) Nashville,

Tennessee..........................................................181

6.3.4.3 Conclusion of the Nashville, TN Case Studies...181

6.3.5 Case Study: Why Is Singapore's School System So

Successful and Is It a Model for the West?.........................183

6.3.5.1 Assessment of Case Study Singapore's

School System...................................................183

6.3.5.2 Conclusion........................................................185

6.3.5.3 Additional Comments.......................................185

6.4 Case Study: HR Certification Institute & Top Employers Institute....186

6.4.1 About HRCI.........................................................................186

6.4.2 About Top Employers Institute...........................................186

6.4.3 Assessment of the Case Study HR Certification

Institute & Top Employers Institute...................................188

6.4.3.1 Summary Assessment of Case Study 9............188

6.4.4 Conclusion of the Assessment of HRCI & TEI...................188

6.5 Case Study: ExxonMobil Safety, Health,

and the Workplace..........................................................................189

6.5.1 Who Is ExxonMobil?...........................................................189

6.5.2 Assessment of Case Study ExxonMobil Safety, Health,

and the Workplace..............................................................189

6.5.3 Conclusion........................................................................... 191

6.6 Observations Gained from the Assessment of Ten BEST Quick

Scan Studies..................................................................................... 191

7 Orange County Health Department Case Study.......................195

7.1 Original Case Study: Orange County Health Department, STD

Quality Improvement Case Study................................................... 195

7.2 The Situation.................................................................................... 197

7.3 Step 1: Describe the Problem.........................................................198

7.4 Step 2: Describe the Current Process.............................................199

7.5 Step 3: Identify Root Cause(s) of the Problem...............................201

7.6 Step 4: Develop a Solution and Action Plan..................................204

7.7 Step 5: Implement the Solution.......................................................205

7.8 Step 6: Review and Evaluate Results of the Change......................206

7.9 Step 7: Reflect and Act on Learnings..............................................207

7.10 Looking Back: Fall 2008..................................................................209

7.11 Apply the BEST-Method: Updating to 2019.................................... 211

7.11.1 Improvement: Trends..........................................................213

7.11.2 Area for Improvement: Stakeholders.................................. 216

7.11.3 Improvement Audit............................................................. 218

7.12 Looking Back: Experiences from 2008 till 2019............................. 219

7.12.1 2019 Assessment of Case Study Orange County Health

Department, STD Quality Improvement............................ 219

7.12.2 Full BEST-Tool Assessment of Orange County Health

Department STD Blood Draw Process Case Study...........220

7.12.3 Current Status of Best Practice: Summer 2019..................223

7.12.4 Conclusion...........................................................................224

7.13 Lessons Learned..............................................................................227

8 Conclusion................................................................................231

8.1 Lessons Learned..............................................................................232

8.2 Complete Best Practice....................................................................233

8.3 Facts and Figures.............................................................................234

8.4 Definitions.......................................................................................234

8.5 Is This Approach Bureaucracy?.......................................................235

8.6 "Poor" Best Practices.......................................................................235

8.7 Journey toward Excellence.............................................................235

8.8 Pitfalls..............................................................................................236

8.9 Super Quick Assessment.................................................................236

8.10 Choice of the CEO..........................................................................237

8.11 Static or Dynamic?...........................................................................238

Appendix.........................................................................................241

Index...............................................................................................253

"Much of the field of quality focuses on the unrelenting reduction of variation that is then documented and established as standard process or practice. Duffy and Van Nuland are visionaries in identifying
the critical need to reduce the variation that exists globally for companies trying to consistently establish Best Practices and for developing their "BEST" tool. This tool has the potential to become
the global standard for the way Best Practices are developed and compared, elevating the effective ness of this practice by an order of magnitude."




Bruce DeRuntz, PhD, FASQ, College of Engineering, Southern Illinois University, Director of SIU's Leadership Development Program



"This book is well written and much needed for organizations to assess and improve their processes. The BEST-method enables organizations to assess whether their processes contain the critical
elements that provide a good and ultimately BEST practice. This method helps users to identify key resources to enable process management and improvement, as well as connecting to the organization's strategies. No matter what industry or type of process is being evaluated, the BEST method can be effectively used. It provides an innovative approach to truly assess a BEST practice, encouraging
process, results, enablers, and formats."




Dr. Sandy Furterer, PhD, FASQ, CMQ/OE, LSSMBB, Associate Professor and Associate, Chair at the University of Dayton in the Department of Engineering Management, Systems
and Technology

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