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Welcome to the NZBEF e-news, designed to bring you the latest updates, information and blog posts from NZBEF and Business Excellence in New Zealand. We thank you for your continued support of the Foundation.

Latest News 
 

I'm a big fan of communities and the impact that they can have. Communities come in all shapes and sizes, but are usually groups of people that connect around shared beliefs. Together they contribute and create experiences that add to their shared vision.
 
Many businesses that are founded these days evangelise that they have a community that helps spread their mission. For some companies this might be true, yet most companies use elements of community building to engage and activate users as part of a much larger growth strategy. We call this community management.
 
This week we are introducing a new section on this newsletter called WHATS YOUR STORY. Within this section we present member stories and their experiences. The hope upon all hope is that these stories will encourage you to think about how you can use the criteria and to encourage member participation.

We would like to thank our first contributor
Trish MacPherson for her story and if you would also like to contribute, please do reply to this e-news letter. Trish is a Credentialed Member. A credentialed member is a member who is skilled in the use of the Baldrige Criteria for Performance Excellence, as well as supporting the Foundation in its work.

We hope you all enjoy this read and look forward to hearing from you all 

Kelvin
Membership and Marketing Manager
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Report from the Annual General Meeting - 3 June 2015
 

We recently held a successful AGM in Auckland with a number of members in attendance to hear of our progress over the past 12 months.   

Like many membership organisations we have spent considerable time and energy this year looking carefully at the issues facing us – namely our purpose, resources and what our members are looking for – and what we can realistically deliver.  To that end I believe we have finished the year in a stronger position than we started.  Yes some things have changed but the Foundation needs to focus on continuous improvement – just as you do in your own organisations. 

The principal focus of the last year has been a ‘recovery’ effort, with key short-term imperatives being to reduce costs, increase revenues and develop an infrastructure that more effectively supports future services and products.   This has been challenging given the limited capacity of the management team.  To assist the management team, Board members have, at times, lent their capacity and capability to the task.  Whilst not an ideal situation, this was a vital approach if the Foundation was to establish on platform on which a ‘grow’ effort could be based. 

This approach has shown early signs of success and in the coming months the Board will formulate a strategy of growth through enhanced member services, including expansion of training courses and the introduction of a new awards framework that allows category awards.  The intent is to provide an organisational pathway to performance excellence that organisations can navigate at their own pace.  

It is important at this point to acknowledge the support of our patrons, namely Fuji Xerox, Auckland University of Technology, Vero Insurance, Ford NZ and Bartercard.   Their support has been welcome and essential. 

Two of our Board members, Neil Whittaker and Sarah Beaman, left the board at this AGM and I want to thank them for their support and skills over the last year.   They have both contributed for a number of years and their commitment to the Foundation is appreciated. 

I am happy to announce new Board appointments – Dawn Engelbrecht from SKIDS who brings a franchise sector focus, Peter Reynolds from the Early Childhood Council and Beryl Oldham, a long standing member specialising in organisational development and learning.  Whilst we are sad to see Board members leave, it is invigorating to see the commitment of others joining the Board and bringing new perspectives.

So the Foundation remains in good heart.  Yes we face challenges – but then so do the majority of membership organisations who need to constantly challenge their relevancy to members.  However we have a strong and committed business excellence community and with your support we will continue to grow from here.
 
Brett Marsh
Chair 
 
 
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Baldrige My Personal Life Coach


By Trish Machperson 

Already you have gone “WHAT........LIFE COACH???”Read on and find out how Baldrige has helped and continues to assist me in my personal life.

I became a Baldrige practitioner in 1996, working with the criteria in a government organisation, hitting my head against many brick walls and developing an incredible passion at the same time (or could that just have been a head injury developing??).

What became apparent while applying the criteria at work was that I could also apply the principles of Baldrige to my personal life as well.

I was going to have to take a greater Leadership role of my own situation. What was my Vision, Mission and importantly Values in life and how did I know if I was being true to myself if I didn’t have any values defined? 

Okay – so I made some decisions about myself, and now I was going to do something about it. It was time for a strategy and plan for the future.  More study, climb the business ladder? NO! It was around about this time in life that I needed a strategy true to my personal values.  That gave way to consider my main product (my knowledge) and as well as full time work, mother and wife. I was youthful and energised and now knew my boundaries, so much so that I took up five different sporting committees, coaching, officiating, participating and administrating my chosen sport. 

Over the years I have reduced the number of committees and by reviewing key points I have realised that slowing down somewhat can improve my focus. But has it stopped there, heck NO! Along came the grandchildren and a review of the strategy was required yet again.

Having some specific processes to follow (unwritten but well communicated), I have managed to fit a lot into life.  With the horses I plan out the competitions and travel requirements for at least 6 months in advance.  All documented on a calendar to be seen by the stakeholders and partner.  I keep a check on satisfaction, am I happy,  is my family happy, and am I was I achieving the same ‘feel’ as when I started the journey    I don’t graph results, but I do have targets, time frames and quality checks. I do compare myself and what I do with others that I consider to be role models.  I do seek feedback from those that have a stake in ensuring I am loving my life and I am considering them in this wonderful life.

I spent years studying business management and sports psychology, and now feel that all I ever needed were the principles of Baldrige!



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Christchurch is a go! Business Excellence Foundation Course 


This is an opportunity to get involved 

July 7 - Day 1 The first day covers an introduction to Business Excellence, the Core Concepts and Values, and the framework on which it is based. During the day we explore the definitions which are used and will cover some aspects of leadership, customer and workforce engagement, and strategy
 
July 8 - Day 2 Further work will be done to build on the topics covered in Day 1. We cover the development and implementation of strategy. How measurement and analysis is used to both develop strategy and monitor progress. We will look at how we get and use customer feedback, key elements of organisational performance improvement, and the organisations work processes.
 
July 29 - Day 3 We continue to cover the topics which include governance and societal responsibility, knowledge management, information and information technology, operational effectiveness and the workforce.
 
July 30 - Day 4 The final day brings together all of the above by looking at how we measure the success of all aspects of an organisation, and be able to say “how well have we done”. We will look at a complete application and learn the basics of how to review an organisations performance.
 
The approach to the course is to look at the materials available to us and then explore the concepts by completing exercises in work groups. The focus is on learning the theory and applying it to real life examples drawn from the participants own knowledge and experience.

Members:                $2,750.00 + GST
Non members:        $4,000.00 + GST 

Register now online or contact us for more information at info@nzbef.org.nz

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BALDRIGE, SIX SIGMA, & ISO: Understanding Your Options
 

Your Needs Drive the Choice!

It shouldn’t be “either/or.” It can be “one, two, and/or three.” To ensure the overall future development and success of an organization, you need a systems approach and Baldrige provides that. Where you begin often depends on what your organisation needs now.

Although all three are quality measurement systems, the Baldrige Criteria for Performance Excellence, ISO 9001:2000 Registration, and Six Sigma each offer a different emphasis in helping organisations improve performance and increase customer satisfaction.

Six Sigma
• concentrates on measuring product quality and improving process engineering.
• drives process improvement and cost savings.

ISO 9001:2000 Registration
• is a product/service conformity model for guaranteeing equity in the marketplace.
• concentrates on fixing quality system defects and product/service nonconformities.

Baldrige Criteria for Performance Excellence

• focus on performance excellence for the entire organisation in an overall management framework.
• identify and track all-important organisational results: customer, product/service, financial, human resource, and organizational effectiveness.

Baldrige, Six Sigma, and ISO are different, but can be compatible. Each may have a place in the management system of a successful organisation.



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For Manufacturers, Baldrige Could be the “Cure” for Focusing on the Future
Tuesday 16 June 2015
 
Posted by Dawn Marie Bailey The Recession and U.S. Manufacturing When the recession hit in the early 2000s, Michael Garvey left his fast-paced life trading equities on the floor of the New York Stock Exchange to help save the “family … Continue reading →



Change Management, Social Media, and CEO’s
Thursday 11 June 2015
 
Posted by Harry Hertz, the Baldrige Cheermudgeon Given the challenge, I can relate any three topics to each other! However, in the case of change management, social media, and CEO’s, there is a strong relationship that is reinforced by concepts … Continue reading →



A Baldrige Fellow Engages Employees via a “Galactic Communication Strategy”
Tuesday 9 June 2015

 
Posted by Christine Schaefer The following interview highlights how 2014 Baldrige Executive Fellow Steven J. Kravet, M.D., M.B.A., F.A.C.P., has drawn on cross-sector learning from leaders of Baldrige Award-winning organizations to advance his health care organization’s performance. As head of … Continue reading →

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