“iq - improving your business intelligence through quality...
TRANSCRIPT
“IQ
-Im
prov
ing
your
Bus
ines
s In
telli
genc
e th
roug
h Q
ualit
y”
The
New
Zea
land
Bus
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s E
xcel
lenc
e F
ound
atio
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New
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inin
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ompa
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so M
iner
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uckl
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arte
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ivil
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mer
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reig
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ays
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stat
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ER
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nce
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enS
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t of I
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ffairs
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BE
F M
emb
ersh
ip e
nco
mp
asse
s a
wid
e va
riet
y o
f o
rgan
isat
ion
s
NB
: T
he
Bu
sin
ess
Imp
rove
men
t mo
del
s ar
e n
ot
mu
tual
ly e
xclu
sive
!
�In
tern
atio
nal O
rgan
isat
ion
for
Sta
ndar
disa
tion
–IS
O
�T
otal
Qua
lity
Man
agem
ent –
TQ
M
�S
ix S
igm
a
�Le
an
�T
heor
y of
Con
stra
ints
-T
OC
�B
usin
ess
Pro
cess
Re-
engi
neer
ing
-B
PR
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alan
ced
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reca
rd -
BS
C
�B
aldr
ige
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riter
ia fo
r P
erfo
rman
ce E
xcel
lenc
e -
CP
E
Sou
rce
–N
Z M
inis
try
of E
cono
mic
Dev
elop
men
t
Bu
sin
ess
Imp
rove
men
t fr
amew
ork
s –
in u
se N
atio
nal
ly &
Inte
rnat
ion
ally
Bu
sin
ess
is c
om
ple
x!
Lea
der
ship
Bu
sin
ess
Pla
nn
ing
Cu
sto
mer
&
Mar
ket
Fo
cus
Info
rmat
ion
&
An
alys
is
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rkfo
rce
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cus
Op
erat
ion
s
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agem
ent
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ult
s
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issi
on v
isio
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& v
alue
s
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ader
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com
mun
icat
ion
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ent
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ccou
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for
resu
lts
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rgan
isat
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ronm
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or
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agili
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tc
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gal &
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ical
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r
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e
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ocie
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uppo
rt o
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mun
ities
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isat
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ysis
and
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ew, S
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ST
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c
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lan
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ent
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oym
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eter
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rmin
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hip
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ct &
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gn
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evel
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ent
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mer
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rete
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n
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ata
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ctio
n
and
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nmen
t
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ata
colle
ctio
n
& c
olla
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alan
ced
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reca
rd
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form
ance
repo
rtin
g
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now
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e
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ter
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ectio
ns
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isat
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ew
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enga
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ng &
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r
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ain
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agem
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orkf
low
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usin
ess
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ovem
ent
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ervi
ce le
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ervi
ce
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dard
s
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usin
ess
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ort
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mer
genc
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eter
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atio
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ess
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ents
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pro
cess
mea
sure
s
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ier.
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tner
man
agem
ent
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alan
ced
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reca
rd
deve
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ent
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ts
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rtin
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ts
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ench
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ompa
rativ
e
data
Wh
at a
re “
Bes
t P
ract
ice”
org
anis
atio
ns
do
ing
?
Con
duct
ing
regu
lar
asse
ssm
ents
to id
entif
y
impr
ovem
ent o
ppor
tuni
ties
Alig
ning
wor
kfor
ce a
nd
busi
ness
pro
cess
es to
mee
t
cust
omer
req
uire
men
ts
Foc
usin
g on
impr
ovin
g
perf
orm
ance
& c
apab
ility
acr
oss
the
who
le o
rgan
isat
ion
Usi
ng B
ench
mar
king
to
prev
ent “
rein
vent
ing
the
whe
el”
Ado
ptin
g a
“con
tinuo
us
incr
emen
tal i
mpr
ovem
ent”
appr
oach
Sou
rce
–N
Z M
inis
try
of E
cono
mic
Dev
elop
men
t
Bu
sin
ess
Imp
rove
men
t fr
amew
ork
s –
in u
se N
atio
nal
ly &
Inte
rnat
ion
ally
Th
e In
tern
atio
nal
“B
est
Pra
ctic
e” F
ram
ewo
rk is
a k
ey r
efer
ence
fr
amew
ork
beca
use
it is
hol
istic
, no
n-p
resc
rip
tive
and
addr
esse
s th
e re
latio
nshi
ps b
etw
een
key
busi
ness
func
tions
Key
rela
tions
hips
bet
wee
n bu
sine
ss fu
nctio
ns
Wh
at a
re y
ou
r ke
y
bu
sin
ess
ob
ject
ives
?
Ho
w w
ill y
ou
ach
ieve
them
?
Ho
w w
ill y
ou
tra
ck y
ou
r p
rog
ress
?
Ho
w a
re y
ou
actu
ally
do
ing
?
Alig
nm
ent
bet
wee
n B
usi
nes
s p
roce
sses
( C
ats
1-6
) an
d O
utc
om
es (
Cat
7 )
Ma
na
ge
me
nt
by
Fa
ct.
Trai
nin
g is
con
sid
ered
effe
ctiv
e
Per
form
ance
is m
on
ito
red
effe
ctiv
ely
Hig
hly
visi
ble
lead
ersh
ip
team
Sta
ff f
eel
eng
aged
Th
ere
is a
focu
s o
n r
isk
man
agem
ent
We
un
der
stan
d
cust
om
er
nee
ds
HIG
H
ME
DIU
M
LO
W
WH
ER
E IS
TH
E G
RE
AT
ES
T N
EE
D F
OR
IMP
RO
VE
ME
NT
?
GA
P
WH
ER
E A
RE
WE
NO
W?
WH
ER
E D
O W
E W
AN
T
TO
BE
IN T
HE
FU
TU
RE
?
Iden
tify
ing
an
d P
rio
riti
sin
g th
e O
pp
ort
un
itie
s
Reg
ula
rly
trac
kin
g p
rog
ress
via
mu
ltip
le a
sses
smen
ts
Rat
e o
f Im
pro
vem
ent
0
100
200
300
400
500
600
700
800
YR
1Y
R2
YR
3Y
R4
YR
5Y
R6
YR
7Y
R8
YR
9Y
R1
Ye
ar o
f the
BE
Jou
rne
y
CPE Score (range of assessment)
Th
e B
ald
rig
e F
ram
ewo
rk is
ver
y de
taile
d –
how
ever
, the
re a
re a
brid
ged
vers
ions
val
idat
ed b
y th
e M
ED
ava
ilabl
e fo
r th
ose
star
ting
the
jour
ney
2. H
OW
IT W
OR
KS
1. L
EA
DER
SH
IP
1
20
poin
ts
The leaders are the people in your business that are responsible for guiding and managing
the business.
This section asks you to describe how the leaders set business direction, performance
expectations, behaviours and how they monitor the performance of the business.
It also asks you to describe how the business ensures compliance with legal and regulatory
requirements, public responsibility and how ethical behaviour is encouraged.
Aspects to consider:
1.1
Settin
g D
irectio
n a
nd
Beh
avio
urs
a. How do you create a vision for the business, identify business opportunities
and set overall business direction?
b. How do you communicate and reinforce the vision/future direction and
business objectives with everyone?
c. What are the key behaviours / values for the business that everyone is
expected to exhibit?
1.2
E
stab
lish
ing
Perform
an
ce E
xp
ectatio
ns
a. How do you communicate and reinforce performance expectations with all
employees?
b. How do you encourage innovation?
c. How do you encourage responsiveness to customer requirements in the
business?
d. How do you encourage continuous improvement and learning?
1.3
M
on
ito
rin
g P
erfo
rm
an
ce
a. How do you m
onitor overall business performance?
b. How do you take action to improve performance?
1.4
P
ub
lic,
Eth
ical,
Reg
ula
to
ry a
nd
Leg
al R
esp
on
sib
ilit
ies
a. How do you ensure the business m
eets its key legal and regulatory
requirements?
b. How do you ensure that all employees follow ethical business practices?
c.
How do you demonstrate a commitment to sustainable development (social,
economic and environmental responsibility)?
Alig
nm
ent
of
awar
ds
in N
ew Z
eala
nd
0Improvement 1000
Tim
e
RE
GIO
NA
L LE
VE
L A
WA
RD
Seg
Wes
tpac
Man
ukau
BE
Aw
ards
NZ
Inte
rnat
iona
l Bus
ines
s A
war
dsN
Z E
xcel
lenc
e in
Bus
ines
s S
uppo
rt A
war
dsN
Z F
ranc
hise
Aw
ards
NZ
Hea
lth In
nova
tion
Aw
ards
NZ
Insu
ranc
e A
war
ds
NZ
BU
SIN
ES
S E
XC
ELL
EN
CE
AW
AR
DG
OLD
SIL
VE
R
BR
ON
ZE
WO
RL
D C
LA
SS
2. H
OW
IT W
OR
KS
NZ
BU
SIN
ES
S A
CH
IEV
EM
EN
T A
WA
RD
S
New
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land
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inin
g C
ompa
nyLe
ader
ship
New
Zea
land
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so M
iner
als
New
Zea
land
Inst
itute
of M
anag
emen
tN
ew Z
eala
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rgan
isat
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for
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lity
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klan
d D
HB
BO
P D
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cy H
ospi
ceTo
uris
m In
dust
ry A
ssoc
iatio
nS
pect
rum
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eF
ulto
n H
ogan
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tche
r Con
stru
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ity C
ounc
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nviro
nmen
t Can
terb
ury
Chr
istc
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h C
ity C
ounc
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ueen
stow
n La
kes
Dis
tric
t Cou
ncil
Bar
terc
ard
NZ
Min
istr
y of
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ial D
evel
opm
ent
Min
istr
y of
Civ
il D
efen
ce &
Em
erge
ncy
Mgm
tD
epar
tmen
t of C
orre
ctio
nsW
aipa
Dis
tric
t Cou
ncil
Fis
her &
Pay
kel
NZ
Fre
ight
way
s Lt
d
AC
CIn
land
Rev
enue
Fuj
i Xer
oxN
Z P
olic
eN
Z F
ire S
ervi
ceN
Z P
ost
NZ
Tra
de &
Ent
erpr
ise
Roy
al N
ew Z
eala
nd N
avy
New
Zea
land
Alu
min
um S
mel
ter
Air
New
Zea
land
Hou
sing
NZ
Cor
pora
tion
Dep
artm
ent o
f Lab
our
Dep
artm
ent o
f Int
erna
l Affa
irsD
ulux
Mer
idia
n E
nerg
yA
RC
St C
lair
Win
e E
stat
eV
ER
O In
sura
nce
NZ
Live
stoc
k Im
prov
emen
t Cor
pW
inte
cC
ambr
idge
Res
thav
enM
anuk
au C
ity C
ounc
ilS
PA
RC
Mem
ber
ship
en
com
pas
ses
a w
ide
vari
ety
of
org
anis
atio
ns
Wh
y d
o it
? N
ZB
EF
mem
ber
su
rvey
dat
aK
ey d
river
s in
fluen
cing
the
dec
isio
n to
ado
pt th
e C
PE
020
4060
8010
0
Gui
de c
ontin
uous
impr
ovem
ent
Inte
rnat
iona
lly p
rove
n to
wor
k
Des
ire
to b
e ‘w
orld
cla
ss’
Ext
erna
l mea
sure
of p
erfo
rman
ce
Nee
ded
a bu
sine
ss fr
amew
ork
to c
o-or
dina
te a
ra
nge
of in
itiat
ives
Acc
ess
to e
stab
lishe
d B
usin
ess
Exc
elle
nce
netw
orks
Ben
chm
ark
with
in &
acr
oss
indu
stri
es
Ext
erna
l rec
ogni
tion
& c
redi
bilit
y
% r
espo
nden
ts (g
reat
dea
l or
mod
erat
e am
ount
)
2. H
OW
IT W
OR
KS
Per
ceiv
ed in
flu
ence
ove
r ti
me
–N
ZB
EF
mem
ber
su
rvey
res
ult
s
040
6080
100
Cla
rity
of d
irect
ion
Impr
oved
Bus
ines
s re
sults
Gre
ater
Exp
ertis
e
Vol
unta
ry in
volv
emen
t
Org
anis
atio
n w
ide
capa
city
Eng
agem
ent
Sta
keho
lder
& c
usto
mer
rel
atio
nshi
ps
% r
espo
nden
ts (
grea
t de
al o
r m
oder
ate
amou
nt)
2. H
OW
IT W
OR
KS
Wh
at a
re t
he
ben
efit
s
�Im
prov
ed F
inan
cial
Res
ults
�In
crea
sed
Mar
ket S
hare
�Im
prov
ed C
usto
mer
Sat
isfa
ctio
n
�In
crea
sed
Em
ploy
ee S
atis
fact
ion
�O
rgan
isat
iona
l aw
aren
ess
and
alig
nmen
t
�C
onsi
sten
cy o
f app
roac
h
3. R
EA
PIN
G T
HE
RE
WA
RD
S
Roy
al N
ew Z
eala
nd N
avy
2006
NZ
BE
F A
pplic
atio
n Ite
m 6
.1 V
alue
Cre
atio
n P
roce
sses
RE
AP
ING
TH
E R
EW
AR
DS
Bac
kgro
und
of in
dust
rial c
onfli
ct d
urin
g th
e 19
90’s
-in
tern
ally
focu
sed
on p
ropo
sed
chan
ges
to w
ork
arra
ngem
ents
-w
orkf
orce
dis
conn
ecte
d fr
om m
anag
emen
t, di
sillu
sion
ed a
nd d
emor
alis
ed
-or
gani
satio
nal r
eput
atio
n da
mag
e
-la
ck o
f inv
estm
ent i
n or
gani
satio
nal i
mpr
ovem
ent
Bus
ines
s E
xcel
lenc
e –
a ke
y pl
atfo
rm fo
r ch
ange
-to
tal o
rgan
isat
iona
l mod
el
-en
able
s sy
stem
atic
iden
tific
atio
n of
opp
ortu
nitie
s fo
r im
prov
emen
t
-be
nchm
arki
ng a
nd e
valu
atin
g pr
ogre
ss
RE
AP
ING
TH
E R
EW
AR
DS
Fit
tin
g i
t a
ll t
og
eth
er
Th
e U
S B
ald
rig
e c
rite
ria
pro
mo
tes
org
an
isa
tio
n w
ide
in
teg
rati
on
an
d
ali
gn
me
nt
an
d i
s u
sed
as
a b
est
pra
ctic
e b
en
chm
ark
to
ma
na
ge
th
e
org
an
isa
tio
n a
nd
to
id
en
tify
pe
rfo
rma
nce
im
pro
vem
en
t o
pp
ort
un
itie
s.
Six
Sig
ma
, Le
an
, B
usi
ne
ss P
roce
ss R
e-e
ng
ine
eri
ng
an
d T
he
ory
of
Co
nst
rain
ts a
re p
roce
sse
s to
ma
na
ge
im
po
rta
nt
bu
sin
ess
im
pro
vem
en
t a
ctiv
itie
s /
pro
ject
s.
Th
e B
ala
nce
d S
core
card
pro
vid
es
a t
em
pla
te t
o g
au
ge
pro
gre
ss a
ga
inst
b
usi
ne
ss o
bje
ctiv
es,
pla
ns
an
d t
arg
ets
.
ISO
fo
cuse
s o
n p
rovi
din
g s
tan
da
rds
for
pro
du
cts
an
d /
or
serv
ice
s a
nd
m
on
ito
rin
g c
om
pli
an
ce w
ith
th
ose
sta
nd
ard
s.
IN S
UM
MA
RY
�T
he fu
ndam
enta
ls o
f run
ning
a s
ucce
ssfu
l org
anis
atio
n in
the
publ
ic, p
rivat
e or
vol
unta
ry s
ecto
r ar
e es
sent
ially
th
e sa
me.
�T
here
is n
o be
tter
alte
rnat
ive
than
a s
truc
ture
d,
cons
iste
nt, o
rgan
isat
ion-
wid
e ap
proa
ch to
bus
ines
s im
prov
emen
t.
�B
usin
ess
impr
ovem
ent i
s no
t an
“add
on”
, rat
her,
it’s
an
esse
ntia
l par
t of r
unni
ng a
suc
cess
ful o
rgan
isat
ion.