MZ Keynote Feb 2013 Workshopl)

7/29/2019 MZ Keynote Feb 2013 Workshopl)

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Building a Thriving and Sustainable Future

through a National Quality Strategy:Inspirations from Best Practices around the World

PROFESSOR MOHAMED ZAIRI

JURAN CHAIR IN TQMEXECUTIVE CHAIRMAN ECBPM



© Zairi, ECBPM, 2013

What is The Purpose of a NQS




Real Purpose of NQS?

Enabling theRealization of

Vision 2020?





BoostingCompetitiveness

of KSA

Organisations?





Improving

QualityStandards for

products andservices





Supporting theDrive for

Organizational

Excellence


http://slidepdf.com/reader/full/mz-keynote-feb-2013-workshopl 7/58© Zairi, ECBPM, 2013


Providingsupport for

HumanDevelopment for

the Applicationof QualityPrinciples




Supporting aKnowledge and

Innovation

Based Economy




Creating aConscious and

EnlightenedSociety on the

Virtues of Quality andExcellence




All of thementioned

reasons and

much more….



THE NATIONAL QUALITY STRATEGY KEY PILLARS FOR ITS SUCCESS



VISION

FOUNDATION



Infrastructure

Enablement



S T R A T E G I C P E R F O R M

A N C E

O U T C O M E S Productivity Quality Efficiency Service

KPI 1 KPI 2 KPI 3 KPI 4 KPI 5 ...KPI n

National Performance Standards

C O M P E T I T I V E

I M P A C T

WEF Global Competitiveness Report

IMD World Competitiveness Yearbook

WB Doing business

International Competitive Standards




NQS Deployment Process

Achieving a World

Class Standard

Culture of Optimisation

& Cultural Improvement

Culture of Excellence

(KAQA)

Culture of

Performance Impact

Empower Engage Enable EnrichEnhance


IMD World Competitiveness Yearbook

WB Doing business

Control

Catalyst

Compliance

Contriver

N Q S V a l u

e D e l i v e r y P r o c e s s





NQS Value Delivery Process




Compliance

Control

Catalyst

Contriver

Transformational

Thinking

Best Practice

Innovative Thinking

Suitable Solution

Thinking

Audit Mentality

B

e l o w t h e L i n e

A b o v e t h e L i n e




Compliance

Control

Catalyst

Contriver

Transformational Thinking

Best Practice

Innovative Thinking

Suitable Solution

Thinking

Audit Mentality

Inspire Initiate Innovate Impact Integrate

I m p a c t F a c t o r

Performance Focus

“New

Innovative

Thinking”

“Best

Practices”

“Change &

Reengineer” “Raise

Superiority

Standards”

“Transform

the Culture”

0 100

C 2

Centric Strategy

C 2

Centric Value

Competitiveness

Impact

Define Design Develop DeliverDetermin

e

I m p a c t F a

c t o r

Performance Focus

“What the

needs are?” “What are the

requirements”

“Appropriate

Solutions” “Quality

Service”

“Consistency

& Reliability of

Provisions”

0 100

Capability Development

Casualness Prevention

Confidence Building

Commitment Boosting

C 2

Advocacy

B

e l o w t h e L i n e

A b o

v e t h e L i n e




Compliance

0100

25 7550

0100

2575

50

0

100

25

75

50

0

100

25

75

50

KPI

Focus




Control

Standard

Focus




Catalyst

Strategic Imperative

Where do weneed to get

to?

What weneed to

improve?

How do

wechoosethe bestoption?

How dowe

improve?

Are wemaking

progress?

How dowemaintainthe gain?




Contriver

Ideation

Exploration

Innovation

Imagination Continuation




Compliance

Control

Catalyst

Contriver


Best Practice

Innovative Thinking

Suitable Solution

Thinking

Audit Mentality

Co-creation Benchmarking Learning

KnowledgeTransfer

Inventing Developing

B e l o w t h e L i n e

A b o v e t h e L i n e

Designing Steering Mentoring Supporting

Engaging Facilitating Enriching Validating

Monitoring Improving Optimising

Guiding Controlling

Formulating Developing Documenting

Instructing Controlling Evaluating

Change

Evolution

Process

Steering and

Nudging

Momentum

Decentralised

Local Ownership

Centralised

ownership




Five Key Strategic Perspectives

Customer

“Satisfied & DelightedCustomers”

People

“Motivated & Well preparedWorkforce”

Finances

“Satisfied key Stakeholders”

Internal Processes

“Effective & RobustProcesses”

Competitiveness

“World Class SustainablePerformance”




NQS Deployment Process




NQS MUST adopt a

Customer Centric

Approach




Empower

To transfer knowledge andknow how to the various

sectors of the economy ina supportive manner so

that they canindependently make

decisions that affect theirdestiny and manages theiroperations independently.




Engage

To provide all sectors of theeconomy with the

opportunity to have aninput and influence future

initiatives or changeprograms that will affectthem significantly. To also

tap into their huge reservoir

of knowledge andexperience in driving

transformational thinkingwithin the KSA.




Enable

• To provide meaningfulsolutions by designing,developing and transferringcapability building and bestpractice thinking at the heart

of the various sectors of theSaudi economy. To ensure thatpositive and qualityinterventions and solution-based actions coming throughthe National Quality Strategy

can be implemented andintegrated in the mainactivities of individual sectors.




Enhance

To ensure that the NQSacts as a Catalyst infuelling performance

at all levels amongst all

key sectors.




Enrich

To ensure that the NQSacts as a contriving

force capable of

injecting new thinkingand pioneering ideas formodernizing KSA

Government and helpingraise standards and

practices amongst thevarious key sectors of the Saudi economy.




THE NATIONAL QUALITY STRATEGY HOW TO ASSESS ITS IMPACT?




How do we continue our

quest for advancement and

pursuing of excellence?

How is Quality supporting

vision 2020?

Are we raising standards

and improving quality ?

How distinctive in our

approach have we become?

How do customers/

stakeholders feelabout services in

KSA?

How confident do

we feel about our

competitiveness?

PMO’sVision

KSAVision




Main Rankings of International

Competitiveness• WEF Global

Competitiveness Report

• IMD World

Competitiveness

Yearbook

• WB Doing business




Sources of Ranking Systems

• Global CompetitivenessReport, World EconomicForum

• OECD Science, Technology

and Industry Scoreboard2005 - Towards aknowledge-based economy,

• The World CompetitivenessYearbook, Institute forManagement Development,Lausanne

• World Bank Doing Business




IMD World Competitiveness

Yearbook • The IMD World Competitiveness Yearbook

(WCY) is the world’s most thorough and

comprehensive annual report on the

competitiveness of nations, published

without interruption since 1989.

• WCY analyzes and ranks the ability of

nations to create and maintain an

environment that sustains the

competitiveness of enterprises.

• An economy’s competitiveness cannot be

reduced only to GDP and productivity

because enterprises must also cope with

political, social and cultural dimensions.• Therefore nations need to provide an

environment that has the most efficient

structure, institutions and policies that

encourage the competitiveness of

enterprises.




WCY Principles




WCY Criteria





(GCR)• At the World Economic Forum national competitiveness is

understood as the set of factors, policies and institutionsthat determine the level of productivity of a country.

• Raising productivity—meaning making better use of available factors and resources—is the driving force behindthe rates of return on investment which, in turn, determinethe aggregate growth rates of an economy.

• Thus, a more competitive economy will be one which willlikely grow faster in a medium to long-term perspective.




GCR – Foundations of

Competitiveness




THREEWORLD BANK

DOING BUSINESS




About Doing Business

• DB provides objective measures of business regulations andtheir enforcement across 183 economies and selected citiesat the subnational and regional level.

• DB, launched in 2002, looks at domestic small and medium-

size companies and measures the regulations applying tothem through their life cycle.

• By comparing business regulation environments acrosseconomies and over time, DB: – encourages countries to compete towards more efficient

regulation; – offers measurable benchmarks for reform; and

– serves as a resource for academics, journalists, private sectorresearchers and others interested in the business climate of each country.




About DB

• The first DB report, published in 2003, covered 5indicator sets and 133 economies.

• The 2010 report covers 11 indicator sets and 183economies.

•

The initial goal remains: to provide an objectivebasis for understanding and improving theregulatory environment for business around theworld.


































Permutation Renewal & Constant Government Re-invention

PositioningReaching Desired Status

( Vision 2020)

Progression Sustainable Performance

PropellingInjection of


PioneeringBoost & Catalyst Mindset

for Driving Vision 2020

The Quality Fuelled Rocket Principle




“The secret to

success isconstancy topurpose.”

Benjamin Disraeli




The Best Way

to Predict theFuture is toCreate It

Abraham Lincoln




“Success is a journey, not adestination.

The doing isoften more

important thanthe outcome”

Arthur Ash



“The journey

of a thousandmiles beginswith one step.”

Lao Tzu

Documents

MZ Keynote Feb 2013 Workshopl)