Share Best Practice Conference and Exhibition 2013€¦ · 29 September 2013 Dr Johan Veltmeyer 16 ... not Bravado (the right Goals). • Use integrated work teams. 29 September 2013

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Share Best Practice Conference and Exhibition 2013

29 September 2013 Dr Johan Veltmeyer 2

SPEAKER

Dr Johan Veltmeyer MBA PhD FASQ

Centre for Infrastructure Engineering and Management

Gold Coast Campus Griffith University, Queensland Australia


New or Revolutionary Ideas?

One ought not to reject the data merely because one does not like what the data implies?

“Everything in this presentation is offered for your thoughtful consideration and debate with each other,

not blind acceptance.” (Collins, 2001)

29 September 2013 4

The purpose of this presentation is to stimulate discussion on quality management, per se.

In particular how the engagement of “People” using Total Quality Management (TQM) as “Best Practice”

is implemented using the EFQM Excellence and Sustainability Framework.

Best Practices (by the Right People)

AIM

Presented by: Dr Johan Veltmeyer


“People are enthusiastic, motivated, creative, and totally committed...

Tom Peters “A Passion for Excellence”

except for the eight hours a day they work for you!”


Australian Economy?

A Survey of Australian Workers by the Gallup Organisation estimate the cost

(loss) to the Australian Economy due to the of lack of engagement of

employees as a staggering

$42.1 Billion Dollars Source: the Gallup Organisation, 2008


Three Types of Employees

Engaged Loyal and productive

Not Engaged Just putting in their time

Actively Disengaged Unhappy and spreading their

discontent

Also known as the CAVE dwellers. . . Consistently Against Virtually Everything!

Source: Gallup Organisation, 1,500 employees (2012)

18%

62%

20%



Engagement Index Country Comparisons

Source (Gallup, 2011)


Engagement Index Middle East and North Africa

(Includes United Arab Emirates)

Source (Gallup, 2011)


What Does This Mean?

What if 82% of the

Australians who go to

work each day who

are not engaged in

their roles!

Engaged 18%

Not Engaged

62%

Actively Disengaged

20%


ABC Company

100 Employees

$5 Million Payroll

(Average Annual Pay & Benefits: $50,000)

Other 80% at 50% capacity

20% of employees Engaged, working at 100% capacity

The Cost to Industry?


The cost to the

ABC Company

would be

Lack of Engagement?

40% of payroll,

or $2,000,000!!!


I consider the majority of people at my workplace to be..

2%

52%

46%1. Engaged - Loyal and productive

2. Not Engaged - Just putting in their

time

3. Actively Disengaged - Unhappy and

spreading their discontent


The Good to Great Study


Factors That Do Not Drive Results

The Good to Great Study identifies nine factors that do not drive business results. These are:

• Relying on Larger-than-Life Leaders, • Managing and motivating people,

• Linking Executive Compensation to business results,

• Emphasising Strategic Planning,

• Using Technology to cause change,

• Ignoring what Not to Do,

• Relying on Mergers and Acquisitions,

• Launching major Change Initiatives, and

• Being part of a Hot Industry Sector. Source (Collins, 2001)


Do you agree that these factors are negative ?

0%

26%

67%

7% 1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree


“Good to Great”

“Good to Great” by Collins (2001), says

for an Organisation to become great it has to:

"Build a culture around the idea of freedom

and responsibility, within a framework

and fill that culture with self disciplined

people who are willing to go to extreme

length to fulfil their responsibilities."


The Right People

Good-to-great work teams consist of people who debate

vigorously in search of best answers, yet who unify

behind decisions, regardless of parochial interests.

The old adage “People are your most important asset” is

wrong. People are not the most important asset.

“The right people are”. Whether someone is the “right person” has more to do with

character traits and innate capabilities (Attitude) than

with specific knowledge, background, or skills.


The “right people” are the most important asset?

0%

2%

22%


2. Agree

3. Disagree



Confront the Brutal Facts (yet never lose faith)

Begin by confronting the brutal facts of the

current reality.

Start with an honest and diligent effort to

determine the truth of the situation - the

right decisions often become self-evident.

Create a culture wherein people have a

tremendous opportunity to be heard and,

ultimately, for the truth to be heard.


Confront the Brutal Facts

Creating a climate where the truth is heard

involves four basic practices:

Lead with questions, not answers.

Engage in dialogue and debate, not coercion.

Conduct autopsies, without blame.

Build red flag mechanisms that turn information

into data that cannot be ignored (Corrective &

Preventive Action?).


Confront the Brutal Facts

Charisma can be as much a liability as an asset, the strength of leadership personality can deter people from bringing out the brutal facts.

Spending time and energy trying to “motivate” people is a waste of effort. The right people will be self-motivated. One primary way to de-motivate people is to ignore the brutal facts of reality.


ACHIEVE REAL QUALITY

• Need a Deep

understanding of what

YOU can be best at.

• Insight of your prime

economic driver(s).

• Set Goals and Strategies

based on Understanding

not Bravado (the right

Goals).

• Use integrated work

teams.


Quality Team (Key Characteristics)

1. The Team is assembled by the person

assigned the responsibility accountability for

the team outcome (usually the leading

executive);

2. Each member has the ability to argue

and debate in search of understanding, not

from the egoistic need to win a point or

protect a parochial interest;


Quality Team (Key Characteristics)

3. Members come from a range of perspectives,

but each member has deep knowledge about some

aspect of the organisation and/or the environment in

which it operates, and most importantly;

4. The Quality Team does not seek consensus,

recognising that consensus decisions are often at

odds with intelligent decisions. As the responsibility

for the final decision remains with the accountable

Team Leader.


Interpersonal ?

For most people, the most important influencing

factor in any environment is other people.


The most important influencing factor in

any environment is other people…

0%

3%

8%

34%


2. Agree

3. Neutral

4. Disagree



Human Dynamics

People :- Direct their behaviour towards goals

- Rationalise their actions

- Take the easier way

Behavioural Research

“Behaviour research suggest that the most

effective people in any setting are those who

understand themselves and those around them.


Human Dynamics

This understanding of personal

strengths and weaknesses, coupled

with the ability to identify and

understand the strengths and

weaknesses in others, allow us to make

better plans to achieve success in any

situation.


Getting All Employees On Board

The key to building a culture

based on Trust and Personal

Responsibility

is getting all employees to buy in

to the

Values That Build Trust



Straightforwardness People are clear about what is expected of

them

Honesty Having high standards of honesty in

everything we do

Receptivity Giving new ideas and methods a fair hearing

Disclosure Communicating openly one’s own ideas and

opinions



Respect

People are valued for who they are

Recognition

People get the recognition they deserve

Seeks Excellence

Striving to do our best in everything we do

Keeps Commitments

People follow through on their responsibilities


Mission, Vision, Goals and Values


Getting Employees Aligned

1. Purpose… Why we exist… the reason the

organisation was created, beyond making a profit

2. Values… How we operate, the standards we commit

to operating by

3. Vision… an expression of Where team members

want the team (organisation) to go

4. Goals… What the team must do in the short term to

achieve our Vision

5. Procedures… the specific Steps we must execute to

achieve our goals

6. Roles… Who is responsible for completing the steps

and achieving our goals


Where Should Your Focus Be?

Purpose, Values and Vision are focused

on the future... where we are going

Goals, Procedures and Roles are focused

on the present... what we need to do

today

There is a strong correlation (.77)

between focus on the future and

focus on the present


Where Should Your Focus Be?

What that means is: teams that are more

strongly aligned with your organisation’s

Purpose, Values and Vision, will be more

aligned or committed to their Goals,

Procedures and Roles

If you do not focus on getting this alignment

with your future... employees will be

unlikely to be committed to your present


What makes Business Sense?

“Creating a Responsibility-Based Culture”

... how aligned are employees with Your

Purpose, Values and Vision,

and what is the Level of Trust?

To start the journey to Real Quality

you first need to understand your Organisation’s Culture


Transforming Your Culture

The key is to

give all managers the skills and the “tools” to Build Trust and

align people with their organisation’s

Purpose, Values & Vision * Story one*


“If any single activity, event, design detail or calculation is crucial to the success of a project, (undertaking) it must be performed by persons who have the experience and proven capabilities to justify accepting the responsibility.

Assignment of such tasks to persons having lesser qualifications and experience is an unnecessary RISK, which can topple a project (undertaking) as well as the professional reputations of the company and the people involved.”

Kenneth W Fisher “Fundamentals of Project Management”

PROJECT MANAGEMENT


Work Flow Process – (PDCA?)

Why the task is being undertaking?

Is the task being undertaking to meet:

a. A contractual or other customer requirement a work or organisational requirements;

b. A regulatory, safety or other governance requirement;

c. A leader, management or other organisational requirement; or

d. Meeting a self-generated requirement.

* Story two*






Excellence One Toolbox

http://www.efqm.org/excellence-one-toolbook

Available from:










ATTITUDE (Joke)

And finally: What Makes 100%? What does it mean to give MORE than 100%? Ever wonder about those people who say they are giving more than 100%?

We have all been to those meetings where someone wants you to give over 100%. How about achieving 103%? What makes up 100% in life?

A little mathematical formula that might help you answer these questions is: If the letters A B C D etc…..X Y Z are represented by the numbers: 1 2 3 4 etc… 24 25 26, then?


ATTITUDE (Joke)

H-A-R-D-W-O-R- K is 8+1+18+4+23+15+18+11 = 98% and

K-N-O-W-L-E-D-G-E is 11+14+15+23+12+5+4+7+5 = 96% but

A-T-T-I-T-U-D-E is 1+20+20+9+20+21+4+5 = 100%

Also, Over the top are: B-U-L-L-S-H-I-T

is 2+21+12+12+19+8+9+20 = 103% and

A-S-S-K-I-S-S-I-N-G is: 1+19+19+11+9+19+19+9+14+7 = 118%


CONCLUSION (Joke)

Therefore, one can conclude with some ‘mathematical certainty’ that while

Hard work and Knowledge will get you close, it is the right

“Attitude“

by the ‘Right People’ that will get you there to achieve ‘Real Quality’.


Any Questions?


Thank You! “Enjoy the conference”

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Share Best Practice Conference and Exhibition 2013€¦ · 29 September 2013 Dr Johan Veltmeyer 16 ... not Bravado (the right Goals). • Use integrated work teams. 29 September 2013