The - BPIR Newsletter

Sources for International Business-to-Business Process Evaluation, Process Development, Innovative Solutions, and Benchmarking Best Practices

What is Best Practice?
Best practices can be defined as "those practices that have been shown to produce superior results; selected by a systematic process; and judged as exemplary, good, or successfully demonstrated", these practices are then adapted to fit a particular organisation (American Productivity and Quality Centre, 1997).

The use of best practices, when incorporated within all areas of an organisation, including its stakeholder relationships, can lead to an organisation attaining world class performance.


What is Benchmarking?
Benchmarking is a powerful technique that comprises the practice of learning through comparing. Although experts break benchmarking into several types, there exist two main types of benchmarking

The Monthly BPIR Requests Newsletter
that delivers research to your desktop, prompted by your most popularly posted issues
Customer satisfaction survey questionnaires

- internal/external, design, implementation, results.

  • James, D., (2002), Better together, Marketing News, Vol 36, Iss 10,
        pp 15-16, Chicago
  • Willson, E., & Wragg, T., (2001), 'We cannot diagnose the
        patient's illness...but experience tells us what treatment works',
        International Journal of Market Research, Vol 43, Iss 2, pp 189-215,
        Henley-on-Thames
  • Anonymous (2002), How to make your customer satisfaction surveys more
        useful: Supplier Selection & Management Report,Vol. 2, issue1, pages
        7 - 12, Institute of Management & Administration, New York.
  • Brown, M.G., (2000, Mar/Apr), And the survey says...customer behavior
        can't always be predicted, The Journal for Quality and Participation, Vol. 23
        Iss 2, pp 30-32, Association for Quality and Participation, Cincinnati
  • Anonymous, (1999 Jun), More purchasing mgrs benchmark internal
        customer satisfaction, Supplier Selection & Management Report, Vol 99
        Iss 6, p 4, Institute of Management & Administration, New York
  • Swaddling, D.C. and Miller, C., (2002, May), Don't measure customer
        satisfaction, Quality Progress, Vol. 35 Iss 5, pp 62-67, ASQ, Milwaukee
  • Vriens, M., Wedel, M. and Sandor, Z., (2001 Summer),
        Split-questionnaire designs: A new tool in survey design and panel
        management, Marketing Research, Vol 13 Iss 2, p 14-19, Chicago
  • Llewellyn, N., (2001 Jan), The role of psychological contracts within
        internal service networks, The Service Industries Journal, Vol 21 Iss 1,
        pp 211-226, London
  • Berman, E.L., (2000 Nov/Dec), Look to internal customers for satisfaction,
        Industrial Management, Vol 42 Iss 6, p 5, Norcross

  • Implementing Knowledge Management

  • Axelsen, M., (2002), Smartwear, Australian CPA, Vol 72, Iss 4, pp 62-64,
        Melbourne
  • Hala, N., (2002), Unlock the potential, The Internal Auditor, Vol 59, Iss 5,
        pp 30-35, Altamonte Springs
  • Robertson, J., (2002), Ringing in the business, CMA Management, Vol 76,
        Iss 6, pp 42-43, Hamilton
  • Brown, D., (2002), Resist the backlash--knowledge management as
        important as ever, Canadian HR Reporter, Vol 15, Iss 16, pp 3, 23, Toronto
  • MacSweeney, G., (2002), The knowledge management payback, Insurance
        & Technology, Vol 27, Iss 7, pp 41-44, New York
  • Burton-Jones, A., (2002), Daunting paradox, Across the Board, Vol 39, Iss
        3, pp 60-63, New York

  • Selecting and aligning performance measures

  • Young, M., (2002), Value tree - aligning performance and pay, Canadian
        HR Reporter, Toronto
  • Stein, P., (2001, May), By their measures shall ye know them,
        Quality Progress, Vol. 34 Iss 5, pp 72-74, ASQ, Milwaukee
  • Frigo, M.L., (2002), Strategy-focused performance measures,
        Strategic Finance, Vol. 84, Iss. 3, pp 10-15, Institute of
        Management Accountants, Montvale.
  • Frigo, M.L., (2002 Aug), Nonfinancial performance measures and
        strategy execution, Strategic Finance, Institute of Management Accountants
        , Montvale
  • Gish, R., (2002 Aug), Measuring strategic success, Healthcare
        Financial Management, Healthcare Financial Management Association,
        Westchester
  • Miller, J. and Israel, E., (2002 Jul/Aug), Improving corporate performance
        measures to drive results, Financial Executive, Financial Executives Institute,
        Morristown

  • How to Identify and grow leadership potential

  • Marjamaa, L., & Hoffman, K.E., (2002), Follow the leaders:
        How to keep high-performing women at your bank, Community Banker,
        Vol 11, Iss 4, pp 16-22, Washington
  • Gunn, B., (1999), Leadership from within (part 1), Strategic Finance,
        Vol. 81, Iss. 3, pp. 14-16, Institute of Management Accountants, Montvale.
  • Gunn, B., (1999), Leadership from within (part 2), Strategic Finance,
        Vol. 81, Iss. 4, pp. 20-22, Institute of Management Accountants, Montvale.
  • Anonymous, (2002), 21 steps to becoming an effective leader, Contractor's
        Business Management Report, Vol. 10, Iss. 4, Institute of Management &
        Administration, New York.
  • Anonymous, (2002), The seven secrets of innovative leadership, Principal's
        Report, Vol. 2, Iss. 11, Institute of Management & Administration, New York.
  • Maccoby, M., (1999), Find young leaders or lose them, Vol. 42, Iss. 1,
        pp 58-59, Industrial Research Institute, Washington.

  • Implementing and maintaining a TQM programme in a large, spatially diverse organisation

  • Anderson, B., Klein, E. and Stuart, J., (2000), Why change is a conscious
        choice, The Journal for Quality and Participation, Vol. 23, Iss. 1, pp 32-36,
        Association for Quality and Participation, Cincinnati.
  • Anthony Moung Yin Chan, Fangus Wai Wa Chu and Chi Kwong Yuen, (2000),
        A successful TQM project in China, International Journal of Commerce
        & Management, Vol. 10, Iss. 2, pp 77-90, Indiana
  • Ahmed, N.U., (2001, First Quarter), Incorporating environmental concerns
        into TQM, Production and Inventory Management Journal, Vol 42 Iss ,
        pp 25-30, Production & Inventory Control Society, Alexandria
  • Mani, B.G., (1995, March), Old wine in new bottles tastes better: A case
        study of TQM implementation in the IRS, Public Administration Review,
        Vol 55 Iss 2, p 147, American Society for Public Administration, Washington
  • Kirk, J., (1999 Oct), TQM in the rubber industry, Management Services,
        Vol 43 Iss 10, pp 38-41, Institute of Management Services, Enfield
  • Tata, J., Prasad, S. and Thorn, R., (1999 Winter), The influence of
        organizational structure on the effectiveness of TQM programs, Journal of
        Managerial Issues, Vol 11 Iss 4, pp 440-453, Pittsburg State University
        Department of Economics, Pittsburg
  • Allen, R.S. and Kilman, R.H., (2001 Apr), How well does your reward system
  •     support TQM?, Quality Progress, Vol 34 Iss 4, pp 52-57, ASQ, Milwaukee
  • Douglas, T.J. and Judge, W.Q., (2001 Feb), Total quality management
        implementation and competitive advantage: The role of structural control
        and exploration, Academy of Management Journal, Vol 44 Iss 1,
        pp 158-169, Academy of Management, Mississippi State
  • Montano, C.B. and Utter, G.H., (1999 Aug), Total quality management in
        higher education, Quality Progress, Vol 32 Iss 8, pp52-59, ASQ, Milwaukee
  • Kaat, E., (1996 Mar), TQM can be DOA without a proper communications
        plan, The Journal for Quality and Participation, Vol 19 Iss 2, p 32,
        Association for Quality and Participation, Cincinnati
  • Simons, G.R. and Kerr, C., (1993 Oct/Nov), Networking TQM for small
        manufacturing, The Journal for Quality and Participation, Vol 16 Iss 6, p 6,
        Association for Quality and Participation, Cincinnati
  • Kirk, J, (2000 Sep), Implementing TQM, Management Services, Vol 44 Iss 9,
        pp 14-17, Institute of Management Services, Enfield

  • Reminder - The Research Request facility works like this:

    In any one calendar month you as a member get a chance to submit your prioritised choices for specific research by our team of researchers. At the beginning of each month the BPIR research team analyses the previous month's submissions and over the rest of the month uses the most popular as a basis for at least 80 man-hours of research. Researched information will be added to the BPIR databases and links to a selection of especially interesting articles relating to these popularly requested issues will be emailed to you at the beginning of each calendar month. In addition one lucky member will have his/her submitted issue/topic given individual attention; up to 10 man hours of research time.

    Benchmarking and Performance Improvement Resource (www.BPIR.com)

    The pole of member requests/current issues for December resulted in the following most popularly requested topics/issues:

    (1)    Succession and career planning
    (2)    Contemporary best practice for strategic planning
    (3)    Models of change management within health care organisations
    (4)    Implementing and managing service level agreements

    Director - Centre for Organisational Excellence Research - Massey University
    Tel Work +64 6 350 5921 - Fax Work +64 6 350 5604
    Tel Home +64 6 325 8285 (try here, he often telecommute)

    Email:- Steve Welch - or - Steve Welch