e - quality edge - bpir blog...e - quality edge 2 bringing quality information to south africans...

Quality: helping South Africans live,learn and work better

e - Quality Edgee - Quality Edgee - Quality Edgebringing quality information to South Africans since 1996

SAQITel: +27 12 349 5006Fax: +27 12 349 1232

www.saqi.co.za

The South African Quality Institute

CONTENTS No 192 • August 2015

WWW.SAQI.CO.ZA

in

1

2

9

10

11

13

14

4

Welcome to ourAugust edition

In this month's edition we again are focusing on leadership and organizational excellence. I have contributed an article on the importance of carrying out menial tasks often neglected by our leaders. We also feature an article from our colleague in New Zealand Dr. Robin Mann who keeps us updated on global trends in Business Excellence. Our education specialist Dr. Richard Hayward follows the trend and asks “Does your child want to be a leader?”

There is a lot of talk at the moment on the recently published FDIS ISO 9001:2015 standard and we are reminded by a press release from CQI about the process approach and what it means when implementing the standard particularly when it comes to auditing, training, consulting and certification.

The usual race to be the first to give training against the new standard has started. Before you rush off to all these courses please bear in mind that it is still an FDIS and must first be approved before the official standard is issued. You can obtain updated information from ISO by following the link below.

http://www.iso.org/tc176/sc02/public

Yours in Quality

Paul HardingSAQI MD

Welcome to ourAugust edition

Why don't people want toperform menial tasks?

By Paul Harding

Whistleblowers:Victims or Villains?

By Terrance M. Booysen andLouis Strydom

Does your child want tobe a leader?

By Dr Richard Hayward

SAQI Quality Training 2015

National Quality Week 2015

CQI press release

Sustaining Business Excellenceat an Organisational and

National LevelBy Dr Robin Mann

9 - 13 November 2015

http://www.saqi.co.za







http://www.facebook.com/pages/SAQI/214751505226196

http://www.linkedin.com/groups/SAQI-members-3791517?homeNewMember=&gid=3791517&trk

e - Quality Edge2

bringing quality information to South Africans since 1996 • No. 192 • August 2015

Why don't people want toWhy don't people want toperform menial tasks?perform menial tasks?

Why don't people want toperform menial tasks?

I recently posted a short piece on the Linked In Pulse pla�orm about people being reluctant to carry out “menial” tasks. In other words “Why don't people want to get their hands dirty?” I was intrigued by the follow up to this small ar�cle and its par�cular associa�on with today's Leadership issues so I would like to expand on that post.

Background

When I was in my early twen�es I a�ended a voluntary youth camp in Ireland just outside of Dublin. The camp was celebra�ng 50 years since the founding of this par�cular youth organisa�on in my home town of Birmingham. As a gesture, the original founder of this par�cular youth organiza�on was invited to the camp as the honorary Camp Commandant. We were pleased when the founder accepted our invita�on as he was a very busy man. He was not only a High Court Judge in the UK but he was also a Queen's Councillor, giving advice to the Queen of England. He had also been knighted for services to his country.

The event

Anyone who has been involved with running these sort of camps or in fact any voluntary youth service knows that a great deal of prepara�on and organiza�on is involved. It is just like running any business. Standards and procedures need to be put in place, although not necessarily wri�en down, and responsibili�es and authori�es need to be allocated. Of course the big difference is that these events are voluntary with no payment for services rendered. In fact the youth leaders pay for all their own expenses and very o�en subsidise the youth a�ending the camp. One of my par�cular tasks at the camp was referred to as the “Lines Officer”. This meant that it was my duty to ensure that the tents were looked a�er and ropes were at the correct tension and daily inspec�ons were carried out. One of the less glamorous tasks was to make sure that the latrines were in good order and hygienic. With no running water or flush toilets at these camps, the ablu�ons were a hole in the ground with a bucket seat and a canvas screen. However, these facili�es were more than adequate in terms of “Fitness for use”. At the end of my first day at the camp I went to the top of the field that we were camping in to perform my allocated task of maintaining the “Lats”. To my surprise someone had already beaten me to it and was pouring chemicals down each of the pits. I shone my torch into the face of this unknown person only to find that it was the Camp Commandant. In a state of shock I immediately spoke to the CC and said “Skipper, a man of your stature shouldn't be performing such a menial task”. Now although this man was indeed a “Sir” in the formal sense of the word he preferred to be called “Skipper”. He then replied “Boy, never ask anyone to complete a task that you are not prepared to do yourself”.

Lessons learned

Those words have stayed with me all the way through my career development moving from the shop floor eventually into execu�ve management. When I first started work as an appren�ce toolmaker I knew that I had to clean the machines, make the tea and wash up. This was a small payment for being mentored and trained to become an efficient and effec�ve toolmaker one day. When I eventually moved into management I had not at that stage a�ended any management training courses but I knew that if I wanted to get respect from the workforce I had to earn it.

One of my first challenges as a manager was when I had to a�end an execu�ve mee�ng to determine if a set of press tools that would normally take 20 weeks to complete could in fact be completed in just 9 weeks due to an oversight in placing an order. My answer to the execu�ve team was “I cannot make that decision; I will have to consult with the workforce.” The reply came back from the execu�ves; “Are we talking to the right man here?”

“Yes,” I replied, “but this man will not have to make the tools someone else will be doing that.”

The bo�om line was that a�er consulta�on with the workforce and developing a unique project plan based on simultaneous engineering, not heard of at the �me, the tools were finished one week ahead of schedule in just 8 weeks. Of course we had to break all the conven�onal rules of normal contract nego�a�on and work on a basis of trust between the customer and the supplier. By consul�ng with the workforce the project turned into a challenge rather than just a normal job. I had the honour to be given the task of pain�ng the finalised tools in our corporate colours and a�aching our Company's nameplate to them.

Con�nuing the journey

Some years later I started in a new posi�on as the General Manager of tooling produc�on in a new country. On my first day I was confronted by a delega�on of young design engineers who said that they had a major problem and that they needed my interven�on. The major problem turned out to be that during the installa�on of some new ligh�ng over the weekend in the engineering office some sawdust was s�ll laying on the drawing boards and floor. Of course the sawdust would normally be removed by the “cleaner” but I was told the cleaner was absent. I s�ll had difficulty understanding what the problem was that needed the a�en�on of the new General Manager. It finally dawned on me that cleaning up sawdust was below the perceived status of a design engineer. I immediately located a pan and brush and started to clean up the office. Within less than a minute someone grabbed the brush and pan from me and

by Paul Harding

...continue on page 3


finished off the job. Why, I wondered, did someone not take this course of ac�on in the first place?

Never ask anyone to do a job that you are not prepared to do yourself.

Strategy vs. Opera�ons

This phenomenon is not just restricted to cleaning latrines or cleaning up sawdust. I have been disappointed in my later business life that many execu�ves have an aversion to finding out what exactly goes on at shop floor or office level. Many strategic decisions are made and objec�ves are set in the boardroom with no idea as to how the organisa�on func�ons on a day to day basis and how these objec�ves could be met. It would have been easy for me to set a target of making a set of tools in 9 weeks but I knew that this had never been done before. I knew the constraints but I also knew that a lot of the constraints could be removed but only through management interven�on. Deming was well aware of this fact when he reminded us that around 85% of all problems are management related.

The figure below, developed by the Business School of the University of East Anglia, shows the rela�onship between strategy and opera�ons. It is the alignment and integra�on of daily management ac�vi�es, what is happening at the coal face that will determine if corporate objec�ves will be met. The feedback loops should give an early warning if things are going wrong. Good leaders don't just wait for the annual feedback; they are involved with monthly and even the daily or weekly feedback mee�ngs.

This reminded me of another incident where the President of a global organiza�on I was working for was visi�ng our local opera�on. The local execu�ve management had set up all sorts of visual management boards explaining complex 6 Sigma and Lean improvement programs with the projected cost savings. The Global President walked past all these boards and went straight to the produc�on foreman and cha�ed to him about his daily management shop floor targets and challenges. He spent 15 minutes with the foreman, much to the annoyance of the local execu�ves, going through improvement ac�vi�es and correc�ve ac�ons put in place to meet the targets. Now that is what leadership is all about, although the President had set stretch improvement targets at corporate level he wasn't going

to be impressed with rehearsed feedback, he wanted to know how the targets were being challenged on the shop floor.

Conclusion

There are many books wri�en on the theory of leadership and I don't profess to know all the answers. What I do know, however, is that if a High Court judge can clean a latrine and a President of a global organisa�on can hold a conversa�on with a foreman to discuss targets then who are we to say that any trivial job is below our sta�ons in life?

About the author

Paul Harding is the MD of SAQI

He holds a Master's degree in Industrial Administra�on from the University of Cape Town and has held various senior management posi�ons in industry both in the UK and South Africa.He is a member of the ASQ Quality Management Division Organiza�onal Excellence Technical Commi�ee, represen�ng Africa

Email: [email protected]

e - Quality Edge3


Mulit-levelchecks andreview

Focus

Alignment

Integra�on

Review

catchball

PDCA

Check

Act Plan

Do

business excellence

DailyWeekly

Monthly

Quarterly

Annual

Corporatepurpose, businessmodel, goals

Longer-termcorporateobjec�ves, strategy

Longer termBUSINESSUnit strategy

Annual hoshins,other objectives

Development& deploymentof objectives

Dailymanagement

Annualbusiness audit

back to contents page


e - Quality Edge4


Sustaining Business Excellence at Sustaining Business Excellence at an Organisational and National Levelan Organisational and National Level

Sustaining Business Excellence at an Organisational and National Level

by Dr Robin Mann

Introduc�on

Business excellence is recognised as a key approach to improve the compe��veness of organisa�ons but it can also have a major impact on the socio-economic performance of countries. This short ar�cle summarises some of the Centre for Organisa�onal Excellence Research's (COER's) work that is inves�ga�ng the importance of business excellence and how it can be sustained at an organisa�onal and na�onal level.

Research Shows 61 Countries with Na�onal Business Excellence Awards

Research conducted by COER has revealed that at least 61 countries, refer to Table 1, have a Na�onal Business Excellence Award. This is lower than previous es�mates which have been as high as 90 plus. This new research only considered awards that were known to be ac�ve. To be considered as ac�ve there needed to be up-to-date informa�on published on the award, the award needed to have been awarded in the last two years or clear evidence provided that an award was planned for 2015.

Table 1 – Countries with an “Ac�ve” Business Excellence Award


Country

Name of award Model used

Argentina 1 National Quality Award ofArgentina

Unique design Foundation for the National Quality Award (FNQA)

Australia 2 Australian Business ExcellenceAward

Unique design Australian Organisational ExcellenceFoundation

Austria 3 Austrian Quality Award

EFQM ExcellenceModel

Austrian Foundation for Quality Management (AFQM)

Bolivia 4 Bolivian Award for Excellence Unique design Ministry of Productivity Development

Brazil 5 Brazil National Quality Award(PNQ)

Unique design Brazilian Foundation for the National Quality Award

Brunei 6 Brunei Civil Service ExcellenceAward

Unique design Brunei Darussalam’s Civil Service

Canada 7 Canada Awards for Excellence Unique design Excellence Canada

China 8 China Quality Award(全国质量奖)

Unique - resembles Baldrige ExcellenceFramework

China Association for Quality

China -Hong Kong

9 Hong Kong Management Association Quality Award

Baldrige ExcellenceFramework

Hong Kong Management Association(HKMA)

Colombia 10 National Award for Excellence and Innovation in Management

Unique design National Government of Columbia

Costa Rica 11 Costa Rica Excellence Award Unique design Costa Rican Chamber of Industries

Administrativeorganisation(s)

No ofcountries

with activeawards


e - Quality Edge5



CzechRepublic

12 Quality Award of the CzechRepublic


Czech Quality Award Association(CQAA)

Egypt 13 National Award for Excellence


National Quality Institute (NQI)

El Salvador 14 Salvadoran Award for Quality Unique design ES-Quality Award - El Salvadorpresidency

Fiji 15 Fiji Business Excellence Award National model(resembles Australian BEF

Training and Productivity Authority ofFiji

Fiji 15 Service Excellence Awards(SEA)


Public Service Commission

Finland 16 Finnish Quality Award EFQM ExcellenceModel

Finnish Center for Excellence

France 17 France Quality PerformanceAward

Unique - resembles EFQM ExcellenceModel

France Quality Performance Association (AFQP)

Germany 18 German National Quality Award EFQM ExcellenceModel

German Society for Quality (DGQ)

Greece 19 National Certifications of Business Excellence Model


Hellenic Management Association(EEDE)

India 20 CII-EXIM Bank Award for Business Excellence


Confederation of Indian Industry andExport-Import (EXIM) Bank of India

India 20 IMC Ramkrishna Bajaj National Quality Award

Unique -resemblesBaldrige ExcellenceFramework

IMC Ramkrishna Bajaj National Quality Awards Committee

India 20 Golden Peacock National QualityAward


Institute of Directors

Indonesia 21 Indonesian Quality Award Baldrige ExcellenceFramework

Indonesian Quality Award Foundation (IQAF)

Iran 22 Iran National Quality Award(INQA)


Institute of Standards and Industrial Research of Iran

Iran 22 MECAward Unique design Islamic Chamber Research &Information Center ( ICRIC )

Ireland 23 Q-MARK Dedicated toExcellence


Excellence Ireland Quality Association (EIQA)

Israel 24 Israel National Industrial QualityAward

Unique design The Israek Standards Institute

Japan 25 Japan Quality Award Unique - resembles Baldrige ExcellenceFramework

Japan Productivity Center

Jordan 26 King Abdullah II Award forExcellence - Private sector


King Abdullah II Center forExcellence

Korea 27 Korean Quality Grand Award Unique design Korean Standards Association (KSA)

Latvia 28 Latvian National Quality Award


Latvian Quality Association

Lebanon 29 Lebanese Excellence Award


Ministry of Economy & Trade

Lithuania 30 National Quality ManagementAward


Ministry of Economy and the QualityCouncil

Luxembourg 31 Prix Luxembourgeois de laQualite

Unique design Mouvement Luxembourgeois pour laQualite, Minister of Economy & Centre of Public Research

Malaysia 32

Prime Minister’s Industry Excellence Award (formerly known as Prime Minister's Quality Award for Private Sector)


Ministry of International Trade and Industry (MITI)

Mauritius 33 Mauritian National Quality Award Unique - resembles Baldrige ExcellenceFramework

Ministry of Business, Enterprise andCooperatives

Mexico 34 National Quality Award of Mexico Unique design Institute for the Promotion of Total Quality (IFC)

Morocco 35 Moroccan National Quality Award


Moroccan Association for Quality


e - Quality Edge6


Whilst 61 countries have ac�ve awards an addi�onal 16 countries were iden�fied as “may have a business excellence award and/or major ini�a�ve that encourages the use of business excellence frameworks”. It was difficult to verify the current situa�on in these 16 countries from the available informa�on. In the case of South Africa a new award framework has been developed but will not be ready for applicants un�l 2016.


Nepal 36 FNCCI National Business Excellence Award

Unique design Federation of Nepalese Chambers of Commerce & Industry (FNCCI)

Netherlands 37 Dutch Quality Award Unique -resembles EFQM ExcellenceModel

Institute Nederland Kwaliteit (INK)

New Zealand 38 New Zealand Business Excellence Award


New Zealand Business ExcellenceFoundation

NorthernIreland

39 Ireland Excellence Award (IEA) EFQM ExcellenceModel

Centre for Competitiveness

Peru 40 Peruvian National Quality Award


Industrial Development Center (Centro de Desarrollo Industrial (CDI)

Philippines 41 Philippines Quality Award (PQA) Baldrige ExcellenceFramework

Department of Trade and Industry (DTI) and Development Academy of the Philippines

Poland 42 Polish Quality Award


Polish Quality Award Secretariat

Poland 43 Business Fair Play Award EFQM ExcellenceModel

Polish Chamber of Commerce

Portugal 44 Portuguese Quality Award EFQM ExcellenceModel

Instituto Portugues de Qualidade

RussianFederation

45 Russian National Quality Award EFQM ExcellenceModel

Government of the RussianFederation

Saudi Arabia 46 King Abdulaziz Quality Award


Saudi Arabian Standards, Metrology and Quality Organization (SASO)

Scotland 47 Scottish Award for BusinessExcellence


Quality Scotland

Singapore 48 Singapore Quality Award Unique - resembles Baldrige ExcellenceFramework

The Standards, Productivity and Innovation Board (SPRING)

Sri Lanka 49 Sri Lanka National Quality Award Baldrige ExcellenceFramework

Sri Lanka Standards Institution (SLSI)

Sweden 50 Swedish Quality Award

Multiple designs -EFQM Excellence Model, BaldrigeExcellenceFramework orSwedish Quality Model

Swedish Institute for Quality (SIQ)

Switzerland 51 Swiss Quality Award for BusinessExcellence


ESPRIX

Taiwan 52 Taiwan National Quality Award Unique design Ministry of Economics Affairs

Thailand 53 Thailand Quality Award (TQA)


Foundation for Thailand Productivity Institute (FTPI)

Turkey 54 National Quality Award EFQM ExcellenceModel

KalDer and TÜSİAD

Ukraine 55 Ukrainian National Quality Award EFQM ExcellenceModel

Ukrainian Association for Quality

United ArabEmirates

56 Emirates Government ExcellenceAward


Ministry of Cabinet Affairs

UnitedKingdom

57 UK Business Excellence Award EFQM ExcellenceModel

British Quality Foundation (BQF)

United States of America

58 Malcolm Baldrige National Quality Award (MBNQA)


Baldrige National Quality Program, National Institute of Standards and Technology (NIST)

Uruguay 59 National Quality Award ofUruguay


National Quality Institute (InstitutoNacional de Calidad)

Vietnam 60 Vietnam Quality Award Unique - resembles Baldrige ExcellenceFramework

Directorate for Standards, Metrology and Quality (STAMEQ)

Wales 61 Wales Quality Award EFQM ExcellenceModel

Wales Quality Centre


e - Quality Edge7


The following graph shows that the EFQM Excellence Model is the most popular in the world with use throughout Europe and the Middle East. The Baldrige Excellence Framework is used in the United States and many countries in Asia. Most countries use the latest versions of these models whilst others make small design adjustments or use earlier versions to suit their own country's needs. Some countries have more than one na�onal award for business excellence with these being administered by different award bodies or they allow award applicants, as in the case of Sweden, to choose between the different models.

Figure 1 - Types of Business Excellence Models used most frequently around the world

Judging from this research, business excellence is alive and well. However, some countries are struggling to keep their awards' ac�ve in the long-term.

In the Asia-Pacific region the Asian Produc�vity Organisa�on (APO) are working hard to help countries introduce and sustain business excellence. Business excellence is recognized as a prime contributor to produc�vity growth through its holis�c approach that links Inputs (such as Leadership, Strategy, Customer Focus, Workforce Focus, Measurement, Analysis and Knowledge Management, Opera�ons) to Outputs (Results). It is perhaps the ul�mate produc�vity framework as it encompasses everything an organiza�on and country should consider to achieve advances in social, poli�cal, economic and environmental performance.

Figure 2 – Business Excellence Frameworks Can Drive Produc�vity Growth

At a recent APO Conference on “Expanding Business Excellence” there were a�endees from 12 Asian countries with representa�ves from Na�onal Produc�vity Organisa�ons (NPO) that are responsible for suppor�ng and/or administra�ng Na�onal Business Excellence Awards. This was an opportunity for sharing experiences. One of the challenges in Asia is that business excellence is o�en perceived as an award framework rather than an approach which can guide organiza�ons towards world-class performance. NPOs are now beginning to address this through developing clear and measurable na�onal business excellence strategies to spread awareness and use of business excellence. This requires NPOs to provide more services that a larger number of organiza�ons can benefit from such as training, mentoring, networking opportuni�es, best prac�ce visits and self-assessment tools with tailored services for specific sectors and SMEs.



e - Quality Edge8


In Asia, Singapore are acknowledged as leaders in business excellence with their mantra “Business excellence is a journey and not a des�na�on” to highlight that awards are only one component of an integrated na�onal business excellence strategy. Other countries such as Sri-Lanka and Fiji are achieving high levels of engagement par�cularly in the public sector through mandatory or incen�vized programmes that are supported by their respec�ve Prime Ministers. Unfortunately, other countries are struggling to obtain high level support to start or maintain their programmes. One example is Pakistan which has had two failed a�empts at introducing business excellence awards in 2006 and 2011. Pakistan are now planning to introduce business excellence for a third �me but in a more sustainable manner. Their first-step was to host the “Expanding Business Excellence” conference. Their next step is to engage key stakeholders from the private and public sector to plan a na�onal business excellence strategy.

In January 2015, COER launched a research project called “Excellence Without Borders”. This project aims to assist the administrators and custodians of business excellence to effec�vely develop and manage regional and na�onal business excellence strategies and awards. This project is expected to involve over 30 countries and will inves�gate how business excellence custodians:

a) Design their business excellence frameworks;b) Deploy their business excellence frameworks (consis�ng of “awareness” - how custodians create awareness of the framework;

“applica�on” – how custodians are assis�ng organiza�ons in applying or using the framework; and “recogni�on” – how custodians recognise and reward those organiza�ons that achieve excellence as assessed against the framework);

c) Support the design and deployment of their business excellence; andd) Measure the success of their business excellence frameworks.

Currently, the Terms of Reference for this project are being finalized with a call for countries to par�cipate being announced by the end of July 2015.

About the author

Dr Robin Mann is Head of the Centre for Organisa�onal Excellence Research, Massey University, New Z e a l a n d , w w w. c o e r. o r g . n z , C h a i r m a n o f t h e G l o b a l B e n c h m a r k i n g N e t w o r k , www.globalbenchmarking.org, and Co-Founder of BPIR.com Limited, www.bpir.com - a best prac�ce w e b s i t e r e s o u r c e , F o u n d e r o f t h e I n t e r n a � o n a l B e s t P r a c � c e C o m p e � � o n , www.bestprac�cecompe��on.com and Founder of the TRADE Best Prac�ce Benchmarking Methodology. Robin was awarded the Harrington/Ishikawa Medal in 2011 for contribu�ons to the advancement of quality in the Asia Pacific region.

Robin is a member of the ASQ Quality Management Division, Organiza�onal Excellence Technical Commi�ee. Robin can be contacted at [email protected]



e - Quality Edge9


Auditors: new skills required

The upcoming changes to ISO 9001 include reinforcing the process approach, a concept that was introduced in the 2000 version of the standard, but has not been well understood.

This is one of the core concepts underpinning the new standard. It is essen�al that auditors now understand what is meant by the process approach and what they will need to do to assess how organisa�ons are implemen�ng it.

Ben Saxton, Business Development Manager at Qualsys highlights the challenges of audi�ng against process approach in ISO 9001:

“In the past, organisa�ons have tackled ISO's process approach tenta�vely. While the standard's broad defini�ons of 'process' and 'outputs' give organisa�ons more control over how they define their process approach, the overall task can seem quite daun�ng. Auditors need to be aware that each organisa�on will define and document their processes differently. In that respect, they should audit in accordance with the organisa�on, not enforce the standard with rigid adherence.”

Although the changes are challenging they also provide an opportunity for auditors and businesses alike. Alexander Woods, Cer�fica�on Manager at IRCA (Interna�onal Register of Cer�ficated Auditors) explains:

“The process approach has been li�le understood and o�en poorly implemented. While it may not be a radically new concept, ISO has posi�oned it as one of three core concepts underpinning the revised standard. Organisa�ons and auditors need to understand, manage and assess interrelated processes as a system. The opportunity is for improved effec�veness and efficiency: the challenge to auditors is to ensure they have the knowledge, skills, and understanding to seize it.”

SAQI editor's comments

“It is hoped that not only auditors but Cer�fica�on Bodies receive the necessary training to apply the ISO 9001:2015 standard correctly. The process approach has always been in the standard since the 2000 edi�on was published but for the last fi�een years there has been reluctance from auditors, Cer�fica�on Bodies and many QMS consultants to apply the standard correctly.”

CQI press releaseCQI press releaseCQI press releaseCQI press releaseCQI press release

ISO 9001 New Edition 2015—a Process perspectiveISO 9001 New Edition 2015—a Process perspectiveISO 9001 New Edition 2015—a Process perspective

Dr Alastair WalkerPhone: +27 (0)11 888 9881

+27 (0)82 452 0933Cell: 086-459-1840Fax:

[email protected]:http://www.improveit.org.za/forthcoming-workshops/sign-up

Friday 16 October • Midrand, Gauteng



2015National Quality WeekNational Quality WeekNational Quality Week9 - 13 November 20159 - 13 November 20159 - 13 November 2015

World Quality DayWorld Quality Day12 November 201512 November 2015

World Quality Day12 November 2015

© SAQI 2014

“Following the“Following theroad to excellence” road to excellence”

“Following theroad to excellence”

This theme may not be used unless it is accompanied by the SAQI logo for members and copyright is acknowledged.

Last year SAQI used the theme for NQW of “Paving the way to Quality beyond Standards”

This year we hope that the foundations have been laid so now we can follow the road to excellence. Far too often we are prepared to accept 'second best' when it comes to Quality. However, SAQI feels that whether you are a big corporate or an emerging SMME there is no reason why you cannot strive to follow the road to excellence.

gniwo ll oF “

eht

daor

otllene cc exe ” © SAQ

I 2015

www.saqi.co.za

e - Quality Edge10




e - Quality Edge11


Whistleblowers: Whistleblowers:Victims or Villains? Victims or Villains? Whistleblowers:

Victims or Villains?

For the past number of years South Africa has been placed in the spotlight when it comes to ma�ers such as crime and corrup�on, and most of the surveys dealing with this scourge have a consistent message that this situa�on is not improving. Once again, the PricewaterhouseCoopers 2014 Global Economic Crime Survey validates this dire situa�on where 69% of South African respondents indicated that they had experienced economic crime of various propor�ons. Alarmingly, this figure of affected organisa�ons had increased nine percentage points higher than in the previous survey results which were recorded in 2011. Whilst the PwC Economic Crime Survey also noted a shi� in the typical perpetrator (now being found in the senior management structures), most concerning is the fact that these perpetrators are typically males with university degrees who are aged between 31 and 40 and who have been with the same employer for over ten years.

The fact that many South African organisa�ons report significantly higher incidences of procurement fraud, human resources fraud, bribery and financial statement fraud -- as compared their global counterparts -- is of great concern and it begs the ques�on as to how organisa�ons must arrest this increasing trend? The sta�s�cs reported in PwC's survey are consistent with the recently released ENSafrica 2015 An�-bribery and Corrup�on Survey. This survey also found increases of bribery amongst their respondents, notwithstanding the fact that there was also a heightened awareness of an�-bribery compliance within many organisa�ons.

"Since the ac�ons of whistle blowerscan protect the health, safety, or

security of the general public or thosewithin an organisa�on, whistle blowing

is an act that benefits others and cantherefore be considered as altruis�c

behaviour for the public good."

Source: Natasja Holtzhausen (June 2007)

Given South Africa's highly visible corrup�on cases which con�nue to dominate the local and interna�onal headlines, unsurprisingly the ENSafrica 2015 Survey places South Africa amongst the top contenders for the con�nent's "corrup�on hotspots". Other African countries who share the same podium with South Africa's levels of corrup�on include Angola, the

Democra�c Republic of the Congo, Ghana, Kenya, Mozambique, Nigeria and Uganda. Given this rather depressing situa�on, what is of greater concern is the fact that only 36% of the ENSafrica surveyed companies were confident that they had propor�onate procedures in place to mi�gate their risks of bribery. To this extent, the majority of the respondents did not believe they were well prepared to respond to the threat of an an�-bribery regulatory inves�ga�on. Whilst only 40% of the respondents had a dedicated an�-bribery training programme in place for their employees, an astonishingly low 15% of respondents actually provide an�-bribery training to their business partners.

With the ongoing high rates of economic crime being reported, how commi�ed are the top leaders in organisa�ons if their inten�ons are to arrest this scourge in Africa? Furthermore, if the top leadership is not ac�vely playing its part and showing high-level commitment to support whistle-blowers -- who are largely responsible for detec�ng and repor�ng unethical behaviour -- then the economy is surely headed for certain disaster. South Africa con�nues to be plagued by many reports of poor governance prac�ces, not least new scandalous cases being reported one a�er the next in both the private and public sectors. One only has to think of cases such as SAFA, Landbank, SABC, Watergate, Travelgate, Unilever, Eskom, Nkandla, PRASA and so many others to realise there is a massive problem which is spiralling out of control. In each of these cases where certain 'under handedness' has either been proved or alleged to have taken place, one wonders whether or not the whistle-blower is regarded as the vic�m or the villain, and whether they have been properly supported by their leadership to do the right thing? If leaders claim their allegiance to good governance and ethical

by Terrance M. Booysen (CGF: Chief Executive Officer) and peer reviewed by Louis Strydom (Partner: PricewaterhouseCoopers)



e - Quality Edge12


behaviour, why then do many organisa�ons s�ll 'turn a blind eye' for the sake of doing a transac�on? Again it is interes�ng to note in the ENSafrica 2015 Survey that "most organisa�ons surveyed communicate their whistle-blower facility to their employees [only] during induc�on training and bi-annual or annual staff training sessions." Moreover, 39% of the organisa�ons surveyed without a whistle-blower facility believed that they did not need one, while 31% of the respondents indicated that they were in the process of developing such a facility.

Whilst whistle-blowing is regarded as a powerful tool to detect unethical behaviour, research indicates that individuals who blow the whistle tend to find themselves vic�mised by their employers, not least also being treated unfairly. Accordingly, many individuals who actually want to do the right thing by bringing unethical and or other nonprocedural behaviour to the a�en�on of their authori�es -- be this in their organisa�ons or communi�es -- end up being too in�midated to act. As a result of their fear of nega�ve reprisal to report this type of misconduct, the individual is 'forced' to remain silent which undoubtedly compounds ma�ers. Not surprisingly, the result leads to organisa�ons losing a useful source of inside informa�on and missing out on a valuable opportunity to avert the poten�al risks linked to the specific deeds. Seemingly, the South African government has shown its support for whistle-blowing and have acknowledged the need to offer legal protec�on to whistle-blowers with the introduc�on of the Protected Disclosures Act 26 of 2000 ('PDA'). The PDA was enacted in order to:

(i) provide procedures in terms of which any employee may disclose informa�on rela�ng to an offence or a malprac�ce in the workplace by his or her employer or fellow employees; and

(ii) offer protec�on for an employee, who has made a disclosure in accordance with the procedures provided for by the PDA.

There are various South African laws that also contain provisions to protect whistle-blowers; notably the Companies Act 71 of 2008, the Preven�on and Comba�ng of Corrupt Ac�vi�es Act 12 of 2004 and the Na�onal Environmental Management Act 107 of 1998. In addi�on to various South African legisla�on, there are also interna�onal conven�ons which contain provisions regarding whistle-blowing, and these include the United Na�ons Conven�on Against Corrup�on, the African Union Conven�on on Preven�ng and Comba�ng Corrup�on, the Council of Europe Civil Law Conven�on on Corrup�on, and the Council of Europe Criminal Law Conven�on on Corrup�on.

It is widely reported that organisa�ons which encourage whistle-blowing may be be�er able to demonstrate that the organisa�on abides by good governance prac�ces. In respect of South Africa which is reported to have lost nearly R700bn over the last twenty years due to corrup�on, organisa�ons and their leadership should be encouraging whistle-blowing if they are commi�ed to good governance. But in order for this to happen, the organisa�on must, inter alia, provide employees be�er whistle-

blower protec�on, as well as implement a policy and procedure for whistle-blowers. It is cri�cal that the organisa�on and its en�re leadership visibly demonstrate their firm commitment for whistle-blowers in their joint efforts to deal decisively with the perpetrators.

As responsible organisa�ons re-look their exis�ng frameworks for whistle-blowing to happen in a safe environment, it is equally important to understand the poten�al backlash and emo�onal effects whistle-blowers may suffer during the process of repor�ng illegal or unethical ac�vi�es. Whistle-blowers who act with integrity and a singular purpose to protect and uphold the ethical values of the organisa�on, should not be regarded as vic�ms, neither villains. Whistle-blowers generally understand the risks of their ac�ons, which may include feelings of guilt or shame, disillusionment, isola�on, humilia�on, loss of employment, vindic�ve ac�ons against the whistle-blower, character assassina�on, formal reprimands and some�mes even difficult court proceedings. These individuals should be regarded as heroes for their moral courage and convic�on. Undoubtedly, whistle-blowing is not for the faint at heart and the stress caused when these situa�ons arise may cause physical and emo�onal health problems whether the individual blows the whistle or not.

More informa�on regarding CGF governance services can be found at www.cgf.co.za or call +27 (11) 476 8264 / 1 / 0.



Quality in SchoolsMany of our readers are parents themselves or interact often with children. We have asked our education editor, a retired headmaster, to share thoughts on how to get Quality principles and practices instilled in young people.

Does your child want to be a leader? Richard Hayward

In a school does the most deserving child get selected as a leader? Not always. There are those children who get overlooked for leadership roles. Why?

There are those factors that are simply beyond the child's control. A school, for example, might have a policy that only a set number of learners are selected each year for leadership posi�ons. In a sport team, there's obviously only one captain although there are those coaches who rotate the captaincy.

However, there are �mes when the child's own behaviour and thinking denies them the leadership opportuni�es. A child might simply not be interested. Then there's the child who would like to be a leader but has concerns. Before taking on a leadership role, consider these reali�es:

1 Be prepared to make sacrifices

A school leader usually gets accolades, esteem and privileges. The leader might wear a dis�nc�ve badge, blazer, scroll or �e. There are even schools that have rooms reserved such as Prefect Rooms. Then there are the �ny but significant gestures. At Assemblies all the learners might have to sit on the floor. However, if you're a learner leader or teacher, please sit on a chair!

Leaders soon realise, however, that it's not all about privileges. Demands are made of the leader's �me. Mee�ngs have to be a�ended and func�ons organised. Fellow learners turn to them when difficult decisions have to be taken on school issues.

Children might be reluctant to make the sacrifices of their talents and �me. They need to be encouraged to give to others. There's much rich inner reward received in being a servant leader.

2 Accept the change in public image

Young people in par�cular, are concerned about their public image. They want to portray themselves to others in certain ways. Maybe they would like to be seen as friendly and part of the in-crowd; they might want their peers to see them as decisive and being able to move quickly from talking to ac�on.

The true leader soon learns that his new role could change his way of thinking. No longer is he allowed to make decisions on

what suits him and his friends. He might have to make decisions that make him unpopular with former friends; he might no longer be the 'easy-going nice guy.'

Leadership will demand on occasion an inner personal asser�veness and toughness. There's an acceptance that his former posi�ve public image might change as he stands firm on his set of values.

3 Learn to 'go it alone’

A leader can find himself alone. That person stands alone from the pack. The leader is o�en the one who has to bring about changes for the be�er …and who likes changes?! As the truism states so well, “Leadership is not a popularity poll.” At the �me of wri�ng this ar�cle in August 2015, Barack Obama is arguably the most popular world leader. His popularity ra�ng is only 43% with Angela Merkel not far behind.

Parents and teachers should help the child manage those difficult �mes of leadership. The young leader needs to be supported as they walk though those flames of having to 'go it alone.' Give her the courage to be a value-based and visionary leader.

4 Put up your hand

There's much pres�ge in being captain of a sports team or being selected as a school leader. Yet there's o�en a shyness about being seen as wan�ng to be a leader or being seen as too pushy. There's nothing to be ashamed of! Rather, it's a most posi�ve statement of one's self-awareness and self-regard. If a child has leadership poten�al – and virtually every child has it – she needs to put up her hand. The child needs to let others know of her willingness. Be a pair of willing hands; offer assistance when help is wanted. To be recognised as a leader, be visible.

Encourage the child to put up her hand. In helping others, the child's efforts will be observed by her peers and the staff. May the reward be that of deserved recogni�on and the subsequent privilege of being a leader in selfless service to others.

Morriss, A et al 2014. Stop holding yourself back. Harvard Business Review OnPoint. Fall 2014, pages 106-111.

Dr Richard Hayward does Professional Development programmes under the aegis of SAQI. Seven of the programmes have been endorsed by SACE (South African Council for Educators) and earn PD points. Certificates are issued by SAQI. For more details, please go to www.saqi.co.za (click Quality Education) or www.MySchool.co.za (click on Benefits). Richard's contact number is 011 888 3262. Poor schools are sponsored.

e - Quality Edge13




All courses offered by the South African Quality Institute are presented in association with other course providers and are available to all organisations including SMMEs and corporates. SAQI can assist with the training of a company's workforce and all training packages can be run in-house at cheaper rates. A special 10% discount applies to SAQI members. All prices include VAT. For more information or to register contact Vanessa du Toit at (012) 349 5006 or [email protected]

SAQI reserves the right to change details of the programme without prior notice. Click on the course code for a synopsis or click here for all course synopsis in alphabetical order.

For a list of IT specialised courses, please click hereFor a list of IT specialised courses, please click hereFor a list of IT specialised courses, please click here

SAQI Training Programme for 2015

DOWNLOAD TRAINING REGISTRATION FORM

• Control Chart And process Capabilities (B31)

• Cost of Quality (B1)

• Customer Care (B39)

• Customer Satisfaction and Excellence (B58)

• EMS Lead Auditor (B50)

• Executive Report Writing (B57)

• Exceptional Service (B32)

• Health And Safety Lead Auditor (B52)

• How To Write Procedures, Work Instructions And ISO 9000 Overview (B24)

• Incident and Accident Investigation (B82)

• Inventory and Warehouse Management (B86)

• ISO 14000 Overview (B12)

• ISO 9001:2008 Requirements Workshop (B48)

• Integrated Management Requirements (B14)

• Policy Deployment And Continual Improvement

• Production Planning and Scheduling (B85)

• Project Management Demystified (TD1)

• SHEQ Internal Auditing (B49)

• SHEQ System Development Programme (B51)

• Supply Chain Management (B84)

SAQI also offer the following courses on an inhouse basis for 10 or more delegates.Please contact [email protected] for a quote.

Inhouse only


e - Quality Edge13


Internal Quality Auditing

Introduction to Quality Control

How to write procedures

Statistical Process Control

Development of QMS

ISO 9001 Requirements Workshop

Organisational QMS Lead Auditor

Introduction to Quality Techniques

SAQI Certificate in Quality

Intro to Lean

Lean for Manufacturing

Advanced Product Quality Planning APQP

Rapid Kaizan Improvement

A3 Problem Solving

Lean for the Service Industry

B16

B20

B24

B34

B38

B41

B48

B64

B65

B75

B74

B77

B78

B79

B76

3

5

2

5

5

1

3

3

10

1

4

4

2

2

2

R5,400.00

R11,500.00

R4,600.00

R11,500.00

R11,500.00

R2,750.00

R5,500.00

R5,500.00

R21,340.00

R2,750.00

R8,800.00

R8,800.00

R4,600.00

R4,600.00

R4,600.00

Code Course Days Cost

18-20

16-20

26-28

17-21

11

12-14

13-14

3-4

5

6-8

1-3

19-23

21-23

7-11

14-18

13-16

Aug Sept Oct Nov Dec

http://www.facebook.com/pages/SAQI/214751505226196

http://www.spilab.co.za/course-portfolio

http://saqi.co.za.temp.wadns.net/DNN/LinkClick.aspx?link=70&tabid=66

www.saqi.co.za

http://saqi.co.za.temp.wadns.net/dnn/Training/Training2012/tabid/166/Default.aspx


e - quality edge - bpir blog...e - quality edge 2 bringing quality information to south africans...

Documents