GLaM has developed an approach to organisational excellence that is practical and continuous, two elements that are essential for any improvement journey. The GLaM Halo™ cycle is underpinned by proven best practice methods and incorporates global organisational excellence frameworks, international management systems and workplace coaching.
GLaM's Halo improvement cycle eliminates the key challenges for companies in pursuit of organisational excellence by identifying specific areas of improvement and providing solutions.
It starts off with a two step assessment phase (The Organisational Excellence Diagnostic) which is followed by an implementation phase that focusses on the core improvement categories of processes (Process Mastery), systems (Lean Operating System®) and culture (Workplace Coaching).
Rather than being a one-off event, continuous improvement, as its name suggests, should be an ongoing activity and, in order to maintain momentum, is repeated every 12 months.
Organisational Excellence Diagnostic
What is Organisational Excellence?
Organisational excellence, put simply, is how efficiently and effectively your organisation is able to carry out its purpose. Achieving excellence is more than just having a collection of policies and procedures that make day to day activities easier. True organisational excellence requires a holistic approach, one that integrates and aligns the culture, systems and processes of a company seamlessly, allowing it to effectively execute strategies, beat the competition and grow.
Key challenges in the pursuit of Organisational Excellence
The first challenge encountered with many organisational excellence models is that they are based on generic organisations, and as such, can be difficult to interpret to specific circumstances without spending a reasonably large amount of time reading around the model – something that many organisations with a short term focus find hard to justify. The second and main challenge encountered when using excellence models is the models are not structured to provide practical solutions. Although understanding and responding to the criteria may indicate the actions that should be considered, there is no specific advice given on how to improve performance.
The Organisational Excellence Self Assessment (OESA)
This powerful self-assessment tool is carried out by a qualified facilitator, and allows organisations to identify their strengths and areas for improvement. The intent of the self-assessment is to understand the organisations current position against a framework of globally accepted best practice principles. The OESA blends the best frameworks from around the world and is based on models such as BEF (Australia), Baldrige (USA), and EFQM (Europe). In order to gain a holistic view of the organisation, representatives from both management and front line employees participate in the assessment in separate groups, providing both quantitative and qualitative data. The difference between the OESA and other excellence frameworks is that it's tailored to each organisation which ensures the validity of responses. The assessment gives considerable insight into the organisation as a whole and in most cases, increases participants' knowledge and understanding of the latest in leadership and management systems thinking.
Analysis of results: The self-assessment data is collected, processed and analysed to identify any trends across the groups, and importantly, any differences between the groups.
Action Planning Workshop
It is all well and good to understand your organisation's current position on the excellence front, but for any improvement to occur, the creation and execution of an action plan is crucial. GLaM's Action Planning workshop is a full day session conducted in partnership with the company's management team or steering committee. The purpose is to identify key strategic improvement initiatives to be implemented and outcomes include:
- Analyse strengths and weaknesses from the self-assessment
- Identify the gaps between the current state and world class excellence
- Identify improvement initiatives that will provide the greatest possible return
- Allocate improvement champions to each initiative
- Set clear and fair timeframes for each action
- Integrate priorities into strategic plan of the organisation to ensure momentum
Processes drive every area of an organisation — from buying and selling, to delivering products and services, to interacting with customers, suppliers and other interested parties. By improving processes, organisations can generate more profits, reduce costs, and achieve a competitive advantage. Inefficient operating processes carve away at your bottom-line and employee morale.
Optimising processes for effectiveness and efficiency makes sense. However, most companies find this incredibly difficult to do. Excellent organisations use structured methods to improve their processes and achieve efficiency and effectiveness for all stakeholders. They learn, prepare for change and maintain the agility needed to meet new challenges as they arise.
Process Mastery in a nutshell refers to the review, optimisation and automation of key result processes with the express aim to improve the productivity of your organisation. By introducing the concepts of lean, robust, excellent processes, your organisation can develop and improve in those areas that are most important to your specific circumstances.
We help you see the bigger picture
By identifying opportunities and growth potential using GLaM's Organisational Excellence Diagnostic tool, we work with you to master your value-creating processes. It is not always appropriate to focus on the worst processes; the greatest benefits come by excelling at the highleverage processes.
Typically, processes fall into three categories:
These are processes that provide the methodology that is used to improve all other processes in the organisation. Examples include 6 Sigma, Lean Thinking, Innovation, BPM, BPR, and Benchmarking.
This category includes the processes that are critical to an organisation's success and survival creating the primary value stream. Examples include Product Development, Operations, Marketing, Sales, and Supply Chain.
These activities are the enablers to the core processes. They include Finance, Human Resources, Legal, and Technology.
Lean Operating System
GLaM's Lean Operating System® has been developed to assist companies change or improve the way they operate, using best practice tools and techniques. The system is based on a fundamental philosophy of standardisation and continuous improvement, incorporating the three key elements of Lean – Discipline, Waste Elimination and Standardisation.
Standardised work involves the use of high level process maps to identify and remove wasteful practices, and also includes the gathering of all procedures, work instructions and forms. It adds discipline to the culture of an organisation and provides a baseline for improvement initiatives.
Value Steam Mapping (VSM)
VSM is based upon Lean principles, and is a powerful tool used to identify opportunities for significant process improvement within an organisation. It allows an organisation to identify those constraints preventing processes from flowing at their optimum. Creating a Value Stream Map is not the end goal, it is the first step in planning effective process improvement.
Kaizen (Continuous Improvement)
After identifying the opportunities for improvement in the Value Stream Mapping exercise, Kaizen and Lean 6 Sigma principles are applied to ensure that those initiatives are managed from a continuous improvement perspective. Continuous Improvement does not blame people for problems or failures, on the contrary, seeks to expose as many issues and problems as possible as opportunities for business improvement.
Compliance and Momentum
This is the final step in the Lean Operating System® activity. Without this step, the Lean initiative is likely to lose momentum and risks being a one-off event rather than a way of doing business. The organisation must continually improve the effectiveness of the Lean Operating System® through the use of policies, objectives, audits, analysis of data, corrective and preventive actions and management review.
ISO 9001, ISO 14001, and ISO 18001 (AS/NZS 4801) are the internationally recognised standards for integrated management systems. They apply to the processes that create and control the products and services an organisation supplies. The underlying principle is one of systematic control of activities to ensure that the needs and expectations of customers are met. These standards are designed and intended to apply to any product or service, made by any process anywhere in the world. With the Lean Operating System® now implemented, the organisation has the option to be certified to any or all of these standards. Certification is performed by an accredited third party such as SAI Global.
Workplace Coaching is becoming recognised as the difference that makes the difference in high performing organisations. We assist managers and employees to focus on one thing: improving their performance as a key part of their organisation. We do this in much the same way sports coaches work with athletes: by helping them make the most of their natural abilities and find ways to improve on the areas that are not so productive. Specifically, the Workplace Coaching process is designed to help employees work through specific behaviour and thought patterns that may be holding them back, and turn these around to so they become more resourceful and effective.
The Importance of Organisational Change Management
In order for an improvement initiative to succeed you need more than just processes and system in place; you need motivated, focused employees to drive it. GLaM's approach to organisational change management is one that focuses on the employee, and how their goals and motivations are aligned with that of the company.
Cultural Improvement with the GROW Model
GLaM Systems utilises The GROW Model as the framework for implementing cultural improvements within an organisation, and conducts both individual and group coaching sessions.
Goals: The coach and employee agree on specific objectives which will typically come from the action plans generated by the Organisational Excellence Diagnostic (OED). The coach asks specific questions to make sure the goal is in the best interests of the employee and the organisation.
Reality: The employee needs to have a realistic grasp of where they are now, from where they are starting. Is the desired objective a realistic goal - what are the chances of achieving it? Do they know someone else who has achieved this already?
Options: The coach guides the employee in thinking about a number of ways to achieve the goal and the employee decides which way to pursue. The coach is there to help explore possibilities so individuals and teams can decide which option is best for them.
Way Forward: People will only be motivated to go for the goal if they are excited and motivated by it. Here, the coach and client look at the possible obstacles and how they can be overcome.
The GROW Model works because it ensures that there is nothing at the unconscious level which might prevent the employee from pursuing the goal. It checks whether the goal fits in with the individual's capabilities and the organisation's purpose, and establishes whether the employee needs to change any current behaviours or get new skills in order to be successful.
Team or One-on-One Coaching
The workplace coaching program is structured to help develop individuals and teams in the organisation from a cultural perspective. Using the 'GROW' model as the basis for our coaching interventions, these programs will help your people to:
- solve problems
- build self-confidence
- develop new ways to tackle old problems.
Individual Level Initiatives are designed to help people within the organisation achieve greater levels of performance, with a focus on addressing personal result areas.
Team Level Initiatives are designed to help teams within the organisation achieve greater levels of collaboration and results, with a focus on key operational challenges.
Cross-functional Level Initiatives are designed to help teams across the organisation to work together more innovatively and collaboratively on key business challenges to achieve the Enterprise results.
Organisational Level Initiatives are designed to help the organisation develop a shared conversation around holistic change efforts.