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Best Practice Awards 2006
From left to right: Mr Sidney Yuen , Dr. Wilfred Tan, Ms. Margaret Yuen, Ms. Maisie Koo, Ms. Kitty Ip, Mr.W.W. Chan, Professor K.B. Chan, Mr. Peter Crewe, Ms P.Y.Chan, Mr Francis Lung,Mr. Steve Tait, Mr. Jeffrey van Vorsselen, Mrs Lena Chan, Mr. Ronnie Ng The Best Practice Management Group is celebrating jointly with our winners the success of its 7th annual Best Practice Awards competition on 7th November at the Sheraton Hotel, 3/F, Ballroom, from 9 am through 5 pm. The Awards, which focus on customers rather than competitors, recognise best practitioners across a broad industry base in 9 categories. This year, we have introduced an additional category- Corporate Social Responsibility. The Winners of Best Practice Awards2006 are:
We'd like to thank the following companies for sponsoring the Best Practice Awards2006
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Synopses of Presentations 1. Best Practices in Supply Chain Management: TNT specializes in time critical express delivery of goods. The items being transported have evolved from the simple documents and mail that made up the bulk of the business in the past to heavy and specialized items. TNT oversees every single segment of the supply chain allowing companies that wish to transport items across boarders to do so with efficiency. Mr. Ambrose Linn explained the steps that TNT has taken to add value to their customers. These included the development of new technologies and tracking devices that monitor in real time the position of shipments, investment in new airplane fleets and in cross boarder trucking equipment and storage. TNT differentiate themselves from other market players with their unique services and solutions and value added, non core services. Examples ranging from the high end electronic and garment industries to the Hong Kong Jockey Club’s racing samples were used to illustrate how TNT adapts its service to meet individual customer needs.
2. Best Practices in Training & People Development: HSBC has a large and dedicated training team. Ms Susan Au used the case study of their Bancassurance programme, HSBC’s training for its distribution of insurance products, to explain the process that go into developing a comprehensive training system. To ensure a systematic approach and a programme that was both focused and effective a training needs analysis was conducted. This was important because of the scope of the scheme. The training team had to ensure that it addressed the differences in insurance acceptance and the different stages of insurance development across 19 countries in the Asia-pacific region. The speaker illustrated that the strengths of the finished programme stemmed from the understanding that the training had to have a strong platform of shared information but that it should also be flexible enough to allow for the differences in culture, people, business procedures and financial climates in a wide range of countries. Two Training Needs Analysis’s were conducted, one at the Regional Business level and then one in each of the individual countries making up the HSBC group. HSBC’s training team used Best Practice principles to ensure that they shared expertise from the across the world. It leverages the best practices of different countries to produce synergy effects across the departments in different Asia Pacific countries.
3. Best Practices in Enterprise Governance: Professor Chan explained that ensuring good governance has been a priority for SMT since its listing on the Singapore stock exchange in 2001. Enterprise governance is the entire accountability framework in a company and is underpinned by integrated quality assurance, best practice and risk management systems. For the system to work effectively the company has to be looked at from two angles - conformance and performance – and these two areas need to be in balance. Professor Chan explained the role the Board of Directors, Independent Non-Executive Directors and Nomination Committee play in ensuring that the workings of the company were transparent and above board. He introduced his own management philosophy, Super 6S + and explained the role it played in ensuring Best Practices were maintained. The second half of the presentation explained how SMT were taking steps to ensure they followed Green Manufacturing practice, pushing for a standardization of the environmental legislations world-wide. To promote green compliance amongst Hong Kong manufacturing sector, Prof. Chan convened and founded the Hong Kong Green Manufacturing Alliance (HKGMA) in February 2005. The alliance has raised the environmental awareness of local industries and provided guidance to companies in compliance Professor Chan explained how the SMT’s facilities in Hong Kong and China qualify as a Green Partner’s to many of the companies they supplied through-out the world.
Professor Kei Biu Chan, Chairman and Managing Director, Surface Mount Technology (Holdings) Limited shared their Enterprise Governance best practices 4. Best Practices in Simplicity: Using clips of animation from their new training scheme and a “news reader” style of presentation the Midland University training department explained how they had created a modern and effective web based training programme. The training team looked at the problem of having a large body of difficult information that needed to be studied as quickly and as efficiently as possible and decided it was time to move away from the traditional teaching methods of classroom tutorials and seminars. To help transform the staff’s reluctance for learning boring / technical facts they need to teach the subject matters using more interesting media styles and provide a simplified learning approach. The presentation explained the steps the team went through to develop the system. It highlighted how the use of easy to understand graphics allowed the complex information to be put across easily. After agreeing on the episode contents, course developers went through a production process that involved creating story lines and scenarios, preparation of story-board illustrations, designs of major characters, drafting of scripts for voice over recording and editing of animations. It was hoped that by having a rich and detailed design the learner would be able to grasp the meaning more easily. Downloadable sheets were also provided to allow revision to be carried out with a simple button click on the computer. The e-learning nature (available 24 hours around the clock) of the course means that the learners can select a time that fits them best – when there are less interruptions or when they are in a good learning mood. The presenter explained that the new training scheme had proved a success and that retention of information, pass rates and customer satisfaction had all risen since the programme was introduced.
5. Best Practices in Technology Deployment Mr. Wong presented some of the new systems and products that CASCADE have worked on for PCCW and other customers and explained why the company was so success at implementing new technology and providing top rate service to their customers. CASCADE has a company wide focus on providing quality service to its customers. All of the new technological advances and systems have to be backed up with a down to earth service ethos. The strategy emphasizes the need for the right mix of technology development through the production cycle (product development and network planning) into the operation phase and then on to the often overlook post sales support services. The company aims to add value to any project it is working with. This manifests itself in systems that are backed up and redundant. If a system breakdowns then CASCADE often knows about the problem before you do and swaps to an alternative system. To keep its position as the industry leader in a fast growth industry takes much more than just good technical people. The whole company has a culture of best practice running through it and an ethos of quality behind it. Each person is encouraged to make full use of their personal resources – technicians are trained to be ambassadors of the company, to understand the product and to be able to talk to others about its value. Staff are encouraged to take risks and have new ideas. Innovative thought is rewarded. The company is focused on reality but is ready to take the risks that result in the next big break through.
6. Best Practices in Innovation: As one of the major retirement experts, AIA-JF understands the significances and importance of offering different yet innovative products and services to meet the ever changing market demand and to act as a model to other MPF service providers. Mr. Crewe explained that innovation is not achieved merely by means of advanced technology, but also the dedication to translate the needs of the customers and market into the goods and services that are innovative yet practical. He explained that the long and rigorous process of developing a new product, using the company’s Green Fund as an example. Their “Innovative Product Development Process” entails multi-steps that involve gathering and analyzing information, developing ideas, gathering opinions and executing an innovation. It allows them to effectively recognize customers’ expectations, identify new markets niches, and develop customer and market oriented innovations. Last but not least, no innovations can be launched without the full support from their own Management. Mr. Crewe explained that what makes their company unique is the readiness of the Senior Management to accept new ideas. AIA-JF is a foresighted MPF service provider which fosters an open-minded culture that appreciates any innovative ideas. It was only after all these steps that AIA-JF launched the Green Fund - the first MPF investment fund in Hong Kong to adopt the principle of Socially Responsible Investment. With increasingly environmental awareness, Hong Kong was chosen to be the first pension market in Southeast Asia to launch Green Fund.
7. Best Practices in Corporate Social Responsibility Illegal gambling has been a perennial problem in Hong Kong over the years but it started to become a matter of particular community concern from the mid-1990s onwards. Clips from the campaign aimed at stopping illegal betting on the World Cup were shown and Mr. Ling explained the message behind them:- No person under the age of 18 is allowed to place a bet or purchase lottery tickets or enter premises where bets are accepted, only gamble what you can afford to lose and Don't bet with illegal bookmakers. The presentation concluded with an explanation of the Hong Kong Jockey Club's "not-for-profit" business model and how it enables the Club to accomplish a simultaneous dual mission: providing a variety of world-class sporting entertainment to the community, while contributing to public revenue in the form of duties and taxes, and making donations to a wide range of community projects that enhance the quality of life of Hong Kong people.
Mr Edgar Ling, Marketing Manager, The Hong Kong Jockey Club shared their Corporate Social Responsibility best practices
8. Best Practices in Customer Relationship Management KMB presented a video which highlighted the best practices in Customer Relationships. The video showed members helping on the buses and in the wider community. The club has now recorded nearly 40,000 hours of voluntary service in community building, civic education, and environmental protection and social service activities. Members are regular participant in the Community Chest's charity walks and carry out social activities including environmental protection activities, such as tree planting and voluntary work at Mai Po Nature Reserve, visiting children's homes and homes for the elderly, and assisting with Flag Days. The video showed how the Selection of Good Passenger Campaign was run earlier this year. 90 members of FRN were recruited, trained, and sworn in as Courtesy Ambassadors and then sent to ride on buses to observe passenger behavior. Passengers that demonstrated exemplary behavior where nominated for consideration as a finalist in the campaign. From the nominees, five finalists were selected from each district and the video showed the awards being given out. This programme highlights the key aspects of a good Corporate responsibility Management strategy. It directly reinforced the public's perception that KMB’s was working towards its stated purpose of promoting civic consciousness and creating a more harmonious and caring living environment.
9. Best Practices in Outsourcing NCSI’s presentation showed how their strong set of Best Practice procedures and a conscious effort to offer a quality service have allowed the company to land key contracts within the government sector and fuel an expansion in the private sector. The company offers a full package solution to its customers and specialize in meeting the specific needs of each client. They operate a “Think-Build-Operate “system that allows each customer to enjoy integrated solutions which offer innovative, timely and effective systems delivery and operations. A good reputation and track record is needed to be a successful outsourcer and the presentation showed how NCSI’s reputation is built upon their strategic IT planning, computerization and transformation of Singapore’s public administration. They then became part of the nationwide IT planning initiatives for the Sri Lanka, Hong Kong, Thailand and Mauritius governments. NCSI' reputation for reliability, honed through 25 years of providing good service for these government wide, large-scale projects, places the company in good stead with top-tier regulatory bodies around the world where reliability is of top priority. The presentation explained that NCS’ foremost strength is their people. Engineers, consultants and project managers are dedicated, highly trained and experienced and have the critical skills, technical expertise, flexibility and customer orientation. Combined with high internal standards and the leveraging of experience from working with so many large organisations through-out the world means that the company has the skills necessary for the successful delivery of outsourced services whatever the size or type of organisation they are working for.
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