Using the Business Excellence Model in John Mowlem and Company

Introduction

John Mowlem and Company PLC is one of the country’s leading construction services companies. Founded in 1822 by John Mowlem the company has an enviable and enduring pedigree second to none. The company has always been innovative in the range of activities undertaken, never more so than the present where it has a wide spectrum of expertise to become a total construction services and solutions provider

Using the Business Excellence Model

Mowlem has for sometime successfully pursued quality in its business activities reaching a level of maturity that needed be tested, particularly given the current and anticipated changes in the construction industry. A strategic decision was taken to use the Business Excellence Model as the diagnostic tool to: -

· measure progress in pursuit of business objectives

· continue the maturing of the Mowlem approach to quality issues, moving on from ISO 9000

· relate everyday activity to typical behaviours demonstrated by ‘excellent’ organisations

· Create a methodology and framework for continuous improvement.

A strategic partner was sought who: -

· Could move beyond ISO9000 and its assessment

· Were assessors not auditors, basing the findings on understanding rather just taking the Model criteria as if a standard

· Would add value, directing areas for improvement at business objectives rather than carrying out assessments for assessments sake

· Understood the weaknesses of self-assessment but who didn’t want to offer a third party registration approach.

On this basis BSI Business Solutions was selected particularly as a true partnership approach was suggested that not only met John Mowlem requirements but has proved to be the desired approach throughout the life of the project.

An agreed programme of assessments was conducted throughout all Business Units and Central Services within the Northern Division of John Mowlem and Co Plc against the principal criteria of the Business Excellence Model.

The objectives of the programme was to:-

· carry out an assessment against the Business Excellence Model linking the findings to the Northern Division Objectives and Strategies and Business Unit Plans

· cover the 9 criteria of the Business Excellence Model with the focus on key processes and process management

· transfer BEM knowledge and assessment skills to key Mowlem staff.

Pilot and Plan

A pilot assessment was conducted at the Bromborough regional office. The results showed that the assessment would only work if key success criteria were followed. From this a detailed schedule for assessments and methodology for the assessments themselves was agreed.

The prime issue was to relate all areas of the assessment (i.e. the areas of strength and improvements) against the Divisional and Business Unit objectives and business plans.

Assessments

The assessments which were conducted over a two day period consisted of one to one interviews with managers and facilitated group sessions with staff representatives from all of the departments and projects. It is estimated that over half the staff in the division were involved in this process.

The only documentation evidenced was the business strategies and plans, the framework of management systems (quality, technical, personnel and safety). Assessments concentrated on the activities to achieve the business objectives (Enabler criteria) and the business results achieved (Results criteria).

Assessments commenced at director level, moving through the key managers, staff representatives and then back to director level. This approach enabled communication of objectives and strategies and their implementation to be tested up, down and across functions and level against a set of organisational behaviours that have already been established in various industry sectors.

It was clear that assessors needed a high level of inter-personal skills and business acumen to focus on the business and its objectives, to relate the business to the model rather than the model to the business whilst acting as facilitator. This was even more important given that managers and staff involved ranged from directors to site staff to office based admin staff such as central credit control and personnel staff.

One of the key lessons was that the facilitated approach taken required a level of skills that are not commonly found amongst consultants and / or auditors.

Assessment Conclusions

The assessment reports detailed: -

· Areas of strength and areas for improvement for each business unit relative to the pursuit of its stated business objectives

· A divisional report detailing the areas of best practice identified for sharing across the division and common areas for improvement requiring divisional attention

· Profiling of individual business units using the scoring system to allow internal benchmarking

The project also concluded that the assessments could be targeted not only at the pursuit of business objectives but also at other, external drivers. In this sense the model can be used to validate activity undertaken to meet other externally imposed requirements.

Continuation Strategy

Following the assessments and a review of the lessons learnt a continuation strategy for implementation for future use of the model and assessments was prepared.

Approach

Four Step Strategy:

Business Excellence Model assessments

Holistic assessment using the Business Excellence Model criteria as a diagnostic tool, linking the findings to Business objectives, strategies and business plans.

A graphic profile will enable visual prioritising of areas for improvement and areas of best practice

Divisional Action Plan *

Divisional Action Plan detailing

· proposed action on priority areas for improvement identified from assessments

· methodology for sharing best practices

· Proposals for review and future evaluation using the Business Excellence Model.

Performance Measurement

· Comparison in chart format of business unit KPI’s based upon construction industry indicators.

· Collated Divisional KPI based upon business unit performance

· Alongside current specific trading data and reports

Activity Reporting

Individual business units reports based upon the nine criteria of the Business Excellence Model, , addressing

· progress in meeting Action Plan requirements

· improvement activity taken and planned to improve performance (based on the analysis of their own KPI’s)

· The findings from the assessments.

Learning for Future Use of the Model

From the perspective of conducting assessments, using the Business Excellence Model, against the stated business objectives leads to exciting and innovative strategies for future use of the Model within Mowlem, construction and other industry sectors.

Framework

It is well acknowledged that the model is a framework for initiatives. Using this pro-actively the model can be used as both an interpreter of external drivers and initiatives and as a tool to balance external drivers with business objectives, ie to understand the external drivers in the context of business using the model as a ‘facilitative tool’, of filter:

Balanced View

Project Based

Assessments against business objectives can readily be transferred to project level with project objectives juxtaposed with the higher-level business objectives. The project objectives can be generic and industry specific such as prime contracting principles as well as any partnering charter or pact objectives.

Supplier Development

By way of example, we are exploring the implementation of a Supplier Excellence Programme, based upon the Business Excellence Model. This approach is well established within the core business of Mowlem’s prime contracting alliance partner, British Aerospace.

Future Developments

Armed with the experience gained with John Mowlem, BSI Business Solutions has built upon existing skills and knowledge and as a direct result projects are being planned / have been delivered that: -

· Look at a range of improvements to deliver business objectives

· Review and evaluate the meeting of external drivers including Best Values, Clinical Governance

· Focus on internal drivers, which can vary from growing the business to the competence of managers.

Staff development

Subsequent to the assessments a number of staff from Mowlem have enrolled upon an open learning diploma in Business Excellence. These staff have enrolled through an individual desire to further their knowledge of the excellence model concept, and in doing so broadening the awareness of the Business Excellence Model.

Further information

If you wish to discuss what we did then contact either: -

Martin Brown - John Mowlem and Co

Ian Rosam - Bsi Business Solutions