TQM Chapter 3 - 2009 Strategic Quality Management Planning

MORTGAGE BANKING SCHOOL OF SOUTHERN AFRICA
MBS
UNIVERSITY OF ZIMBABWE
GRADUATE SCHOOL OF MANAGEMENT - MBA PROGRAMME
MODULE 1: PHILOSOPHIES AND CONCEPTS

CHAPTER 3 STRATEGIC QUALITY MANAGEMENT PLANNING
University of Zimbabwe Faculty of Commerce Graduate School of Management Masters in Business Administration 2nd Year, 2nd Semester
LECTURER: DR. S. RUTURI
UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE DR. S. RUTURI AUGUST 2008 1
STRATEGIC QUALITY MANAGEMENT PLANNING

READING

Bounds chapters 3, 6 Goetsch, L. David and Davis, Stanley B; (2006) Quality Management Workbook chapter 2 Articles appendix 1 Grant et al Also case study Hewlett Packard
DR. S. RUTURI AUGUST 2008 2
UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE
STRATEGIC QUALITY MANAGEMENT PLANNING

Drivers
High level strategic thinking

Global competitiveness Pursuit of excellence culture Customer value concept Customer value measurement
Understanding and improving systems

STRATEGIC QUALITY MANAGEMENT PLANNING (Contd)

Drivers Creating the future Appointment of New CEO Threat of Change in Ownership Performance Gap
External Intervention eg., Banks
DR. S. RUTURI
AUGUST 2008
QUALITY LEADERSHIP CONCENTRATES ON:

Delight customers. Measure performance. Get closer to customers than competitors. Plan to do all jobs right first time. Agree expected performance standards.
QUALITY LEADERSHIP CONCENTRATES ON: (Contd)
Demand company wide continuous quality improvement. Measure quality mismanagement.
Recognize achievements.
Celebrate successes. Learn from experiences
DEFINITIONS OF STRATEGIC MANAGEMENT

Strategic Plan is a set of comprehensive
approaches adopted by organizations to ensure successful performance in the marketplace David L. Goetsch and Stanley B. Davis (2006)
DR. S. RUTURI
AUGUST 2008
DEFINITIONS OF STRATEGIC MANAGEMENT

Strategic Management Planning is a management plan which bases all actions, activities and decisions on what is most likely, within an ethical framework, to ensure successful performance in the marketplace. David L. Goetsch and Stanley B. Davis (2006)
DR. S. RUTURI
AUGUST 2008
STRATEGIC MANAGEMENT PLANNING is

that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes: Environmental Scanning, Strategy Formulation, Strategy Implementation, Performance Evaluation and Control (Thomas L. Wheelen and J. David Hunger) (1998))
STRATEGIC MANAGEMENT PLANNING FRAMEWORK FOR SAM RUTURI HOLDINGS (PVT) LTD.
Current Situation Environmental Scanning Strategy Formulation
Cost of the Implementation
Strategy
Evaluation & Control
Company Background Vision Mission Values Goals Objectives Strategies Financial Performance
External
Societal Environment Political Legal Economic Socio-cultural Technological Task Environment Competitotrs Suppliers Customers Products Markets
Vision What we want to be
Mission
Reason for existence

Values
What we stand for

Goals
Internal
Governance Structure
Our wish list of desires

Objectives
Culture - Beliefs - Expectations, - Values
What results to accomplish by when
Strategies
Performance Scorecard Financial Perspective Leverage ratios Profitability ratios Liquidity ratios Efficiency ratios Investment ratios
Customer Perspective Internal Processes Perspective Learning and Growth Perspective
Resources -Finance - Human - Marketing - Systems - Operations - R and D - Co- competencies,
Plan to achieve the mission & objectives
Policies
Broad guidelines for decision making
Programme of Action
Activities needed to accomplish a plan
Budget s
Analytical Techniques SWOT TOWS EFAS IFAS SFAS Porters 5 Forces Competitive Assessments BCG Growth / Share Matrix Ansoff Portfolio Matrix Space Matrix
Cost of programs
Procedures
Sequence of steps needed to do the job
Performance Scorecard Process to monitor performance and take corrective action
Source: Adapted from Thomas L. Wheelen and J. David Hunger (1998) and Modified by S. Ruturi (2008)
Multiple-Loop Feedback/Learning
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AUGUST 2008
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COMPONENTS OF STRATEGIC MANAGEMENT

Strategic Planning Strategic Execution
STRATEGIC PLANNING Who are you? Where are we going? How do we get there? What do we hope to accomplish? What are our Strengths and Weaknesses What are our Opportunities and Threats? What must we focus on? What activities must we undertake?
STRATEGIC EXECUTION
Implementing strategies set forth in the plan.
Monitoring progress benchmarks.
against
performance
Effectiveness - correct objectives

Efficiency - Timing
TOTAL QUALITY
Enhances
a firms ability to gain sustainable competitive advantage.
Most effective cost leadership strategy.
Most effective differentiation strategy.

Simultaneous pursuit of differentiation and cost
leadership improves product and service.

CREATIVE THINKERS / MIND SHIFTERS

Creative thinking needs: Knowledge Time
LEFT OF BRAIN VERSUS RIGHT OF BRAIN THINKERS LEFT OF BRAIN Linear Analytical Rational Sequential Orderly Segmented RIGHT OF BRAIN Spatial Synthesizing Holistic Timeless Defuse Unifying Non-Linear
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CREATIVE THINKING VS NATURAL BARRIERS

CREATIVE THINKING Relating things previously unrelated. Thinking on more than one plane. Sensitivity to surrounding. Dreaming and freewheeling. Suspension of judgment. BARRIERS Lack of effort in challenging the obvious Self-imposed limits. Lack of perception or sensitivity. Lack of time. Premature evaluation. Desire to resist change.
CREATIVE THINKING VS NATURAL BARRIERS

CREATIVE THINKING Urge to explore and change things. Ability to abstract. High tolerance of deviancy. Low uncertainty avoidance. Tolerance of ambiguities. BARRIERS Prejudice through misjudgment. Low tolerance of deviancy.
High uncertainty avoidance. Only one right answer.
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RULES FOR CREATIVE THINKING

Bring creative people in one room. Listen to every idea. Safe to express bad ideas. Do not suppress other peoples ideas.
Support mind shifters.

Keep door open. If you are not creative acknowledge and
support creativity in others.

CONDUCT THE SWOT ANALYSIS

Internal Analysis External Analysis
Identifying Organizational Strengths Financial strength A good reputation in the marketplace Strategic focus High-quality products and services Proprietary products and services Cost leadership Strong management team Efficient technological process Talented workforce Faster time to market
IDENTIFYING ORGANIZATIONAL WEAKNESSES

Products with decreasing demand Too diverse a product line Poor image in the marketplace Weak distribution system Weak financial position High unit costs compared with those of competitors Poor quality in products and services
IDENTIFYING ORGANIZATIONAL WEAKNESSES (Contd)

Products with decreasing demand Too diverse a product line Poor image in the marketplace Weak distribution system Weak financial position High unit costs compared with those of competitors Poor quality in products and services
IDENTIFYING EXTERNAL OPPORTUNITIES

Availability of new customers
An
expanding market for potential or planned products

services
existing
or
Ability to diversify into related products and Removal of barriers that inhibit growth Failures of competitors
New
on-line technologies that enhance productivity or quality.

IDENTIFYING EXTERNALTHREATS
Entry of lower cost competitors Entry of higher quality competitors Increased sales of substitute products and
services
Significant slowdown in market growth
Introduction
of
costly
new
regulatory
requirements
Poor supplier relations
Changing tastes and habits of consumers

Potentially damaging
CHARACTERISTICS OF GOOD VISION
Easily understood
Brief, yet comprehensive

Challenging, yet attainable Lofty, yet tangible Stirs Excitement Creates unity of purpose Not concerned with numbers Set the Tone
CHARACTERISTICS OF A VISION STATEMENT

Easily understood by stakeholders. Brief, yet clear and comprehensive meaning. Challenging, yet attainable. Lofty, yet tangible.
Stimulates excitement.
Creates unity of purpose. Is not concerned with numbers. Sets the tone for employees.
VISION STATEMENT ESSENTIALS

It must be a compelling ideal state. It must be a value-based strategy.
It must outflank competitors.

It must be linked to managerial systems. Training and education must be wide
spread. (company wide). Leadership must display constructive impatience. Identify skills and knowledge necessary to achieve the vision. It must be extensively advertised Campaign for the vision. You must have vision apostles
EXAMPLES OF VISION STATEMENTS

THE BELLEVUE HOSPITAL Vision Statement The Bellevue Hospital is the LEADER in providing Resources necessary to realise the communitys highest level of HEALTH throughout life. U.S. POULTRY & EGG ASSOCIATION Vision Statement A national organisation which represents its members in all aspects of poultry and eggs on both a national and an international level.

(Contd)
JOHN DEERE, INC. Vision Statement John Deere is committed to providing Genuine Value to the companys stakeholders, including our customers, dealers, shareholders, employees, and communities. In support of that commitment, Deere aspires to: Grow and pursue leadership positions in each of our businesses.
Extend our pre-eminent leadership position
in the agricultural worldwide.
equipment
market
Create new opportunities to leverage the
John Deere brand globally.

DR. S. RUTURI
AUGUST 2008
25

(Contd)
MANLEY BAPTIST CHURCH The Vision of Manley Baptist Church is to be the people of God, on mission with God, motivated by a love for God, and a love for others. U.S. GEOLOGICAL SURVEY (USGS) The Vision of USGS is to be a world leader in the natural sciences through our scientific excellence and responsiveness to societys needs.

(Contd)
MASSACHUSETTS : DIVISION OF BANKS
Vision Statement
To
protect
the
public
interest,
ensure
competition, accessibility and fairness within the relevant financial services industries, respond innovatively to a rapidly changing environment, and foster a positive impact on the Commonwealths economy.
EXAMPLES OF VISION STATEMENTS (Contd)

OHIO DIVISION OF HAZARDOUS WASTE MANAGEMENT Vision Statement Ohios Division of Hazardous Waste Management is recognised as a leader among state hazardous waste management programs through our expertise, effectiveness, application of sound science and delivery to our stakeholders. ATLANTA WEB PRINTERS, INC. Vision Statement To be the first choice in the printed communications business. The first choice is the best choice, and being the best is what Atlanta Web pledges to work hard at being every day!

(Contd)
CALIFORNIA ENERGY COMMISSION Vision Statement

It is the vision of the California Energy
Commission for Californians to have energy choices that are affordable, reliable, diverse, safe, and environmentally acceptable.
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MISSION STATEMENTS OF NINE ORGANISATIONS IBM PRINCIPLES: EXAMPLE 2 (Contd.)

AMOCO CORPORATIONMISSION STATEMENT
Amoco is a worldwide integrated petroleum and chemical company. We find and develop petroleum resources and provide quality products and services for our customers. We conduct our business responsibly to achieve a superior financial return balanced with our long-term growth, benefiting shareholders and fulfilling our commitment and the environment.
MISSION STATEMENTS OF NINE ORGANISATIONS IBM PRINCIPLES: EXAMPLE 2 (Contd)

VISION STATEMENT
Amoco will be a global business enterprise, recognised throughout the world as preeminent by employees, customers, competitors, investors and the public. We will be standard by which other businesses measure their performance. Our hallmarks will be the innovation, initiative and teamwork of our people and our ability to anticipate and effectively respond to change and to create opportunity.

HARLEY-DAVIDSON: MISSION STATEMENT Stay true to the things that make a Harley-Davidson a Harley-Davidson. Keep the heritage alive. From the people in the front office to the craftsmen on our factory floor, that is what we do. And its why each generation of Harley-Davidson motorcycles, well refined, contains the best of the ones before it. We have a passion for our product few companies understand. But when you see the result, it all becomes clear. Were not just building motorcycles.

HARLEY-DAVIDSON: MISSION STATEMENT Were carrying on a legend. Ask anyone whos ever owned a Harley-Davidson. It gets in your blood. Becomes a part of your life. And once it does, it never leaves. Its something you cant compare with anything else. We know because weve been there. Thats why, for 90 years, weve remained firm in our commitment to building the kind of motorcycles that deserve the intense loyalty that Harley-Davidson enjoys. The styling is still pure. The engines still rumble. Its also why you will see us at major rallies and rides throughout the year, listening and talking to our customers. Staying close to riders and to the sport is how weve kept alive the things that make a Harley-Davidson a Harley-Davidson. Our approach has always been different. But again, so has a HarleyDavidson. We wouldnt have it any other way

VISION STATEMENT
Harley-Davidson, Inc. is an action oriented company a leader in its commitment to continuously improve the quality of profitable relationships with stakeholders (customers, employees, suppliers, shareholders, government, and society). Harley-Davidson believes the key to success is to balance stakeholders interests through the empowerment of all employees to focus on value-added activities.
Our Vision is our corporate conscience and helps us to eliminate short-term thinking, such as cashing in on demand for our motorcycles by giving quantity precedence over quality or cutting corners in recreational or commercial vehicles to save a few dollars per unit.

It also encourages every employee in our organisation to be acutely aware of his or her role in satisfying our stakeholders. Equally important to our Vision, we live by a Code of Business Conduct that is driven by a value system which promotes honesty, integrity, and personal growth in all dealings with stakeholders. Our values are the rules by which we operate: Tell the truth; be fair; keep your promises; respect the individual; and encourage intellectual curiosity. In addition, we never lose sight of the issues we feel must be addressed in order to be successful in the 1990s: Quality, participation, productivity, and cash flow. As a shareholder, you should expect no less from us.
VALUES
Value is not the same to everyone. To customers, value is a perceived level of quality or
performance at an acceptable price; To shareholders, value is a real financial return; To employees, value is a secure job, income, training and development, respect, social contact, and the prospect of doing something worthwhile; To suppliers, value is regular orders, satisfied buyers, ideas for improvement, few hassles, and payment without delay; To society, value is a clean environment, jobs and support for healthcare, welfare, education, the arts, and sport; To government, value is taxes, job creation, training, and social services and support.
GUIDING PRINCIPLES
Represent the organization's value system. Cornerstone for total quality. Give freedom through control. Foundation for corporate culture.
Stakeholders play their role.
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AUGUST 2008
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GUIDING PRINCIPLES: EXAMPLE 1

We will:

Uphold the highest ethical standards.

Customer satisfaction is the highest priority. Treat all stakeholders as partners. Focus on continual improvement of products, processes and people. Provide employees with a safe and health work environment conducive to consistent peak performance.
Be a good communities.
corporate
neighbour
in
our
Protect the environment

IBM PRINCIPLES: EXAMPLE 2

The
marketplace is the driving force behind everything we do. At our core, we are a technology company with an overriding commitment to quality. Our primary measures of success are customer satisfaction and shareholder value. We operate as an entrepreneurial organization with a minimum of bureaucracy and never-ending focus on productivity. We never lose sight of our strategic vision. We think and act with a sense of urgency. Outstanding, dedicated people make it all happen, particularly when they work together as a team. We operate to the need of all employees and to the communities in which we operate.
IBM PRINCIPLES: EXAMPLE 2

The marketplace is the driving force behind everything we do.
At our core, we are a technology company with an overriding commitment to quality.

Our primary measures of success are customer satisfaction and shareholder value. We operate as an entrepreneurial organization with a minimum of bureaucracy and never-ending focus on productivity. We never lose sight of our strategic vision.
EXAMPLE 3: STATEMENT OF VALUES

We never lose sight of our strategic vision. We think and act with a sense of urgency. Outstanding, dedicated people make it all happen, particularly when they work together as a team. We operate to the need of all employees and to the communities in which we operate.

We are one organization, one team, united through shared values Clients Shareholders Ourselves Integrity and Ethics PILLARS OF EXCELLENCE
A belief in excelling at what the group does. A belief that people in the group should be innovators
who can take calculated and communicated risks without fearing punishment. A belief in the importance of attending to detail when doing a job.

A belief in the importance of people as individuals. A belief in superior quality and continuous service
improvement. A belief in the importance of informality to improve the flow of communication through the organization A belief in the importance of our groups growth. A belief in the importance of hands on management, the notion that team leaders should be doers not just planners and administrators. A belief in the importance of a recognizes organization philosophy developed and supported by those at the top. A belief in the importance of having FUN through ones work. People work to live and not live to work
BROAD STRATEGIC OBJECTIVES

Broadly stated.
Specific enough to be measured.

Single issue focus.
Tied directly to the vision and mission.

In accordance with guiding principles. Show
what the organization wants to accomplish.

CAUTION ON BROAD OBJECTIVES

Keep them few in number. Keep the language simple. Tie them to the mission and vision. Dont let them be limiting or restrictive. Make them a means to an end, not an end
themselves.
Do not use them in the appraisal process. Relate them to all employees. Make them challenging but not impossible.
BROAD OBJECTIVES EXAMPLES

Program Objectives 1:
To negotiate and conclude a merger between
Credsure and SFG Insurance Companies by 30 June 2008. To introduce Total Quality Management and Best Practice throughout the organization by 28 February 2008. To increase the companys turnover from the $50 billion to 500 billion by 30 December 2008. To open 4 distribution outlets; one in Harare, Bulawayo, Johannesburg and Lusaka by 31 December 2009. To grow the organization through acquisitive means by 500% by 30 December 2009
CORPORATE STRATEGY

Growth Stability Retrenchment Cost Leadership Strategies Differentiation Strategies Market Niche / Focus Strategies Which products / services? Which markets? Which customers? Using which resources?
COMPETITIVE STARTEGY

STRATEGY: CHOICES

QUALITY IMPROVEMENT FOR CUSTOMER VALUE

Quality design /redesign: Product-based and
user based quality.

Quality of Performance: Manufacturing-
based quality.
Quality of conformance: User-based quality.
DR. S. RUTURI
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QUALITY IMPROVEMENT FOR CUSTOMER VALUE
Customer
Custome r Value Design Product
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AUGUST 2008
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QUALITY IMPROVEMENT FOR CUSTOMER VALUE (Contd)

Quality Design /Redesign Customer Value Quality of Conformance Quality of Performance
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Figure #:VALUE INNOVATION: CORNERSTONE BLUE OCEAN STRATEGY

Costs Value Innovation
Value The Simultaneous Pursuit of differentiation and Low Cost

HIERARCHY OF PLANNING

Corporate Plan Business Plan Functional Plan Individual Plan
CHARACTERISTICS OF SPECIFIC TACTICS Tied Directory to a Broad Objective. Can be assigned. Can be accomplished within a time frame. Can be quantifiable. Measurable Specific in nature
CHARACTERISTICS OF SPECIFIC TACTICS: EXAMPLES

Action Plan for Finance Manager : Admire Khan
Program Objective: To negotiate and conclude a merger between X and Y Insurance Companies. Program Activities: Submit proposal and obtain Board approval for a merger or acquisition of an Insurance company.
Submit a proposal to X for a merger or acquisition and obtain their approval
CHARACTERISTICS OF SPECIFIC TACTICS: EXAMPLES (Contd.)
Obtain approval in principle subject to both parties completing a Due Diligence Exercises on each other. Convene Shareholders extra-ordinary general meeting and obtain approval for the transaction.
Obtain regulatory approval and consummate the transaction thereof.

Conduct a rationalization exercise to harmonise and integrate the two organizations cultures. Reassign duties and responsibilities to the various officers.
CHARACTERISTICS OF SPECIFIC TACTICS: EXAMPLES (Contd.)

Action Steps 1.(a) Identify three insurance companies suitable to merge with (b) Discuss and agree with the GCEO on a suitable company. 2(a) Draft proposal for approval by Board Investments Committee (b) Discuss and obtain resolution from Board Investments Committee for approval by Main Board. (c) Motivate discussion and obtain approval by Main Board.
Responsibilities
Start-End
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AUGUST 2008
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ACTION PLAN FOR CHIEF EXECUTIVE OFFICER: WILL SMITH

PROGRAMME OBJECTIVE: To introduce Total Quality Management and Best Practice throughout the organization by 28 February 2008.
Programme Activities:
1 2 3 4
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AUGUST 2008
56
Tactic
Responsible Individual/Unit
Timescale
Arrange TQ training for all executive managers. Arrange teamwork training for all executive managers. Give all employees training in the use of problemsolving/quality tools. Give all employees training in continual improvement methods. Establish a companysupported off-duty education program for all employees.
CEO CEO
Department Managers Department managers Human Resources Department.
Completed by January 15
Completed by January 10
January 15-February 20
March 15-May 15 In place by February 28
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AUGUST 2008
57
FUNCTIONAL PLANS

Marketing Plan Quality Plan Financial Plan Human Resources Plan
Operations Plan
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AUGUST 2008
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PERFORMANCE MEASUREMENT
Self Assessment Balanced Scorecard
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LESSONS LEARNT
A deep desire across the company i.e. Board
and business and support teams to reach a customer focus dream. Comprehensive and clearly formed plans. Early communication to ensure all understand what is needed. Early involvement of everyone in how the change is delivered. Open communication, informality and hard listening. Early measurement of progress, communications of success and feedback of learning experiences. Continued communications and pursuance of goals.
THANK YOU!
THE END
UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE DR. S. RUTURI 2008 AUGUST 2008 62

TQM Chapter 3 - 2009 Strategic Quality Management Planning

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MORTGAGE BANKING SCHOOL OF SOUTHERN AFRICA

MODULE 1: PHILOSOPHIES AND CONCEPTS

STRATEGIC QUALITY MANAGEMENT PLANNING

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

STRATEGIC QUALITY MANAGEMENT PLANNING

High level strategic thinking

Understanding and improving systems

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

STRATEGIC QUALITY MANAGEMENT PLANNING (Contd)

External Intervention eg., Banks

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

QUALITY LEADERSHIP CONCENTRATES ON:

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

QUALITY LEADERSHIP CONCENTRATES ON: (Contd)

Demand company wide continuous quality improvement. Measure quality mismanagement.

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

DEFINITIONS OF STRATEGIC MANAGEMENT

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

DEFINITIONS OF STRATEGIC MANAGEMENT

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

STRATEGIC MANAGEMENT PLANNING is

Cost of the Implementation

Evaluation & Control

Vision What we want to be

Reason for existence

What we stand for

Our wish list of desires

Culture - Beliefs - Expectations, - Values

What results to accomplish by when

Resources -Finance - Human - Marketing - Systems - Operations - R and D - Co- competencies,

Plan to achieve the mission & objectives

Broad guidelines for decision making

Activities needed to accomplish a plan

Sequence of steps needed to do the job

Performance Scorecard Process to monitor performance and take corrective action

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

COMPONENTS OF STRATEGIC MANAGEMENT

Monitoring progress benchmarks.

Effectiveness - correct objectives

a firms ability to gain sustainable competitive advantage.

Most effective cost leadership strategy.

Most effective differentiation strategy.

leadership improves product and service.

CREATIVE THINKERS / MIND SHIFTERS

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

CREATIVE THINKING VS NATURAL BARRIERS

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

CREATIVE THINKING VS NATURAL BARRIERS

High uncertainty avoidance. Only one right answer.

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

RULES FOR CREATIVE THINKING

Support mind shifters.

support creativity in others.

CONDUCT THE SWOT ANALYSIS

Internal Analysis External Analysis

IDENTIFYING ORGANIZATIONAL WEAKNESSES

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE

IDENTIFYING ORGANIZATIONAL WEAKNESSES (Contd)

IDENTIFYING EXTERNAL OPPORTUNITIES

expanding market for potential or planned products

on-line technologies that enhance productivity or quality.

UZ. - MBA 555: TOTAL QUALITY MANAGEMENT & BEST PRACTICE