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Business Transformation & Operational Excellence Summit & Industry Awards (BTOES)

The Premier Cross-Industry Gathering of Business Transformation & Operational Excellence Industry Leaders & Senior-Executives.

How to Enter The 2019 Organizational Awards

BTOES20 Organizational Awards - Intro - BTOES20

There are 18 Organizational Categories

  • Best Achievement of Operational Excellence in Aerospace & Defense

  • Best Achievement of Operational Excellence in Automotive

  • Best Achievement of Operational Excellence in Banking, Capital Markets, Financial Services & Insurance

  • Business Achievement of Operational Excellence in Business Products & Services

  • Best Achievement of Operational Excellence in Chemicals

  • Best Achievement of Operational Excellence in Consumer Products

  • Best Achievement of Operational Excellence in Energy, Oil & Gas, Power & Utilities

  • Best Achievement of Operational Excellence in Engineering & Construction

  • Best Achievement of Operational Excellence in Food, Drug Stores & Retail

  • Best Achievement of Operational Excellence in Government

  • Best Achievement of Operational Excellence in Healthcare

  • Best Achievement of Operational Excellence in Internet, Education, Media  & Technology

  • Best Achievement of Operational Excellence in Logistics & Transportation

  • Best Achievement of Operational Excellence in Manufacturing

  • Best Achievement of Operational Excellence in Pharmaceuticals & Life Sciences

  • Best Achievement of Operational Excellence in Real Estate & Associated Services

  • Best Achievement of Operational Excellence in Security

  • Best Achievement of Operational Excellence in Telecommunications

 

Entry Guidelines & Rules

Entries to the Organizational categories of The Business Transformation & Operational Excellence Awards program should be for one large, significant impact Operational Excellence project, or a series of multiple smaller projects, which demonstrate how Operational Excellence is being deployed within the organization or the organizational operating unit.

Entries will be required to complete the online entry form outlining the information about the deployment.

An organization or an organizational operating unit may enter only one category.

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Main Entry Document

Entries to the Organizational categories of The Business Transformation & Operational Excellence Awards program should be for one large, significant impact Operational Excellence project, or a series of multiple smaller projects, which demonstrate how Operational Excellence is being deployed within the organization or the organizational operating unit.

The main entry document must contain a 250-word synopsis at the beginning of the document and be no longer that four pages of A4. It should outline the following information on the Operational Excellence activity:

The Main Entry Document is your pitch – so your entry should all be in this one document. 

The 250-word synopsis – is a judges’ aid – it allows them to get a summary understanding of your entry and is a useful tool for you to guide them to the key components (i.e. significant results) within your entry. 

These guidelines are your aid to stay focused and to the point. The reason we keep it to four pages is to keep it relevant. Judges do not want to read excessive descriptions; they want a succinct entry and the key facts.

 

Entries will be required to complete the online entry form outlining the information about the deployment.

You can only enter for one organizational category, but can enter in multiple project categories. 

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Below is the information required, this is how you will scored – i.e. this is what the judging are looking for. So it is important to ensure that your four page main entry document is covering all the information required.

The Strategic Objectives And Scope Of The Operational Excellence Deployment

  • Short term strategy (1-2 years)

  • Long term strategy (3-5 years)


The Operational Excellence Implementation And Timeline

The Size Of The Deployment Challenge

  • Number of business divisions in which deployment is a mandate

  • Deployment geographical coverage

  • The penetration of the Operational Excellence deployment across the organization

The Impact Of The Operational Excellence Deployment

  • Percentage of trained Operational Excellence, Lean or other Operational Excellence practitioners

  • Number of Operational Excellence projects initiated to-date

  • Percentage of Operational Excellence projects completed to-date

The Organizational Results Of Operational Excellence Deployment

  • All results must be shown in percentage terms, not absolute values. Where this is not appropriate, raw data will be accepted. There should be evidence of financial business results – earnings/ sales revenues/margins but the judges will also take into account the strategic relevance of the results achieved.

Best Practises for your Main Entry Document

Guidelines for the Main Entry Document

Your submission should start with a 250-word synopsis and be confined to four pages of A4. This document is your central pitch, encapsulating all key aspects of your project.

  1. 250-Word Synopsis: This is an overview for the judges, providing a snapshot of your entry and guiding them through the significant outcomes.

  2. Document Length and Focus: Limit your document to four pages to maintain relevance and clarity. Judges prefer concise, fact-based entries over lengthy narratives.

  3. Attention to Detail: Adhere closely to the guidelines relevant to your category to avoid missing crucial points. Even small details can impact your entry's scoring.

  4. Effective Writing: Seek assistance from skilled writers, such as your Communications Department, for a polished and engaging entry. Well-written submissions often make a stronger impact.

  5. Consider Your Audience: Treat your document like a 10-minute pitch. Captivate the judges initially, and they will be more inclined to consider your entry favorably.

  6. Conciseness is Key: Avoid filling space with irrelevant content. An entry that is direct and to the point is often more successful.

  7. Results-Focused: Highlight key results such as cost reductions, sales growth, or productivity improvements. Use clear charts and factual data for a compelling presentation.

  8. External Review: Have your entry reviewed by someone outside your team to ensure clarity and objectivity. This helps in making your document accessible to external judges.

  9. Clear Structure: Organize your document logically with clear and informative visuals. A well-structured, easy-to-read entry will stand out in a field of numerous applications.

Remember, your entry is not just a formality; it's an opportunity to showcase your project's impact and innovation. Make every word count!

Awards - Who can enter and how to enter

Enhancing Your Entry: Practical Tips

While some of these suggestions may seem straightforward, their importance cannot be overstated:

  • Thoroughly Review Guidelines: Ensure your entry adheres closely to the guidelines, covering all necessary information to avoid losing points.

  • Understand Category Requirements: Each category has specific requirements. Familiarize yourself with them to ensure your entry aligns perfectly.

  • Choose Your Best Work: Select achievements that best represent your strengths and success.

  • Adhere to Material Limits: Do not exceed the set page limits (e.g., 4 pages for the Main Entry Document) to avoid disqualification.

  • Conciseness and Relevance: Keep your entry focused and pertinent. Resist the urge to fill space with unnecessary content. Remember, brevity can be more impactful.

  • Professional Writing Assistance: Engage with your Communications Department for a well-crafted entry. Judges appreciate entries that are clear, engaging, and professionally written.

  • Objective Feedback: Get an unbiased review of your entry from colleagues outside your team to ensure it resonates with an external audience.

  • Treat It as a Pitch: Consider your entry as a 10-minute pitch to the judges. Captivating them quickly can lead to more thorough consideration and higher scores.

  • Highlight Results: Emphasize key achievements and outcomes such as cost reductions, sales growth, or productivity improvements. Facts and data speak louder than descriptions.

  • Proofreading: Have someone outside your immediate team review your entry for clarity and objectivity.

  • Correct Category Selection: Make sure your entry is submitted in the most appropriate category for a better chance of success.

  • Cross-Reference Supporting Materials: Link any charts, graphs, or reports from your supporting materials directly to your main entry.

  • Avoid Basic Errors: Pay attention to spelling and grammar to maintain professionalism.

  • Follow the Rules: Adhering to the rules is crucial. Attempts to circumvent them can lead to disqualification and diminish your credibility.

 

By incorporating these tips, your entry can stand out for its clarity, coherence, and focus on key achievements.

Common Pitfalls We See In Entries to Avoid.

  • Very poor presentation of the facts.
  • Too much irrelevant material.
  • Links that do not lead to the right information.
  • Blinded by too much data and not enough narrative.
  • Not concise, relevant and to the point.
  • No mention of the customer benefit?
  • Too long – they broke the rules.
  • Did not select the best materials to submit.

Supporting Materials

Entrants may supply supporting materials to provide further insight to the Operational Excellence deployment. These materials must be no longer than two pages of A4 and should only contain sample material from the deployment. Typically they may include examples of internal documentation, organograms, internal and expert reports.

Entries do not need to have supporting materials but if you do include them do cross reference them within your main entry document so that the judges are actively encouraged to read them.

We used to allow more pagination for supporting materials but the judges found that generally there was too much material supplied that was not directly pertinent to the entry and thus were less than enthusiastic about reading through it.

Support documents can be supplied in confidence, please mark this on the supporting document, and they will be destroyed after view. 

Criteria for the Judging Panel

The judges will consider the following criteria when grading all organizational entries:

  1. Value Generation: how significant to the organization was the value generated from the Operational Excellence deployment
  2. Customer Benefit: the beneficial impact of the deployment results on customers – internal and external
  3. Organizational Learning: how did the organization develop as a result of the Operational Excellence deployment
  4. Implementation: the quality of the implementation process in the deployment
  5. Strategic Relevance: how does the Operational Excellence deployment fit in with the organization’s strategic objectives
  6. Leadership Engagement: the level of senior management involvement

The Scoring Matrix Judges Will Use:

Value Generation

 

Score 1-3 - Results not that impressive

 

Score 4-6 - Results fairly impressive

 

Score 7-10 Results very to exceedingly Impressive

Customer Benefit

 

Score 1-3 - No strong evidence of customer benefit

 

Score 4-6 - Entry shows reasonable level of customer benefit

 

Score 7-10- Evident that there has been significant customer benefit

Organizational Learning

 

Score 1-3  - No clear signs of organizational development through Operational Excellence

 

Score 4-6 - Entry shows reasonable levels of organizational development through Operational Excellence

 

Score 7-10 - Evident that there has been significant organizational development though Operational Excellence

Implementation

 

Score 1-3 - Implementation process is not impressive

 

Score 4-6 - Implementation process is to a reasonable standard

 

Score 7-10 - Implementation process is of an impressive standard

Strategic Relevance

 

Score 1-3 - Operational Excellence does not factor strongly within the organizational strategy

 

Score 4-6 - Operational Excellence plays a reasonable role within organizational strategy

 

Score 7-10 - Operational Excellence has a key role within the organizational strategy

Leadership Engagement

 

Score 1-3 - No strong evidence of senior management involvement

 

Score 4-6 - Entry shows reasonable level of senior management involvement

 

Score 7-10 - Evidence of significant involvement of senior management

 

 Apply for the BTOES19 Awards Now

Previous Winning Case Studies

This awards program started back in 2006, as The Global Six Sigma Awards and took place in conjunction with the Global Lean Six Sigma and Business Improvement Summit, and quickly became the industry’s most prestigious program. This was not only due to its size, but importantly due to the two-step scoring & judging ratification process, a strict policy to avoid no conflicts of interest, and a confidentiality agreement that judges sign-up to, which still exists in today awards.

BTOES has taken over this elite awards program and has taken it into the new age of Operational Excellence focused not just on Lean Six Sigma and incremental improvements at the operational level, but also strongly aligned with strategy execution, value creation, customer experience, and business transformation to create the future.

Please click here to view a list of previous winning case studies