TALLINN EFQM OPEN DOORS DAY

Transcription

1 TALLINN EFQM OPEN DOORS DAY 3 rd June 2014 Marc Amblard, CEO

2 Introducing EFQM

3 What is EFQM? Non-profit foundation formed in Members in 60 countries 35 Partners in 31 countries 30,000 organisations using the EFQM Excellence Model More than 4,500 networking contacts Excellence Model in 21 languages 2013 EFQM

4 Vision, Mission & Values Vision A world striving for sustainable Excellence Mission As a European foundation, we inspire organisations to achieve sustainable Excellence by engaging leaders to learn, share and innovate using the EFQM Excellence Model. Values Passionate about excellence Working in partnership Building trust Engaging people 2013 EFQM

5 Some of our members

6 35 Partners in 31 Countries 6

7 The EFQM Excellence Model

8 Dealing The EFQM with Excellence expectations Model Brand reputation Ethical behaviour Transparent communication Opportunities to develop & grow Work / life balance Pride in Organisation Value-adding products & services Excellent service Return on investment Optimise profitability Sustainable financial growth Society People Customers Shareholders Leaders who inspire trust Clearly defined long-term strategy Robust internal processes The right Partners & Suppliers 2013 EFQM

9 What the EFQM Model is / is not Integrates all initiatives, providing a holistic approach to business excellence Helps identify current strengths, areas for improvement and actions driving your results Drives and stimulates continuous improvement Is pragmatic and practical: developed with & for organisations Is relevant for all types of organisations Is NOT prescriptive: you choose what is relevant for you Is NOT an additional initiative

10 The EFQM Model 8 Fundamental Concepts RADAR 2013 EFQM 9 Criteria

11 A Holistic Management System Leadership Vision, Mission & Values Leadership Competencies & Development Balanced Scorecard Management Meetings Stakeholder Meetings Annual Report / Sustainability Report People Employee Engagement Survey Competency & Job Description Objectives Setting, Training Plan & Appraisal Internal Communication Strategy SWOT Analysis Strategic Planning Process Communicating Strategy Risk Management Scenario Planning Examples of Enablers Processes, Products & Services Process Management System (e.g. ISO9001) Process Improvement (e.g. Six Sigma) R&D Marketing Customer Satisfaction Surveys Customer Service & Relationship Partnerships & Resources Supply Chain Management Financial Budgets & Management(e.g. ISO14001) Environmental Management System IT Infrastructure 2013 EFQM

12 Phases of Excellence Concept Start Up On the Way Mature Adding Value for Customers Customer groups are identified, day to day contacts are managed and satisfaction is measured. Needs and expectations are deeply understood and embedded in customer related management processes. The on-going dialogue with customers is used to anticipate changes to the needs and expectations of markets, current and potential customers. Creating a Sustainable Future Management, legal and global/local regulatory requirements are understood and met. The organisation s approaches support the aims of economic, social and environmental sustainability. Sustainable corporate behaviour is recognised by key stakeholders as an integral part of the organisation's purpose and strategy. Developing Organisational Capability A process exists for understanding current capabilities and future organisational needs. There is a structured process managing organisational change. The organisation has a proven track record for effectively managing change, not only within their own operations but across all key parts of their value chain. Harnessing Creativity & Innovation New ideas and innovations are encouraged. Creativity and Innovation are managed as structured processes with assigned roles and responsibilities. There is a systematic approach to creativity and innovation, throughout the organisation and related values streams and communities. 12

13 Ex: Increase Customer Satisfaction Leadership Manage & Motivate Mtgs with Customer People Employee Empowrmt Strategy Training Product Strategy Service Strategy Partnership & Resour. Processes, Prod, Sces New Products Lead time reduction Standardization Cost reduction Quality People Results Employee Engagement Customers Results Customer Satisfaction Society Results Business Results Price Premium Market Share Revenue Growth Customer Focus Culture Suppliers relations New Technologies Brand Image

14 RADAR for Enablers Sound Approach Integrated Implemented Deployment Enablers Systematic Measurement Assessment & Refinement Learning & Creativity Improvement & Innovation 2013 EFQM

15 RADAR for Results Scope Relevance & Usability Integrity Segmentation Results Trends Targets Performance Comparisons Causes 2013 EFQM

16 Integral to Strategic Planning Corp. Guidance External signals Past Performance Strategic Plan - KPIs / Targets - Deployment Initiative #1 Initiative #2 Plant 1 Div 2 - Maturity - Results Initiative #3 Assessment / Gap analysis

17 Does the model work?

18 Bosch Chassis Systems Benefits of using the EFQM Excellence Model Helps focus management on running change and improvement activities and continuously improving their business. Provide feedback and external, objective perspective for future change Lead global organisation and frame strategies, set and follow common targets and sustain corporate culture worldwide. EFQM Excellence Awards brings external recognition 1 st company to submit a global business for EFQM Awards. Model also plays a vital role in increasing motivation of the associates. Dr. Werner Struth, Member of Management Board We've been using the EFQM model now for over 5 years. It is clearly a mighty tool which assists us in leading our global company. The model nowadays is indispensable for us. EFQM Prize Winner

19 La Poste Mail Division Benefits of using the EFQM Excellence Model Structure for efficient preparation for the opening of its market Internal assessments fully integrated in the strategic planning process. 28 of the 41 regions have EFQM recognition; most of 950 local offices have done an internal assessment Customer satisfaction Index: 55 in 2009 to 61 in 2012 Postal delivery quality : 83% in 2010 to 88% 2012 Employee satisfaction increased from 63% in 2009 to 64% in 2012 Pierre Agullo, Director - Quality and Innovation A key strength of the EFQM Model is its ability to drive progressive and continuous improvement from the initial assessment on. When the top management saw the first achievement, they decided the full deployment of the Model. EFQM Recognised for Excellence

20 Amount in Euros Deployment drives Revenue 200 Revenue per available room Actual Target EFQM Prize Winner EFQM Award Winner

21 EFQM Assessment Score Financial Performance Midlands Excellence Winner UK Excellence Finalist UK Excellence Winner UK Excellence Finalist UK Excellence Finalist UK Excellence Winner EFQM Excellence Prize UK Excellence Winner Award Year Business 1 Business 2 Profit

22 Excellence 78,6% 81,8% 85,4% 84,7% 83,7% hours per vehicle (HPV) 93,4% 93,1% 100% Operational Efficiency 100% Labor Productivity : hours worked per 80% vehicle produced ; an indicator of the site s operational efficiency. Basis: 100% value % EFQM Prize Winner Actual Benchmark Target

23 ... Customer Satisfaction... An Automotive plant Actual Target CSI [%] EFQM Prize Winner

24 Supporting your Journey

25 EFQM Portfolio Learning from the Network Personal Development Training at EFQM EFQM Assessor EFQM Membership Organisational Development In House Training Assessment & Recognition EFQM Tool Kit

26 Maturity Pathways

27 EFQM Knowledge Base 2013 EFQM

28 Good Practice Visits 2013 EFQM

29 Thematic Webinars New Ways of working BB2B Customer Satisfaction Lean / 6 Sigma and Excellence People involvement in Continuous Improvement Excellence as part of the Strategic Planning Process Management of Innovation

30 Sector Platforms Sharing platform gathering same-sector players Share good practices Develop knowledge Extend network in your sector Some events for Members only

31 EFQM Model languages Languages 2013 EFQM

32 EFQM Assessor Development Path Act as an EFQM Assessment Team Leader Act as an EFQM Award Assessor EFQM Master Assessor Training EFQM Assessor Training Basic Assessor Training

33 EFQM Line Manager Development Path Learn from experience: Manage an actual improvement project at your organisation EFQM Leader for Excellence - Level 2 EFQM Leader for Excellence - Level 1 EFQM Journey to Excellence

34 EFQM Levels of Excellence EFQM Excellence Award Recognised for Excellence Assessment Potential Outcome: C2E 2*, R4E 3*, 4*, 5* Committed to Excellence Assessment Potential Outcome: Committed to Excellence 1* or 2* Committed to Excellence Project Validation Potential Outcome: Committed to Excellence 1*

35 EFQM Forum 2014 Join the debate on the Future of Excellence Brussels, Belgium 20 & 21 October 2014

36 #Join #Find #Watch #Follow

37 THANK YOU More information: