EFQM Ireland Excellence Recognition. George Wilson Jan 17

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1 EFQM Ireland Excellence Recognition George Wilson Jan 17 EFQM 2014

2 Objectives To develop an understanding of the EFQM Excellence Model criteria To gain an understanding of how the Excellence Model integrates with day to day activity To review the key elements of the EFQM Recognition process

3 EFQM Criteria Enablers Results Leadership People Processes, People Results Business Results Products & Services Strategy Customer Results Partnerships & Resources Society Results EFQM 2012 Learning, Creativity and Innovation

4 The EFQM Excellence Model Three components The Fundamental Concepts The 9 Criteria RADAR

5 What is Excellence? EFQM Definition: Excellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders. Practically, this means: They have a clear understanding of who their stakeholders are and what they expect. They develop strategies to achieve or exceed these expectations. They achieve excellent results today. They demonstrate that they can sustain this performance in the future by showing the causes of these results are understood and effectively managed.

6 The EFQM Excellence Model Is: A forward looking framework to help look at how an organisation is working and opportunities for improvement An agenda for Excellence as defined by the EFQM and the Fundamental Concepts A basis for learning and improvement (not a basis for fault finding and blame) to help an organisation achieve its goals Is Not: A route map, with answers Separate from the Business

7 Integration with improvement initiatives Business Plans Investors in People ISO 9001 Six Sigma People People Results Balanced Scorecards Leadership Strategy Processes Customer Results Business Results Vision & Values Partnership & Resources Society Results Customer Service Excellence Strategic Sourcing B.P.R ISO 14001

8 Benefits of Applying It allows the applicant to compare itself against role model organisations. It creates an internal stimulus to continue the drive to maintain performance and position. The process provides an independent validation of the degree to which the organisation has implemented Excellent Approaches and achieved Excellent Results. Feedback helps to focus future organisational improvement activities. Not just recognition but a better way of managing your organisation..

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

10 Journey to Excellence Gold Star Service Excellence Committed to Excellence - 2 * Committed to Excellence - 1 * Committed to Excellence Recognised for Recognised for Excellence 3* Excellence 4* points points Recognised 4 Excellence Recognised for Excellence 5* 500+ POINTS IRELAND AWARD WINNER 501+ points Ireland Award Winner

11 The Assessment Process Assessor Completes Individual Pre-work Consolidation and Clarification Prepare for Site Visit Conduct Site Visit Consolidate, Prepare Feedback and Score EFQM 2014

12 The Ireland Excellence Award Assessment Process Before the Site Visit Review key information & identify strategic themes Map across Model to identify high level site visit themes During the Site Visit Conduct interviews to confirm strengths Test & confirm areas for improvement identified Check understanding is correct with applicant Search for Good Practices EFQM 2014 Agree site visit plan. Complete assessment, feedback report & score

13 Forming Assessment teams Normally 4 6 Assessors. Seek to have good mix of skills, experience, geography and preferred team roles. One Assessor performs the role of Assessment Team Leader. Normally each team member takes oversight responsibility for one or more Model Criteria or Criterion parts. Therefore: The degree of real teamwork is a critical factor in the success of an assessment

14 The Enablers

15 The Results 15

16 R4E Process and Key Outputs

17 EFQM Management Document 1. Key Information: This summarises the organisation s operating environment, structure, stakeholders and strategic objectives (around 5-10 p). Example Inputs Strategy Plan 2. Enabler Section: This describes the key approaches they have adopted to achieve the strategic objectives (around p). Process Model 3. Results Section: This gives an overview of the key results the organisation has achieved, showing how effectively they are progressing towards their strategic goals (around 5-10 p). Scorecard

18 Levels of Recognition 3 * (300 + points) Has demonstrated its ability to lead Change through effective Leadership Some good management practices are in place and impact positively on the results of the organisation 4 * (400 + points) Performs well in a number of areas and takes change seriously Get things done and can demonstrate it has invested in some of the practices that will lead to success Results are improving

19 5 * (500 + points) Is a high performing organisation where change is managed Improves, refines and simplifies the practices it uses to achieve its goals Achieves results in line with the strategy Feedback Report Builds a clear understanding of the organisation, its strategy and challenges Helps the organisation to focus on what is important for its future Stimulates the identification of practical next steps and how to improve RADAR scoring

20 What the Assessors are looking for EFQM 2014

21 What do you do? What are the Key Inputs?.... What happens in the Organisation? What are the Key Outputs? Understanding the organisation

22 Evidence from Management Interviews The interviews will be with Senior Managers and may include Functional Experts Information Technology Suppliers Marketing Health & Safety Quality Systems and other systems Training & Development Maintenance Financial

23 Evidence from Employee Focus Groups To establish how and how well the company operates from an employee perspective. Normally involves group(s) of 4-8 people selected by the company. Participants should be representative of the different areas within the company and of different levels. The participants should be selected on the basis that they will give a realistic view of the company. The participants should be briefed but no preparation is required on their part.

24 EFQM 2014 Thank You

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