The EFQM Excellence Model. 3 April 2007

Transcription

1 The EFQM Excellence Model 3 April 2007

2 The inside look at the Model Value of the Excellence Model Fundamental Concepts Dimensions Structure Measurement Success Stories 2

3 Value of the Model Improves Process & Customer Satisfaction Award-winning companies have consistently better business results than their competitors in the same industry 3

4 What is the Excellence Model? Set of organisational beliefs or values Basis for thinking about, discussing and improving your organisation Framework for analysing an organisation and benchmarking with others Basis for a management system Framework to make sense of the vast range of initiatives we all have 4

5 Why use the Model? To give a realistic view of how good your organisation is To identify where to focus improvement effort To bring initiatives together into a single framework To encourage the sharing of internal and external good practices To provide a common language To understand the drivers behind business results 5

6 Ask yourself Is Performance OK? Is it Sustainable? Recognition Execute Need to Improve Assess Trends Targets Comparisons Causes Scope Plan results Need to understand Assess Approaches Sound Integrated Implemented Systematic Improved Select changes processes initiatives 6

7 Most widely used Framework The EFQM Excellence Model is a registered trademark of EFQM 7

8 Dimensions to the Model Concepts = foundations Content = structure Comparison = measurement 8

9 The Concepts The eight fundamental concepts which underpin the model are: Customer focus Partnership Development People development and involvement Management by processes and facts Continuous learning, innovation and improvement Leadership and constancy of purpose Corporate social responsibility orientation 9

10 Structure of the Enablers 1 Leadership 1a 1b 1c 1d 1e Criteria parts Areas to consider 5 Processes 5a 1998 EFQM 11 10

11 Structure of the Criterion 6 Customer 6a (75) Perception data Criteria parts 8 in total 6b (25) Performance Indicators 7 People 7a (75) Perception data 7b (25) Performance Indicators 8 Society 8a (25) Perception data 8b (75) Performance Indicators 9 Key Performance 9a (50) Key Performance Outcomes 9b (50) Key Performance Indicators 11

12 Measurement System (24 + 8) scores + weights Max = 1000 points Enablers 7 Attributes 5 Attributes

13 Use of the Model Self-Assessment 80 Stragey formulation 66 Visioning Project management Supplier management Mergers, Investment evaluation

14 Levels of Excellence EEA Recognised for Excellence Committed to Excellence Based on the full EFQM model Max of 75 page submission in English Team of 4-8 International Assessors Consensus and Site Visit Enhanced Feedback Recognition at around 550+ points Based on the full EFQM Model 51 page structured submission in the local language 3-5 Assessors Consensus and Site Visit Feedback Report at criteria level Recognition at 400+ points Based on the 9 criteria of the Model 12 page Action Plan in the local language Two stage process, assessment and site visit Supported by one Validator Recognition based on implementation of an Action Plan 14

15 Success Story: TNT "Every country in our network improved its performance last year in terms of customer satisfaction, the way people feel about the company and the quality of service that we provide for the people who use us. That is why the profits are 50 up, because it all comes together through the framework of this Excellence Model. Alan Jones CEO TNT Express March

16 Success Story: Philips Leadership Competencies MEDIC EMS Survey Balanced Scorecard People People People Leadership Policy Policy & Strategy Processes Customer Key Key Performance Partnerships & Resources Society Balanced Scorecard Acknowledgements to Philips Black Belt Process Survey Tools The PBE Model and BEST Environment Survey Customer Survey 16

17 Success Story: Customs &Tax Their business: Customs and Tax Region Aarhus Denmark is a tax collection centre. It is one of 29 tax regions, which currently employs 5300 people How do they use the model? As a measurement tool, to organise and attract new tasks according to their strategic goals Examples of Focus on the development of a competence account philosophy, based upon the identification, development and sustainability of people s knowledge and competencies They have developed a Layer-cake Model, as a management tool that highlights each employee level of competence and for the Region as a whole. 17