European Foundation Quality Model http:www.efqm.org

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European Foundation Quality Modelhttp//www.efqm
.org
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European Foundation for Quality Management(EFQM)

• Established 1988
• Not for profit organisation
• 14 leading European businesses
• driving force for sustainable excellence in
  Europe
• a world in which European organisations excel
• Membership Jan 2003 800 organisations, most
  European countries and most sectors.

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The Route to Excellence
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Self-Assessment

• The regular and systematic assessment of an
  organisations activities and results against
  best practice . . . as defined in the European
  Model for Self-Appraisal.

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Self-Assessment is . . .

• an opportunity to learn
• about
• the organisations strengths and weaknesses
• what excellence means to the organisation
• the organisations progress on the journey to
  excellence, how far it still has to go and how it
  compares with other organisations.

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The purpose of Self-Assessment is . . .

• To systematically review our results and how
  these are being achieved using an integrated
  approach
• To identify strengths and areas for improvement
  which can be prioritised and actioned through
  improvement plans
• To measure progress of improvement efforts.

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Self-Assessment focuses on . . .

• How your company works
• How good you are
• How you compare with others
• How good you need (want) to be
• What needs changing
• How to get started.

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Benefits of Self-Assessment . . .

• Basis for
• consideration of strategic direction
• prioritising future improvement activities
• feedback report
• Reinforces links between enabling activities and
  excellence in business results
• Progress made against model for business
  excellence
• Basis for benchmarking.

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The benefits of Self-Assessment include

• a highly structured, fact based approach to
  identifying and assessing an organisations
  strengths and areas for improvement and measuring
  progress periodically
• educates people on the Fundamental Concepts and
  framework for managing and improving the
  organisation and how it relates to their
  responsibilities
• integrates the various improvement initiatives
  into normal operations
• facilitates comparisons with other organisations,
  of a similar or diverse nature, using a set of
  criteria that is widely accepted across Europe as
  well as identifying and allowing for the sharing
  of good practice within an organisation.
• From EFQM Self-Assessment and Performance
  Improvement, 1999

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Approaches to Self-Assessment . . .
Sources include UK Excellence Foundation
member Local Small Business Service providers (UK
Benchmarking Index) BETA Workbook (simplified
version).

• Award simulation
• Proformas
• Questionnaires
• Workshops
• Software technology
• eg, Option Finder
• PQASSO
• Matrices. .

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The Self-Assessment process . . .
Develop Commitment
Plan Self-Assessment
Establish Teams to Perform Self-Assessment and
Educate
REVIEW PROCESS
Communicate Plans and Conduct Self-Assessment
Establish Action Plans
Implement Action Plan
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RADAR logic

• Determine the RESULTS it is aiming for as part of
  its policy and strategy making process. These
  results cover the performance of the business,
  both financially and operationally, and the
  perceptions of the stakeholders
• Plan and deploy an integrated set of sound
  APPROACHES to deliver the required results both
  now and in the future
• DEPLOY the approaches in a systematic way to
  ensure full implementation
• ASSESS and REVIEW the approaches followed based
  on monitoring and analysis of the results
  achieved and on ongoing learning activities.
  Based on this identify, prioritise, plan and
  implement improvements where needed.

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Organisations using Self-Assessment . . .

• BT Communications Northern Ireland
• TNT United Kingdom Ltd
• Yellow Pages
• Royal Mail
• Coca-Cola Bottlers (Ulster) LTd
• Nortel
• Social Security Agency
• D2D
• Xerox
• . . .

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The Business Excellence Model
ENABLERS
RESULTS

• Leadership
• Policy and Strategy
• People
• Partnerships and Resources
• Processes.

• Customer Results
• People Results
• Society Results
• Key Performance Results.

INNOVATION AND LEARNING
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European Model for Self-Assessment
ENABLERS
RESULTS
People Results
Key Performance Results
Processes
Leadership
People
Customer Results
Policy Strategy
Partnerships Resources
Society Results
Innovation and Learning
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The Enablers (500 points)
Leadership (10)
Processes (14)
People (9)
Policy Strategy (8)
Partnerships Resources (9)
ENABLE Things to Happen HOW
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1 Leadership . . .

• How leaders develop and facilitate the
  achievement of the mission and vision, develop
  values required for long term success and
  implement these via appropriate actions and
  behaviours, and are personally involved in
  ensuring that the organisations management
  system is developed and implemented.
• a Leaders develop the mission, vision and values
  and are role models of a culture of Excellence
• b Leaders are personally involved in ensuring the
  organisations management system is developed,
  implemented and continuously improved
• c Leaders are involved with customers, partners
  and representatives of society
• d Leaders motivate, support and recognise the
  organisations people.

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Grades for how we work
Getting somewhere
Nothing happening
Making a start
Its working for us
Its our normal practice
Were seriously sophisticated
Grades for what we achieve
None
Few
Some
Quite a few
Many
Most
BETA approach (Business Excellence Through Action)
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What we do
LEADERSHIP
Were getting somewhere
Nothing happening
Were making a start
Its working for us
Its our normal practice
Were seriously sophisticated

• 1.1 As leaders we set the direction for our
  business
• In other words
• We develop the businesss fundamental purpose
  what were here for and where were going
• We develop meaningful values and beliefs for the
  business
• We personally communicate the key messages our
  values our purpose and direction our strategy,
  plans and targets
• We make the priorities clear so that everyone can
  focus on what matters most

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1
2
3
4
5
What we do well ..
Ideas for improvement ..
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3 People . . .

• How the organisation manages, develops and
  realised the knowledge and full potential of its
  people at an individual, team-based and
  organisation-wide level, and plans these
  activities in order to support its policy and
  strategy and the effective operation of its
  processes.
• A People resources are planned, managed and
  improved
• b People knowledge and competencies are
  identified, developed and sustained
• c People are involved and empowered
• d People and the organisation have a dialogue
• e People are rewarded, recognised and cared for.

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2 Policy and strategy . . .

• How the organisation implements its mission and
  vision via clear stakeholders focused strategy,
  supported by relevant policies, plans,
  objectives, targets and processes.
• a Policy and strategy are based on the present
  and future needs and expectations of stakeholders
• b Policy and strategy are based on information
  from performance measurement, research, learning
  and creativity related activities
• c Policy and strategy are developed, reviewed and
  updated
• d Policy and strategy are deployed through a
  framework of key processes
• e Policy and strategy communicated and
  implemented.

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4 Partnerships and Resources . . .

• How the organisation plans and manages it
  external partnerships and internal resources in
  order to support its policy and strategy and the
  effective operation of its processes.
• a External partnerships are managed
• b Finances are managed
• c Buildings, equipment and materials are managed
• d Technology is managed
• e Information and knowledge are managed.

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5 Processes . . .

• How the organisation designs, manages and
  improves its processes in order to support its
  policy and strategy and fully satisfy, and
  generate increasing value for, its customers and
  other stakeholders.
• A Processes are systematically designed and
  managed
• b Processes are improved, as needed, using
  innovation in order to sully satisfy and generate
  increasing value for customers and other
  stakeholders
• c Products and Services are designed and
  developed based on customer needs and
  expectations
• d Products and Services are produced, delivered
  and serviced
• e Customer relationships are managed and
  enhanced.

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The Results (500 points) . . .
People Results (9)
Key Performance Results (15)
Customer Results (20)
Society Results (6)
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6 Customer Results

• What the organisation is achieving in relation
  to its external customers.

7 People Results
What the organisation is achieving in relation
to its people.
8 Society Results
What the organisation is achieving in relation
to local, national and international society as
appropriate.
9 Key Performance Results
What the organisation is achieving in relation
to its planned performance.
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Criterions 6, 7, 8 and 9

• Performance Measures
• Performance Indicators
• SMEs - 9 criteria, 22 sub-criteria

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SMEs must provide evidence of how . . .

• The executive team and other leaders
• Leadership
• 1a are committed to Total Quality Management
• 1b actively drive improvement within the
  organisation and are involved with customers,
  suppliers and external organisations.

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SMEs must provide evidence of how . . .

• The organisation
• Strategy
• 2a formulates strategy and plans based on
  information which is relevant and comprehensive
• 2b communicates and implements strategy and plans
• 2c updates and improves strategy and plan

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Importance of European Framework

• Recognition of Quality as a strategic issue
• Integration of Quality into business operations
• Definition of World Class
• Model for organisation Self-Assessment.

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Improvement plans . . .

• The quality of Improvement Plans are a measure of
  how effectively Self-Assessment, using the model,
  has been performed
• Improvement plans should be consistent with
  strategic plans
• Improvement plans can be at Corporate,
  Departmental or at Small Group level
• Improvement plans should include details on
  Activities, Timescales, Responsibilities and
  Resources.

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Scoring the Enablers. . .

• Approach
• the methods the company use to address the
  Enabler element - appropriateness, systematic and
  prevention based, reviewed and improved,
  integration into normal operations
• Deployment
• extent to which the approach has been implemented
  to its full potential - vertically through all
  relevant areas, horizontally through all relevant
  areas and activities, in all relevant processes,
  to all relevant products and services

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Award scoring process. . .
ENABLERS

• APPROACH DEPLOYMENT
• _______________ 0 _____________
• _______________ 25 _____________
• _______________ 50 _____________
• _______________ 75 _____________
• _______________ 100 _____________

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Award scoring process. . . Enablers (part 1)

• APPROACH Score DEPLOYMENT
• Anecdotal or Non-Value adding. 0 Little
  effective use.
• Some evidence of soundly based 25 Applied to
  about 1/4 of the
• approaches and prevention potential when
  considering
• based systems. all relevant areas and
• Subject to occasional review. activities.
• Some areas of integration
• into normal operation.

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Award scoring process. . . Enablers (part 2)

• APPROACH Score DEPLOYMENT
• Evidence of soundly based 50 Applied to about
  1/2 of
• systematic approaches and potential when
  considering
• prevention based systems. all relevant areas and
• Subject to regular review with activities.
• respect to business
• effectiveness. Integration
• into normal operations and
• planning well established.

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Award scoring process. . . Enablers (part 3)

• APPROACH Score DEPLOYMENT
• Clear evidence of soundly 75 Applied to about
  3/4 of the
• based systematic approaches potential when
  considering
• and prevention based systems. all relevant areas
  and
• Clear evidence of refinement and activities.
• Improved business effectiveness
• through review cycles.
• Good integration of approach into
• normal operations and planning.

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Award scoring process. . . Enablers (part 4)

• APPROACH Score DEPLOYMENT
• Clear evidence of soundly based 100 Applied
  full potential in all
• systematic approaches and relevant areas and
• prevention based systems. activities.
• Clear evidence of refinement
• and improved business
• effectiveness through review
• cycles. Approach has become
• totally integrated into normal
• working patterns. Could be used
• as a role model for other
• organisations.

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Award scoring process. . .
RESULTS

• EXCELLENCE SCOPE
• _______________ 0 _____________
• _______________ 25 _____________
• _______________ 50 _____________
• _______________ 75 _____________
• _______________ 100 _____________

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Scoring the Results . . .

• Excellence of Results will take account of
• existence of positive trends and that negative
  trends are understood and addressed, comparisons
  with own targets and external organisations
  (including best in class), ability to sustain
  performance
• Scope of Results will take account of
• extent to which Results cover all relevant areas
  of the company, extent to which a full range of
  results are available, extent to which relevance
  of Results is understood

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Award scoring process. . . Results (part 1)

• RESULTS SCORE SCOPE
• Anecdotal. 0 Results address few
• relevant areas and
• activities.
• Some results show positive 25 Results address
  some
• trends. Some favourable relevant areas and
  activities.
• Comparisons with own targets.
• Many results show positive 50 Results address
  many
• trends over at least 3 years. Relevant areas and
  activities.
• Favourable comparisons with
• own targets in many area.
• Some comparisons with external
• organisations. Some results
• are caused by approach.

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Award scoring process. . . Results (part 2)

• RESULTS SCORE SCOPE
• Most results show strongly 75 Results address
  most relevant
• positive trends over 3 years. area and
  activities.
• Favourable comparisons with
• - own targets in most areas.
• - external organisations.
• Many results are caused by
• approach.
• Strongly positive trends in all
  areas 100 Results address all relevant
• over gt5 years. Excellent compar- areas and
  facets of the
• isons with own targets and external organisation.
  
• organisations in most areas.
• Best in Class in many areas of activity.
• Results are clearly caused by approach.
• Positive indication that leading position
• will be maintained.

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Award scoring process. . . Enablers
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Award scoring process. . . Enablers
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Award scoring process. . . Enablers (part 2/2)

• APPROACH Score DEPLOYMENT
• Clear evidence of soundly 75 Applied to about
  3/4 of the
• based systematic approaches potential when
  considering
• and prevention based systems. all relevant
  areas and
• Clear evidence of refinement and activities.
• Improved business effectiveness
• through review cycles.
• Good integration of approach into
• normal operations and planning.
• Clear evidence of soundly based 100 Applied
  full potential in all
• systematic approaches and relevant areas and
• prevention based systems. activities.
• Clear evidence of refinement and
• improved business effectiveness
• through review cycles. Approach
• has become totally integrated into normal
• working patterns. Could be used

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Award scoring process. . .
RESULTS

• EXCELLENCE SCOPE
• _______________ 0 _____________
• _______________ 25 _____________
• _______________ 50 _____________
• _______________ 75 _____________
• _______________ 100 _____________

• Excellence of Results will take account of
• existence of positive trends and that negative
  trends are understood and addressed, comparisons
  with own targets and external organisations
  (including best in class), ability to sustain
  performance

• Scope of Results will take account of
• extent to which Results cover all relevant areas
  of the company, extent to which a full range of
  results are available, extent to which relevance
  of Results is understood

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Award scoring process. . . Results (part 1)

• RESULTS Score SCOPE
• Anecdotal. 0 Results address few
• relevant areas and
• activities.
• Some results show positive trends. 25 Results
  address some
• Some favourable comparisons relevant areas and
  activities.
• with own targets.
• Many results show positive trends. 50 Results
  address many
• over at least 3 years. Favourable Relevant
  areas and activities.
• comparisons with own targets in
• many area. Some comparisons
• with external organisations. Some
• Results are caused by approach.

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Award scoring process. . . Results
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Award scoring process. . . Results (part 2)

• RESULTS Score SCOPE
• Most results show strongly positive 75 Results
  address most relevant
• trends over 3 years. Favourable area and
  activities.
• comparisons with
• - own targets in most areas.
• - external organisations.
• Many results are caused by approach.
• Strongly positive trends in all
  areas over 100 Results address all relevant
• gt5 years. Excellent comparisons with areas and
  facets of the
• own targets and external organisations organisati
  on.
• in most areas. Best in Class in
• many areas of activity. Results are
• clearly caused by approach. Positive
• indication that leading position will be
• maintained.

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Your organisations profile

• Leadership 1
• Policy Strategy 2
• People 3
• Partnerships Resources 4
• Processes 5
• Customer Results 6
• People Results 7
• Society Results 8
• Key Performance Results 9
• TOTAL SCORE

0
20
40
60
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Alternative - graph
1
60
2
9
20
8
3
7
4
6
5
50
Your Organisations Profile
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Using the Results

• Most organisations score c 20
• Very good organisations score c 50
• World class performance score gt 75
• NB Questions must be answered realistically