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Part 3

International Quality Standards and


Awards

January 2014

Quality Management

International Quality Standards and


Awards
ISO 9000
EFQM Excellence Model

January 2014

Quality Management

EFQM Excellence Model

January 2014

Quality Management

EFQM
EFQM - European Foundation for Quality
Management
Non profit membership foundation
established to increase the competitiveness
of the European economy
The intention to found EFQM was signed in
October 1988 by 14 European business
leaders.
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EFQM

Robert Bosch GmbH


British Telecommunications plc
Bull SA
Ciba-Geigy AG
Dassault Aviation
AB Electrolux
Fiat Auto SpA
KLM
Nestl
C. Olivetti & C., SpA
Philips
Renault
Sulzer AG
Volkswagen AG

January 2014

Mr. K. Eckert
Mr. I.D.T. Vallance
Mr. F. Lorentz
Mr. H. Lippuner
Mr. S. Dassault
Mr. A. Scharp
Mr. U. Agnelli
Mr. J.F.A. de Soet
Mr. R. Morf
Mr. C. De Benedetti
Mr. C.J. van der Klugt
Mr. R.H. Lvy
Mr. F. Fahrni
Mr. Carl H. Hahn

Quality Management

EFQM
The foundation was formed in 1989, with 67
members
The first version of the EFQM Excellence
Model was created by a group of experts from
various sectors and academic institutions and
launched in 1992.
It acted as the framework for assessing
applications for the European Quality Award
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EFQM
To help organisations to improve and achieve
higher levels of performance, EFQM provides
networking and mutual learning experiences
offers education
recognises achievements
supports the implementation of best in class tools
and practices.

This is achieved through the use and


application of the EFQM Excellence Model
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EFQM Excellence Model


Business Excellence focuses on the customer and
requires inspirational leadership as well as systems,
processes and facts to manage an organisation.
But for everything to happen, there is a need to
maximise employees contribution by helping them to
develop and grow.
Business excellence means that excellence is achieved
in everything an organisation does including its:
customers, strategy, leadership, people, partners,
society, processes, products and services.

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Quality Management

Fundamental concepts
The Fundamental Concepts of Excellence are the
underlying principles of the EFQM Excellence
Model
The principles are the essential foundation of
achieving Sustainable Excellence for any
organization.
They can be used as the basis to describe the
attributes of an excellent organizational culture.
They also serve as a common language for senior
management
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Quality Management

Fundamental concepts
Taking Responsibility for a
Sustainable Future

Achieving Balanced Results


Adding Value for Customers

Building Partnerships

Leading with Vision,


Inspiration & Integrity
Nurturing Creativity &
Innovation
Managing by Processes
Succeeding through People

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Fundamental concepts
Achieving Balanced Results
Excellent organizations meet their mission and progress
towards their vision through planning and achieving a
balanced set of results that meet both the short and long
term needs of their stakeholders and, where relevant,
exceed them.

Adding Value for Customers


Excellent organizations know that customers are their
primary reason for being and strive to innovate and create
value for them by understanding and anticipating their
needs and expectations.
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Fundamental concepts
Leading with Vision, Inspiration & Integrity
Excellent organizations have leaders who shape the
future and make it happen, acting as role models for its
values and ethics.

Managing by Processes
Excellent organizations are managed through structured
and strategically aligned processes using fact-based
decision making to create balanced and sustained
results.

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Fundamental concepts
Succeeding through People
Excellent organizations value their people and create a
culture of empowerment for the balanced achievement of
organizational and personal goals.

Nurturing Creativity & Innovation


Excellent organizations generate increased value and levels
of performance through continual and systematic
innovation by harnessing the creativity of their
stakeholders.

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Fundamental concepts
Building Partnerships
Excellent organizations seek, develop and maintain
trusting relationships with various partners to ensure
mutual success. These partnerships may be formed with
customers, society, key suppliers, educational bodies or
Non-Governmental organizations (NGOs).

Taking Responsibility for a Sustainable Future


Excellent organizations embed within their culture an
ethical mindset, clear values and the highest standards of
organizational behavior, all of which enable them to strive
for economic, social and ecological sustainability
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EFQM Excellence Model


EFQM (European Foundation for Quality Management)
Excellence Model is not a standard
It is a management framework used by over 30 000
organizations in Europe and beyond
The EFQM Excellence Model is used as a basis for selfassessment
Doing this an organization grades itself against the 9 criteria
Goal is to identify current strengths and areas for
improvement against strategic goals.
Next step is definition and prioritization of improvement
plans to achieve sustainable growth and enhanced
performance
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9 Criteria of the EFQM Excellence Model


1. Leadership
2. Strategy
3. People
4. Partnerships & Resources
5. Processes, Products and Services
6. Customer Results
7. People Results
8. Society Results
9. Key Results

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ENABLERS

RESULTS

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9 Criteria of the EFQM Excellence Model

5
4

2
2

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Processes
Sub criteria 5c
Products and processes are designed and
developed based on customer needs and
expectations
How the organization 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

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Item to review
Is the organization:
Using market research, customer surveys and other forms
of feedback to determine customer needs and expectations
for products and services both now and in the future and
their perceptions of existing products and services
Anticipating and identifying improvements at enhancing
products and services in line with customers future needs
and expectations
Designing and developing new products and services to
address the needs and expectations of customers
Using creativity and innovation to develop competitive
products and services
Generating new products and services
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Evaluation of Enablers

Approach
Deployment
Assessment & Review

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Evaluation Enablers
Approach
Sound
Approach has a clear rationale
There are well defined and developed processes
Approach focuses on stakeholder needs

Integrated
Approach supports policy and strategy
Approach is linked to other approaches as appropriate

Deployment
Implemented
Approach is implemented

Systematic
Approach is deployed in a structured way
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Evaluation Enablers (2)


Assessment and Review
Measurement
Regular measurement of the effectiveness of the
approach and the deployment is carried out

Learning
Learning activities are used to identify and share best
practices and improvement opportunities

Improvement
Output from measurement and learning is analyzed
and used to identify, prioritize, plan and implement
improvements
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Scoring Enablers
O - 10%
No evidence or anecdotal

15 35%
Some evidence / Implemented in of the areas

40 60%
Evidence / Implemented in 1/2 of the areas

65 85%
Clear evidence / Implemented in of the areas

90 100%
Comprehensive evidence / Implemented in all relevant
areas
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Evaluation Results
Results
Trends
Trends are positive or there is sustained good performance

Targets
Targets are achieved
Targets are appropriate

Comparisons
Comparisons with external organizations takes place and results
compare well with industry averages or acknowledged best in class

Causes
Results are caused by approach

Scope
Results address relevant areas

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Scoring Results
O - 10%
No results or anecdotal information

15 35%
Positive trends and satisfactory performance on some results, some
areas addressed

40 60%
Positive trends and sustained good performance on many results over
at least 3 years, many areas addressed

65 85%
Strongly positive trends and sustained excellent performance on most
results over at least 3 years, most areas addressed

90 100%
Strongly positive trends and sustained excellent performance in all
areas over at least 5 years, all areas addressed

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Effect of Model implementation


Last December EFQM sent out a survey to the
Excellence Community to try and figure out
what people thought of EFQM
89% of people agree using the Model helps
increase the competitiveness of their
organisation.
90% of people agree using the Model helps
develop a culture of continuous improvement
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EFQM Excellence Award


Established in 1992 (1st winner Rank Xerox)
Based on EFQM model of excellence
Robust process of candidate assessment
Team of international assessors
Documentation reviews
On site visits and interviews

Most national Quality Awards are based on this


model
In the US, the equivalent is Malcolm Baldrige
National Quality Award established in 1988
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The EFQM Excellence Award


2013 Nominees

Alpenresort Schwarz - Austria


BMW Plant Regensburg Germany
GC Europe - Belgium
Glasgow Housing Association - Scotland
Nilufer Municipality - Turkey
Sanitas Hospitales Spain
Stavropol State Agrarian University - Russian Federation
St Mary's College - Northern Ireland
VAMED-KMB Krankenhausmanagement und
Betriebsfhrungsges.m.b.H. - Austria
Wakefield and District Housing (WDH) - England
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Relation between ISO 9000 and TQM


ISO 9000 is compatible with, and can be
viewed as a subset of TQM
ISO 9000 and TQM are not in competition

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