Professional Documents
Culture Documents
January 2014
Quality Management
January 2014
Quality Management
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
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.
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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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Fundamental concepts
Taking Responsibility for a
Sustainable Future
Building Partnerships
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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.
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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.
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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).
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ENABLERS
RESULTS
16
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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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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