View
2
Download
0
Category
Preview:
Citation preview
Lean EFQM: A Three-Dimensional Approach to Designing Excellence Measures
Amir BolboliDr. Markus Reiche
3
Effective implementation of EFQM can lead to short/long term performance improvement (Leicester Study on EFQM)
Failure rate reported in recent studies: 60 % (Karani & Bichanga 2011)
Lack of implementation know-how Difficulties for changing the culture
Background
4
• Culture change is extremely complicated (change of generation or ownership structure)
• Culture is a complex, cannot be holistically assessed (limiting to a particular
target required)
• Organizations with different capability need to start at different steps
Background
5
• Today’s business environment requires progressive improvement strategies with short reaction time
• EFQM implementation can be much easier and more effective if the selected measures demand less cultural change and are aligned to the organizational capability
Background
Sustainable Excellence
EFQM Model
Maturity Level
Corporate Culture
Lack of know how for deriving measures from EFQM criteria using the RADAR logic
It is not clear:… which cultural dimensions are relevant for selecting EFQM measures…how to integrate culture assessment in design of EFQM measures
It is not clear:…to which extend the organization is capable to work with EFQM contents …which tools/aims to determine maturity level
Problem Statement
• …to propose a way to design EFQM measures based on the RADAR logic
• …to develop an approach for selecting the firm specific EFQM measures based on the level of maturity and the existing culture
7
Lean EFQM
Main objectives
9
Fundamental Concepts of Excellence • foundation for achieving sustainable excellence• Guideline for top management
http://www.efqm.org/efqm-model
10
RADAR logic
STRUCTURED APPROACH TO QUESTIONING THE PERFORMANCE
Determine the Results it is aiming to achieve
What are we trying to achieve?
Plan and develop an integrated set of Approachesto deliver the required results
How do we try to achieve this?
Deploy the approaches in a systematic way
How / Where / When was this implemented?
Assess and Refine the deployed approached based on monitoring and analysis of the results achieved and ongoing learning activities.
AR: How do we measure whether it is working? What have we learning and what improvements can be made?
http://www.efqm.org/efqm-model/radar-logic
11
Concrete measures to realize the main focus (customer
perception management) based on RADAR logic are missing!
EFQM Sub-criterion 5e4
Monitoring & review of customer experiences and perceptions to ensure appropriate respond to any feedback
EFQM Sub-criterion 5e (areas for assessment 1-5)
Management of customer relationships
EFQM Criterion 5 (Sub-criteria a,b,c,d,e)
Processes, Products & Services
Lack of concrete RADAR-based measures/Break-down structure of EFQM criteria model
Requirements for culture assessmentin the context of the EFQM design
International scope without country-specific
focus
Categorization possibility (Scalability)
Compatibility with EFQM contents
Culture assessment for direction of the
company
Values or basic underlying assumptions
as the basis of the assessment
Simple application
13
– The cultural dimension is highly relevant in the selection of EFQM measures.
– The cultural dimension has an average importance in the selection of EFQM measures.
– The cultural dimension has a low importance in the selection of EFQM measures.
– The cultural dimension is not relevant in the selection of EFQM measures.
16
Qualitative assessment of cultural dimensions (Münstermann 2011,
Camern/Freemann 1991) in terms of importance for the culture based selection of EFQM measures
Six dimensions with high relevant to EFQM design have been selected
17
1: Management Style
4: Organizational character
1a
1b
1c
4a
4b
4c
2c2b
2a6a
6b6c
5a5b
3b3a
Artifacts
values
underlying
assumptions
432 Culture types
Excellence-orientedCulture assessment Model
18
Management Style
1a. Cooperative management style (facilitator, mentor, team builder) 1b. Ad hoc management (risk-taking, promotion of innovation and creativity) 1c. Delegative leadership (focus on results)
Error culture2a. error openness, and fault tolerance, the errors are not discussed. 2b. errors are not communicated. they bring penalties with themselves. 2c. error friendliness. Errors are seen as an improvement opportunity and constructively discussed in order to learn from them.
Information and communication
3a. open communication culture on most levels (between employees themselves and between managers and employees). With regard to the information gathering and dissemination-the whole company works as a team (very open information culture). 3b. closed communication and information culture on most levels.
19
Organizational character
4.a. The organization is a place where everyone feels accepted in person. It's like one big family. Employees have a lot in common and share a lot with each other. 4.b. The organization is very results-oriented. The staff are very ambitious and achievement-oriented. 4.c The organization is heavily controlled and well structured. Formal procedures governing what people have to do.
Employee behavior
5.a. Most people find change processes negatively and oppose these processes 5.b. Most employees support the change processes and are involved according to their role and responsibilities (Barghorn 2010, p 100).
Orientation of the company
6.a. Reliable service and properly initiated and implemented processes is referred as the company's success. 6.b. Success is defined in our more innovative and unique results (products, services). 6.c. Market gains are the essential basis for measuring the company's success.
Requirements for maturity assessmentin the context of the EFQM design
Understanding the eight basic concepts of EFQM and their
application
Determination of maturity level as
the main goal of the assessment
Defining the extent to which EFQM content can be
detailed
Scalability of assessment
Simple application without the need of
external support (low complexity)
20
21
Requirements
Assessment method (content)
Simulation of external assessment
(Criteria, Subcriteria, fundamental
concepts, RADAR)
Improvement matrix
(nine criteria and 32 Sub-criteria)
Internal assessment workshop
(nine EFQM-Criteria)
Questionnaire
(eight fundamental concepts)
not applicable partially applicable applicable
Simple application
with low complexity
Legend:
Determination of
organization’s maturity
Understanding &
application of EFQM
fundamental concepts
Determination of
detailing level of
EFQM contents
Scalability
Assessment of existing self-assessment approaches
1: Management Style
2: Error culture
3: Inf
orm
atio
n- &
Com
mun
icat
ion
4: Organizational character
5: General
orientation
6: e
mpl
oyee
beh
avio
r
1a
1b
1c
4a
4b
4c
2c 2b
2a 6a
6b 6c
5a 5b
3b 3a
Artefacts
values
underlying
assumptions
Culture dimensions
Determination of maturity level
Self-assessment by leaders
Understanding of fundamental concepts
Conclusion
Recommended