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Quality Pt2
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7/21/2019 Quality Management ISO and EFQM 2014 Part 2
http://slidepdf.com/reader/full/quality-management-iso-and-efqm-2014-part-2 1/30
Part 3
International Quality Standards and
Awards
January 2014 1Quality Management
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International Quality Standards and
Awards
• ISO 9000
•
EFQM Excellence Model
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EFQM Excellence Model
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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 Mr. K. Eckert• British Telecommunications plc Mr. I.D.T. Vallance
• Bull SA Mr. F. Lorentz
• Ciba-Geigy AG Mr. H. Lippuner
• Dassault Aviation Mr. S. Dassault
• AB Electrolux Mr. A. Scharp
• Fiat Auto SpA Mr. U. Agnelli
• KLM Mr. J.F.A. de Soet
• Nestlé Mr. R. Morf
•
C. Olivetti & C., SpA Mr. C. De Benedetti• Philips Mr. C.J. van der Klugt
• Renault Mr. R.H. Lévy
• Sulzer AG Mr. F. Fahrni
• Volkswagen AG Mr. Carl H. Hahn
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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 achievehigher levels of performance, EFQM provides
– networking and mutual learning experiences
– offers education – recognises achievements
– supports the implementation of best in class toolsand practices.
• This is achieved through the use andapplication of the EFQM Excellence Model
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EFQM Excellence Model
• Business Excellence focuses on the customer andrequires inspirational leadership as well as systems,processes and facts to manage an organisation.
• But for everything to happen, there is a need tomaximise employee’s contribution by helping them todevelop and grow.
• Business excellence means that excellence is achievedin everything an organisation does including its:
customers, strategy, leadership, people, partners,society, processes, products and services.
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Fundamental concepts
The Fundamental Concepts of Excellence are theunderlying principles of the EFQM ExcellenceModel
The principles are the essential foundation ofachieving Sustainable Excellence for anyorganization.
They can be used as the basis to describe the
attributes of an excellent organizational culture.They also serve as a common language for seniormanagement
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Fundamental concepts
Achieving Balanced Results
Adding Value for Customers
Leading with Vision,
Inspiration & Integrity
Managing by Processes
Succeeding through People
Nurturing Creativity &
Innovation
Building Partnerships
Taking Responsibility for a
Sustainable Future
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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 theirprimary reason for being and strive to innovate and create
value for them by understanding and anticipating their
needs and expectations.
Fundamental concepts
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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 sustainedresults.
Fundamental concepts
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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.
Fundamental concepts
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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 oforganizational behavior, all of which enable them to strive
for economic, social and ecological sustainability
Fundamental concepts
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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 000organizations in Europe and beyond
•
The EFQM Excellence Model is used as a basis for self-assessment
• Doing this an organization grades itself against the 9 criteria
• Goal is to identify current strengths and areas forimprovement against strategic goals.
• Next step is definition and prioritization of improvementplans to achieve sustainable growth and enhancedperformance
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1. Leadership
2. Strategy
3. People
4. Partnerships & Resources5. Processes, Products and Services
6. Customer Results
7. People Results
8. Society Results9. Key Results
9 Criteria of the EFQM Excellence Model
ENABLERS
RESULTS
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9 Criteria of the EFQM Excellence Model
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4
5
5
5
5
2
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 otherstakeholders
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Item to review
Is the organization:
• Using market research, customer surveys and other formsof feedback to determine customer needs and expectationsfor products and services both now and in the future andtheir perceptions of existing products and services
• Anticipating and identifying improvements at enhancingproducts and services in line with customers future needsand 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 bestpractices and improvement opportunities
–
Improvement• Output from measurement and learning is analyzed
and used to identify, prioritize, plan and implementimprovements
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Scoring Enablers
• O - 10% – No evidence or anecdotal
• 15 – 35% – Some evidence / Implemented in ¼ of the areas
• 40 – 60% – Evidence / Implemented in 1/2 of the areas
• 65 – 85% – Clear evidence / Implemented in ¾ 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 allareas over at least 5 years, all areas addressed
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Effect of Model implementation
Last December EFQM sent out a survey to theExcellence 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 undBetriebsführungsges.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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