Excellence in action.pdf

7/26/2019 Excellence in action.pdf

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EFQMEXCELLENCEINACTIONSEPTEMBER2013|September2013 1

EXCELLENCE IN ACTIONSeptember2013

www.efqm.org


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Content

GoodPracticeCompetition

Aninterview

with

the

finalist

P3

Excellence

in

United

Nations

AninterviewwithJanMattsson,ExecutiveDirectorfortheUNOfficeforProjectServices

P6

EventsfromPartners

QualityScotland&UkrainianAssociationforQuality

P8

RecognisedforExcellence

InterviewwithOlivierCampy,CEOofSandenManufacturingEurope

P12

EFQM

Good

Practice

Visits

InterviewswithAlfredZedelmayerfromAudiAG&GiorgioVisimbergafromBoschBari

P14

Proactive

in

Action

DevelopinganewcoursewithTelecomItalia

P16

EFQM

Forum

2013

JoinusinVienna

P19

Training

@

EFQM

Discoverthecoursescomingup

P23


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Editorial

DearReaders,

Asweallknow,bothourworkingenvironmentandglobaldynamicsarechangingrapidly. Learninghowtoadapt is

therefore

a

key

component

of

success.

Still,

adapting

can

be

a

long

and

difficult

process,

limiting

organisations'

ability

tomoveforward.

Whilewecanonlyhopefortheeconomicsituationtoimprove,weshouldbeawareoftheopportunitiestotransform

ourselvesandachieveour fullpotential. Through theEFQMCommunity,weobserveorganisations thathavebeen

abletocapitalizeontheseopportunities. Thisiswhatgivesstrengthtoournetwork:sharingwhatworkssootherscan

learnand,inturn,improve.TheEFQMExcellenceAward,TheGoodPracticeCompetitionandTheGoodPracticeVisits

aretheembodimentofthisphilosophy.

InthisissueofExcellenceinAction,wefocusonhowourmembershaveusedEFQMtosupporttheirdevelopment.We

hopetheygiveyouinspirationandideasforyourownjourneytowardsexcellence.

Enjoythereading,

MarcAmblard

ChiefExecutiveOffice,EFQM


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GlasgowHousingAssociation (GHA)GlasgowHousingAssociation(GHA)isaregistered

SocialLandlorf(RSL),anotforprofit

organisation,alimitedliabilitycompany,anda

registeredcharity.

Watchthevideohere

GHAprovidesservicesto

67,000people

in

Glasgow

Theyownandmanage41,000

homes

THEWINNER

Good Practice CompetitionAn Interview with the Finalists

This years Good Practice Competition focused on New Ways of

Working. Thetopicwasselectedtosupportan initiative launched

bytheEuropeanCommission inApril2013tosupport innovation in

theworkplace.

Ourcompetition,whichwasopentoallorganisationstoenter,provided

anidealplatformforthemtoidentifysomerealexamplesofinnovative

waysofworking.

TheFinalistswereselectedbyourJuryPanel,whichincludedtheEUWINProject

Manager. Thewinnerwasdecidedbya combinationof apublic vote and the

additionalpresentationsthefinalistsmadetotheJury.

ThewinnerofthecompetitionwasGlasgowHousingAssociationsThinkYes

approach.WecaughtupwiththeFinaliststofindoutmore:

Whydidyoujointhecompetition?

AtGHAwe are committed to continuously improvewhatwedo

andournewwayofworkingThinkYes hasbeenanimportant

stageinourjourney.Wewantedtosharewhatweveachievedand

learnedthrough

Think

Yes

with

others

and

also

see

how

it

comparedwithwhatotherinnovativeorganisationsaredoing.

We wanted to get feedback from EFQM and other companies

about our implementation of the Social Business tool Bosch

Connect andmoreover, our approach to become an Enterprise

2.0.Therecognitionashighlycommendedgoodpracticegives

usconfidenceto followthewaywith fullconviction!Nowweare

evenmoreproudtoshareourexperiencesthatcouldbehelpfulfor

others.

Howwouldyoudefinenewwaysofworking?

Forus,anewwayofworkingisnotaboutchangingaprocessora

structure. Its about a fundamental shift in thewaywe all think

rightacrosstheorganisation.ThinkYeshaschangedourculture.

And its thatchange incultureand thewayweall thinkthathas

reallytransformedthewaywework.


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FINALISTS

Bursagaz - Turkey

Livemobileandbesocialized

Bursagaz,

a

natural

gas

distribution

companylocatedinBursa,Turkey.

Watchthevideohere

Robert Bosch GmbH - GermanyOnthewaytoEnterprise2.0with

BoschConnect.

TheBoschGroupisaleadingglobal

technologyandservicescompany.

Watchthevideohere

MutualiaSpain

LideraProject:InvolvingLeadersin

Management.

Mutualiacollaborateswiththesocial

securitysysteminthemanagement

ofworkrelatedaccidentsandillness.

Watchthevideohere

ForMutualia, innovationcanbedefinedas seekingoutand finding ideas,both insideandoutside the

organisation, that add value, and subsequently transforming those ideas into solutionswhich bring

aboutgreaterefficiencyandimprovementsinourservicesandthewaywemanage.

Aspartofthatdefinition,newwaysandmethodsofworkingincludesthedeploymentofselfmanaging

knowledge networks, thereby generating business opportunities, internal improvements and greater

peopleinvolvement,

all

of

which

provide

added

value

for

our

customers.

Anewwayofworking isakeyconceptforussupportingour

sustainability strategies. Value for all stakeholders is

considered as strategic item linked with the organisational

capabilities. When we call the new way of working for an

innovation or improvement born in Bursagaz,we recognise

thisstyleofworkingormanagingenhancestheoverallperception

and performance of the company within a full effect on every

stakeholders. Technological innovations, new HRmodels, social

business

recreations,

design

of

the

working

environment

are

all

considered asnewwaysofworkingHence, this is the abilityof

ourcompanytoinnovateforthesustainableexistence.

Yourwaysofworking;whyshouldtheybeconsiderednew?

ThinkYeshasturnedthetraditionalrelationshipbetweenstaffand

manager on its head. Weve reduced the culture of escalating

decisions by giving power to our staff. They nowmakedecisions,

anddesign tailored services,basedon their customers needs and

using their own professional judgment. Managers roles have

changedwithour leadersnowsupportingandcoachingratherthan

controllingand

commanding.

TheLideraProjectcanbedescribedasanewwayofdoingthingsto

maximisepeoplesparticipation.SinceLiderawaslaunched,theidea

hasbeentoactivelyengagemorepeopleinthemanagementofthe

organisationandtoreachconsensusagreementwithourleaderson

the style of leadership to be deployed. Furthermore, Lidera is an

active forum for communication and for generating opinions and

ideas.

Theapproachfollowedtoachievethishasbeen innovative in itself.

Meetings,orsessions,areorganisedonceamonthtobringtogether

all

Mutualia

leaders

to

analyse

and

discuss

previously

selected

issues

directly related to themanagement of the organisation, e.g. the

StrategyPlan, leadershipappraisal,etc.The ideasand suggestions

put forward are subsequently rated and included in theMutualia

strategy.

Andweve gone beyond this.Our people are now taking amore

active role indefining and rollingout theMutualia strategyacross

the organisation. By giving our people the required competencies

and capacities, wevemanaged in a simple way to engagemore

people in themanagementof theorganisation.Andperhapsmost

importantofall,becausetheyarenowtheonestakingMutualiaforwarddaybyday,thesepeoplefeela

greater

sense

of

involvement

and

belonging

and

are

championing

the

organisation.


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Isthisthefuture?Wewillallneedtoadoptthisnewwaysofworkinginordertosurvive?

Think Yes has had amazing results with increases in both customer and staff satisfaction and we

couldntgobacktothewayweusedtowork.Wevehadalotofinterestfromotherorganisationswho

wanttolearnmoreaboutwhatwedidandhowwedidit.Forus,thefutureisdefinitelyThinkYesandit

lookslikeothersmayfollow.

Whennarratingourapproachwehavestressed inonethingSinceTheFuture.Planning forfuture in

thepast,actingaheadoftheexpectation,deployingstrategicthinkingbringavery importantprinciple

adaptedtothemanagementstyle:Thinkbeforetoafterdonotwaitastheother.Ifyourtoptargetisto

surviveletssaytilltheendoftheworldasacompanyindependentfromtheowners,youshouldbekeen

onanythingnew.Andthisisincludedinnewapproachesbasedontechnologywithhumanintegration.

Ihaveatraditionalboss,howtoconvinceher/himtoadoptthisnewwaysofworking?

We think the results speak for themselves.Staff and customer satisfactionhaveboth increased and,

anecdotally,weknowwehavemoredelightedcustomersandmoremotivatedstaff. Peoplewhocome

tosee

us

and

to

hear

about

Think

Yes

are

usually

blown

away.

So

maybe

you

should

send

your

boss

to

seeThinkYesinaction!

First,thisbossneedstoseeapersonalbenefit inthisnewwayofworking.Thismeanspresentingbest

practices, showing KPIs how efficient processes can get, transferring the new spirit, etc. The digital

nativesinacompanyaretherightselectionforthis.WeintroducedaprogramtheReverseMentoring

wherewebexperiencedassociates(mentors)areprovidingsocialmediaknowhowandexperiencesto

topmanagers (mentees).With thegained insights, the traditionalboss is able to createnewbusiness

opportunities to improve customer and associate satisfaction.The applied keyprinciple is learn and

engage.

Want to know more.?Getinspired! Youcanseeallthevideossubmittedforthisyearscompetition, includingthe4Finalists,

ontheEFQMWebsite.

CaseStudiesforall4FinalistshavebeenpublishedontheEFQMWebsite.

GlasgowHousingAssociationwillbetalkingabouttheirThinkYesapproach,amongst

otherthings,attheEFQMForum2013.

TheEFQMGoodPracticeCompetition2013wasorganisedinassociationwith:


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UNOPSGoalsfor2010 2013

Rebuildingpeaceandstability

afterconflict

Earlyrecoveryofcommunities

affectedbynaturaldisaster

Theabilityofpeopletodevelop

localeconomiesandobtainsocial

services

Environmentalsustainabilityand

adaptationtoclimatechange

Excellence in the United NationsAn interview with Jan Mattsson, Executive Director for the United Nations

Office for Project ServicesCanyoustartbytellingusa

littleaboutUNOPS?

UNOPS is anoperational armof

the United Nations, helping a

range of partners implement $1

billion worth of peace building,

humanitarian and development

projectseveryyear.UNOPScore

expertiseis

in

sustainable

project

management, infrastructure and

procurement. Our mission is to

serve people in need by

expanding the ability of the

United Nations and other

partners to manage projects,

infrastructure and procurement

in a sustainable and efficient

manner.Forexamplewemanage

the construction of schools,

roads,hospitals

and

homes

in

some of the most challenging

environments such as

Afghanistan, South Sudan and

Haiti.Weprocuremedicinesand

vehiclesandsupportourpartners

clear mines and unexploded

weapons.We build the capacity

ofgovernmentsandcommunities

sothattheythemselveshavethe

skills and knowledge to take on

theseroles.

Achieving Excellence is the

aimofallorganisationsworking

withtheEFQMModel;butwhat

does this mean for UNOPS?

UNOPS continuously

benchmarks against external

bodies, striving for external

certifications of processes and

adopting internationally

recognizedbest

practices

and

standards. This ensures that we

increase the effectivenessofour

partners projects, help donors

and developing countries spread

their limitedbudgets furtherand

ultimately improve the lives of

evenmorepeopleinneed.

HowdoestheEFQMModelhelp

you

in

your

daily

Business?

A focus on organizational

excellence is central to our

strategic plan. We have, with

some modifications to the

language,takentheEFQMModel

and adopted it as the UNOPS

ExcellenceModel.

Our first steps in understanding

how the model might help us

were as a tool for local

managementteams

to

perform

selfassessments of their

operations and identify areas

where theymight need to focus

inordertoimproveperformance.

UNOPSinCopehnagen

UNOPSdelivers

its

services

through

global

headquartersinCopenhagen,Denmark.

Foundedin

1974becameindependentin

1995Recognised for excellence

4star - 2013


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We expanded the use of the

modelbyusingitforaglobalself

assessment. We have now

completed our first external,

Recognised for Excellence

assessmentwith

an

assessor

teamputtogetherbytheEFQM.

This has producedan extensive

feedbackreportthatwearenow

digesting. Basically, you cant

improve unless you start setting

standards.OurExcellenceModel

helpsusdothis.

You started your Journey

towardsExcellenceanumberof

yearsago,

how

and

why

did

you

makethatdecision?

Idontthinkwewouldhaveused

theword excellence back then!

Incommonwithanyorganization

undergoing a major change

programme,wewent through a

numberofphasesstartingwith

getting basic controls and

policies in place, implementing

management systems and

building expertise. As we have

matured,wehavebecomemore

comfortablewith

using

the

word

excellence and feel confident

that our ExcellenceModel helps

us tomeasure how farwe have

come and provide aspirational

targets as we continue the

journey.

You are one of the few

organizations of your

typeactively applying the

EFQM

Model.

Would

you

recommend the experience to

similar organisations?

Of course. I dont think that the

type of organization we are

makesusmoreorlesssuitableto

use an excellencemodel as part

of our management toolkit. My

advicewouldbetostartusingthe

model in a smallway so that its

utilitycanbeunderstoodand

confidence in it can be built

steadily.But I actually thinkone

of the strengths of the EFQM

network is gaining insights and

experiences from organizations

thatare

very

different

from

ones

own.

How are you planning to

continue your journey?

Firstly, we need to analyse the

feedback from the Recognized

for Excellence assessment that

we have just undertaken. We

have found the exercise

extremely valuable but there is

certainlyalot

of

information

to

digest!Andwearenowplanning

how we can make the model a

useful tool for managers at all

levels of the organization

perhapsincorporatingitintotheir

leadership development

program.

JANMATTSSON EXECUTIVEDIRECTOROFUNOPS

IfirstenteredtheUnitedNationsasaJPOfortheUnitedNationsIndustrialDevelopment

Organization(UNIDO)in1982.IwasbasedinSriLankaandspenttwoandahalfyearsin

thatposition.

Being a JPOmademe realize that the sky is the limitwith regards to opportunities and your ability tomake a real

difference.Ihavelearnedthatifyouestablishastrongconnectionbetweenyourworkandhowitimpactspeopleyoucan

makeapositive

difference

to

peoples

lives.

Aftermy time inSri Lanka I tookonmanyjobs in the fieldwithin theAsian region.Positions includedworking as a

Resident Coordinator and Country Representative for theUnitedNationsDevelopment Programme (UNDP),United

NationsPopulationFund (UNFPA), theWorldFoodProgramme (WFP)andUnitedNationsOfficeonDrugsandCrime

(UNODC).LaterImovedtoUNDPheadquartersasDirectoroftheBureauofManagement.

IjoinedUNOPS in 2006 asExecutiveDirector at itsheadquarters inCopenhagen. I firmlybelieve thatUNOPS gives

peopletheopportunityandflexibilitytomakeadifferenceonthegroundwherequalityandspeedreallymatter.

ItisaprivilegetoworkfortheUN,actinglocally,guidedbythevaluesandprinciplesoftheworldcommunity.


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FollowonTwitter@qualityscotland,andif

youwouldliketoseecommentsontheday

search#SABE2013.

Photos

also

available

onFacebookatqualityscotland

FORMOREINFORMATION

QualityScotlandisacharitableorganisationthatpromotesBusinessExcellenceacrossScotlandintheprivate,publicandvoluntarysectors.Asamemberbasedorganisation,QualityScotlandwasestablishedin1991to

helporganisations throughoutScotlandachieveExcellenceandbe recognised for it, and in sodoing,gain realand

sustainablecompetitiveadvantage.

OnTuesday28thJune2013theyhostedtheir22ndScottishAwardsforBusinessExcellenceintheCrownePlaza,

RoxburghHotel,Edinburgh.

Thisyear

celebrated:

48OrganisationswithCommittedtoExcellence

3IndividualQualityScotlandAwards

6SpecialPartnerCategoryAwards

1HighlyCommendedQualityAward

5RecognisedforExcellenceAwards

1ScottishAwardforBusinessExcellenceWinner

The Scottish Awards for Business Excellence are presented to

organisations,

across

all

sectors

that

are

recognised

for

significant

achievement in theirjourney for excellence using the EFQM Levels of

Excellence program. In addition a number ofQuality Scotland special

categoryandpartnerawardswerepresentedontheday.

This years overall winner (achieving a R4E score of 500+ points) of the

prestigiousScottishAwardforBusinessExcellencewas

NorthAyrshireCouncilHousingServices

SirAndrewCubie,CBEFRSE,ChairmanofQualityScotland, led thedays

proceedingsintroducing

inspirational

keynote

speaker

John

Loughton,

ManagingDirector ofDare2Lead aswell as representatives from partner

organisations CEMVO, Scottish Business in the Community, Investors in

People,FutureFarming,TheWOW!Awards,ZeroWasteScotland.Quality

Scotlands President, Lord MacFarlane of Bearsden who won last years

LifetimeAchievementAward,presentedRecognisedforExcellenceAwards.

Events from PartnersWhathaveourPartnersbeendoing?

ScottishAwardforBusinessExcellence

NorthAyrshireCouncil HousingService

PRIZES

RecognisedforExcellence

Penumbra(HighlyCommended)

TurningPointScotland(R4E3Star)

WestLothianCollege(R4E3Star)

ScottishAssociationforMental

Health(R4E3Star)

ClackmanannshireCouncil(R4E4

Star)

NorthAyrshireCouncilHousing

Services


10/25


UAQnewEFQM

UkrainianAssociationforQualitybecamean

EFQMRepresentative

EFQMmembersince

2001Amembershipfoundationwith450

memberorganisations

UkrainianAssociation forQualitywasfoundedin1989anditwasthebeginningofthepublicmovementfor

the improvement of the quality of goods and services, increasing

competitivenessand

excellence

among

Ukrainian

companies.

They

are

a

membership foundation with about 450 well known Ukrainian and

internationalorganisations.

On24 29Junetheyconductedthe14thInternationalProjectConstellation

ofQualitywhichisrecognisedasoneofkeyeventinthefieldofqualityand

businessexcellenceinEasternEurope.

About130participants fromUkraine,Russia,Kazakhstan,Latvia,Lithuania,

Belarus,

France

and

Italy

came

together

to

discuss

actual

problems,

to

share

experience and to create new ideas and contacts. There are many top

managers,CEOsandownersofcompaniesamongthem.

In the Project program there were conferences, authors seminars,

discussionsaboutdifferentaspectsofbusinessexcellenceandmanagement

systems.

TraditionallytheEFQMExcellenceModelwasoneofkeytopicoftheProject.

Presentationof

Geert

Opdenbosch,

EFQM,

devoted

to

the

Model

and

its

impactoncompaniesperformance,wasmetwithparticular interest.Alsoa

numberofcompanieswinnersoftheInternationalQualityTournamentfor

Central and Eastern Europe presented their practical experience with the

Model:StavropolStateAgrarianUniversity,SaturnGasTurbines (Russia),

InstituteGomelproect(Belarus),etc.

WithintheProjectthepartnershipagreementbetweenEFQMandUkrainian

AssociationforQualitywassigned.

Traditionally,the

Project

was

held

in

the

recreation

zone

in

Black

Sea

coast

of Crimea. It allows participants to combine formal project events, non

formalcontactsandtherest.Participantsmentionedthatvery friendlyand

warmatmospheremadethiseventauniqueexperienceforthem,thatthey

foundnotjustpartnersbutfriends.

UkrainianAssociationforQualitynowisstartingtopreparethe15thProjectandwelcomesallpotentialspeakersand

participant

PARTNERSHIP

Formoredetailedinformationoncontact

anddates,visitthewebsite

(www.uaq.org.ua)or

[email protected]

FORMORE

INFORMATION


11/25


Join Now Save 20%We

are

offering

a20%

discount

on

the

first

years

membership

fee

or

organisations

that

join

EFQM

before

31st

December2013.TheMembershipFeeisbasedonyourorganisationsannualturnover:

AnnualTurnover Category StandardFee 20%Discount

Morethan1billionEuros A 11,000 8,800

Between100millionand1billionEuros B 5,500 4,400

Between5millionand100millionEuros C 2,700 2,160

Lessthan5millionEuros D 1,350 1,080

Starting your Journey to ExcellenceTohelpnewmembersgetstartedontheirjourney,weveaddedthefollowingbenefitsfornewmembers:

One Day WorkshopNewAorBMemberscanbookafreeOneDayWorkshopforupto12people*.Theworkshopwillhelpyouunderstand

howtheModelcansupportyourorganisationsdevelopment.Attheendoftheday,youllnotonlyknowmoreabout

theModelyoullhavecompletedan initialassessmentandagreedtheprioritiesyouneedtoaddress inthecoming

year.

Free EFQM TrainingNewCorDMemberscanbookafreeplaceoneithertheEFQMJourneytoExcellenceorEFQMLeadersforExcellence

training courseat theEFQMoffices inBrusselsora freeonlineEFQMBasicAssessorTraining.These coursesare

designedtogiveyouthepracticalknowledgeandtoolsyouneedtogetthemostfromapplyingtheEFQMExcellence

Model.

The Introductory MeetingIfyouarenewtoEFQM, ifyouarethinkingabout implementingtheModel,or ifyouareconsideringbecomingpartoftheMemberNetwork,thenthisevent issomething

foryou!

IntroductoryMeetingsareoneday freeevents togiveyouan introduction toEFQM

and our ExcellenceModel. You will leave the day with a better understanding of

EFQM'sportfolio,ourNetworkandadraftofyourpathwaytoExcellence.

Theprogrammefeaturesthefollowingsessions:

IntroducingEFQM:whoweareandwhatwedo

Understandhow

the

EFQM

Excellence

Model

can

support

your

organisations

development

Heartherealexperienceofaguestspeakerfromaleadingmember

MeetonetoonewithanEFQMteammembertobetterplanyourjourney

AtEFQMOffices:

Av.desOlympiades2,5th

floor.

1140Brussels

15thOctober(webinar)

12th

November

(webinar)

19thNovember

WHERE?

WHEN


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SANDEN: Recognised For

Excellence 5 Stars

First of all congratulations for

the R4E 5 stars that you just

got. How does it feel to get 5

stars?

Allthestaffisveryhappy&proudto

haveobtainedthisrecognitionfor

threereasons:

First, it isa commonworkbetweenourEuropeanentities. Indeed,were

realizing common assessmentswith

our manufacturing plant in Poland,

and with our sales, financial &

technical organizations in UK &

Germany,aswell,

Next,were

observing

that

the

assessment results are in a

continuous improvement trend.We

obtainedanover400pointsscore in

2010, an over 450 points score in

2011, and we reach now over 500

points,

Last, over the assessment result, I

can see clearly that our EFQM

journeydrivesustoanimprovement

ofourpractices leadbyourstaffon

the

whole

scope

of

the

model.

Wemust say thatyourjourney

to Excellence started a long

time ago. How& why did you

decide to use the EFQM

ExcellenceModel?

Itstruethatitsbecomingaquiteold

story that started in 2008. To do it

short, you have to understand that

werepartofSANDENCorporation,

a Japanese company, forwhich the

Management Quality improvementisacorevalue.TheGroupdirection,

at that time, was to integrate &

follow the concepts from the

DEMINGmodel.Westarted,then,to

look for a local organization to

teachusitsroots,itsphilosophy&to

support an autonomous

implementation inour

Company.After a lotof researches,

we have proposed to our Head

Quarters in Tokyo to implement an

alternativemodel.Thatwasthebirth

oftheEFQMinSANDENEurope.

Indeed, we were extremely

convinced that thismodelwas very

much adapted to our directions &

expectations from a management

perspective.

How has the Model changed

yourwayofworking?

The common& continuouswork to

implement the model within our

different European organizations

allowsustosharecommontargets&

to improveour continental synergy.

Increased exchanges & common

practices are implemented on a

structuredway.

InFrance,Icangiveyoutheexample

ofthree

domains

for

which

we

changed deeply our manners and

standards:

I. An increased consideration

towards expectation & satisfaction

ofourdifferentstakeholders

II. A breakthrough in our

approacheslinkedwithPartnerships,

raising permanently the following

question: Who do we need to

support the deployment of our key

strategies?

SANDENOFEUROPE

Sanden Corporation was founded in

Japanon1943.Theyemployabout10

000peopleacross theglobe including

59businessoperationsin23countries.

Theirmainbusinesssectorsinclude:

AutomotiveEquipmentBusiness

Group

Food&

Beverage

Business

Group

Living&EnvironmentalSystems

BusinessGroup.

European Automotive Business

Division

In Europe they are acting under

European Automotive Business

Division 9EADB). The European

Automotive Division is one of the

leading suppliers of compressors and

components for automotive air

conditioningand

consists

of

multiple

locations includingseveralofficesand

manufacturing locations.

Manufacturing sites are located in

France (SME) and Poland (SMP),

shared headquarter functions in

GermanyandIKaswellassalesoffices

in France, Italy, Spain, Germany and

Sweden, which belong to Sanden

InternationalEuropeLtd.(SIE).SMEis

involvedaswellintheCO2HeatPump

businessdevelopmentforresidential&

tertiaryapplications

in

EMEA

(Europe

MiddleEastAfrica).

OlivierCampyistheCEOof

SandenManufacturingEuropein

France


13/25


SANDEN EABD has a very strong

oundation of values that are lived

everywhere, inspired by Japanese

principles. To ensure future success,

the organisation has ambitious

strategic targets that includegrowth

with environmental products. The

AssessorTeamisfirmlyconvincedthat

these targets can be achieved i

SANDEN

EABD

keeps

using

theiradvantages including flexibility and

agilityovertheircompetitors."

Dr. ChristianForstner,AssessorTeam

Leader

EFMRECOGNITION

EOGNITION

Fundacin Jimnez Daz 5*Fundacin Jimnez Daz (FJD) a forprofit

healthcare organization based in Madrid

obtained EFQM 5 stars recognition in the

beginningofJuly2013.

ICANN Committed to

ExcellenceTheInternetCorporationforAssignedNamesand

Numbers,basedinLosAngeles,California,achieved

EFQMCommittedtoExcellenceinAugust2013.

FASTFACTS

68%Learnaboutthesethermometerchartsinthe

articleatright.

III. A cleardenyofourhierarchicaland

departmental way versus a transversal

vision of our activities supported by

processes bringing value to the

customer.

Whathavebeenthemostmemorable

highlightsofthisjourney?

There are two highlights that arepoppingupwhen Itrytoanswertothis

question.

TheEFQMmodeltrainingthatwasdone

for executiveswas a key for success. I

remember clearly that there were

intensivediscussionsbetweenEuropean

&Japaneseones.Thechallengetoshare

a common understanding& visionof a

modeldespite

astrong

DEMING

approach culture was a rare

opportunity for understanding each

other.

Several of us attended different EFQM

events (e.g.: Pegasus) that supported

ourunderstandingofthemodelconcept

& philosophy. More than that, it

supported a high quality network

creation. As a result, we kept close

relationships with some major

exemplarycompanieswithwhomwere

having frequent, robust & valuableexchangesaboutourbestpractices

WhatweretheModelsmajorbenefits

foryourorganization?Howdoyouget

everyoneinvolved?

We implemented several systems, ISO

TS16949 forQuality,OSHAS18001for

Safety, ISO 14001 for Environment,

JSOXforfinancialreporting. Inaddition

to these external standards, we

deployedSANDEN

ones

related

to

our

Management quality (STQM: SANDEN

TOTAL QUALITY MANAGEMENT)

including the losses reduction

improvement tools (TPM: Total

ProductiveMaintenance).EFQMmodel

is an excellent tool to support the

achievementofourstrategies involving

the whole staff, using synergy &

complementarity of our different

systems. The journey made us think

deeply about their positioning, their

integration&theirmanagement.

Howareyouplanningtocontinueyour

journey?WillyoubepartoftheEFQM

ExcellenceAward2014?

WerestillinthemiddleoftheriverA

lotofprojectsareengaged,suchlikethe

overhaul of all process, the

improvement of leadership practices,

thestructurationofthecommunication

towardsexternal stakeholders,Since

thebeginning,

we

deployed

pragmatic

approach, pickingup stepbystep

important themes of the model, trying

to find good practices supporting the

targetachievementwe fixeddomainby

domain.

Well continue our journey following

thatwayusing frequentassessments to

validate the improvement were all

expecting, and why not setting the

target to be Excellence Award finalist

withinthe

3coming

years?

FORMOREINFORMATION


anddates,pleasevisitourwebsite

(www.efqm.org)orcontactus;

[email protected]+3227753511

EFQMRECOGNITION


14/25


Doyouthinkyouget real learning in

thisvisits?

Yes,bythedemonstrationofpractical

examples by employees it achieves

the highest level of authenticity. The

elegantrestraintoftheleadershipteamisaccordingtomytaste.Itisworthit

totry,respectivelytolearnofit.Thetransferintotheworkingmethodsandin

the personal attitude can succeedby thepeople and conversation involved.

The implicit knowledge which arises by discussions and conversations per

skilled users is of inestimable value. This differs essentially to the explicit

recordedknowledge.

Another

added

value

emerges

after

the

event.

YouhavebeentomorethanoneGPVthisyear.Whatdotheyhavein

common?

Atallofthemyoufeelthespiritandthemotivationoftheactors.

Each of them expresses a high fascination for the model that everybody

noticed. Excellence from first to last and through all areas, plains and

employees. Perfectly organized containing a lot of information in a friendly

atmosphere.

Can you apply what you learn in the visits to your organisation?

YesIadopted

the

information

and

can

apply

them.

Ican

learn

for

my

organisation AUDIAG and the company Inentwwicklungwithmywife.

Especially the soft skills like theemployee and costumerenthusiasmor the

knowledge management are an essentially competitive advantage in my

opinion.

WhatwouldyoutelltothosewhohavestillnotcometoaGoodPracticeVisit?

Learn from the best, than only people that catch stimuli of the best will

enhanceskills.

What was the moment or memory, you are most impressed?

IhopetoquoteandgivethegistofMr.Dr.AndreasWendt.

Iwishthathissentenceconcerning

the topic of dealing with

employees obtains the

dissemination and embed in the

managersminds.

Employeesareourgreatestgood.It

is not possible without them,

against them and especially not

consideringthem.

UPCOMINGVISITS

FORMOREINFORMATION


anddates,pleasevisitourwebsite

(www.efqm.org)orcontactus;

[email protected]+3227753511

EFQM Good Practice VisitsAn interview with AlfredZedelmayerfromAUDIAG,Participant.

ENAGAS14

thNovember,Spain.

Spanish

language

only.

Schwarz Alpenresort15

th November, Austria Excellent

customerorientationthroughenthusiastic

employees

PostNord & Grundfos10

th October, Denmark Why we use

Excellence tocreatecommondirections

andtostayfocusedonthestrategy

St Marys College24

thSeptember,Northern Ireland.Twice

winner

of

the

EFQM

Excellence

Award:

SustainingOutstandingResults


15/25


EFQM Good Practice VisitAn interview with GiorgioVisimberga, fromBOSCHBARI,HOST

Whydid

you

decide

to

host

aGood

Practice

Visit?

BecauseBoschBaribelieves inthepowerofbenchmarking,exchange

and feedback. Inourplantcontinuous improvement isoneofourkey

success factors, consequently several processes are implemented or

optimizedeveryyear.Showingthesechangestothecommunityallows

us togeta feedbackabout theirqualityand receive ideas for further

improvement.Wehostsucheventssince2011,thiseventwasthethird

inarowactually.

Wasithardtopreparetheevent?Lotofwork?

Theorganisationaleffortcomesalongwiththequalityleveloftheserviceyoure

offering.

The

way

we

want

to

have

fully

satisfied

customers

of

our

products,

all

the samewewant to be the preferred partner for hosting aGPV:we aim at

offeringourguests theutmostservice in termsof informationprovidedduring

the presentations, opportunities for networking as well as personal comfort

duringthemeeting.

Inasentence:itsaconsiderableeffortjustbecausewewantalotofsuccessforboththeguestsandus.

Wasitonlyworkordidyoualsogetbenefits?

Wedefinitelybenefitfromthecomprehensivefeedbackofourguestsandthe

opendiscussionswith them.WedesignaGPVasaneventwhere theoryand

practice canmeeteffectively.Academics andmanagersexchangenew ideas

and

discuss

their

implementation.

Such

a

liaison

provides

us

as

a

host

as

well

as

our guestwith the opportunity to go beyond the traditional scope of daily

work.

Inaddition,thisisatremendousmotivationforourassociates,whocanpresent

their improvementprojectstoalargeandcompetentaudience.Throughtheir

involvement these colleagues feel the importance of such events and

understandbettertheEFQMexcellenceconcept.

Whathavebeen themostmemorablehighlightsof thepreparationorof the

event?

We named this years GPV Processes & Passion. When it comes to

productionplantstheProcessesside isquiteobvioustohandleandpresent,

butthePassiononeissomethingyounormallydonttalkabout.Atafirstglance,ProcessesandPassionseemed

tobeacontrastingpair;thereforethechoiceofthetopicwasquiteachallengetousandtheotherspeakers.Aswe

gotdeeper inthebrainstormingphasethough, itwascleartousthatPassion isrepresentedbythesurprisingly

tirelessattitudeofpeoplenottosettledownwhenapositiveresult isachieved:thewillofwatchingthingsgrow

betterandbetterregardlessofhowgoodtheyalreadyare.ThisperspectiveiswhatstruckusmostaboutthisGPV.

WouldyourecommendtheexperiencetootherEFQMmembers?

Yes, definitely. For customers, suppliers and partners who attend, a GPV is an excellent opportunity for the

organizationtoenhanceitsattitudetowardsthestakeholders,strengthenexistingbenchmarkingrelationshipsand

createnewpartnerships.

FASTFACTS

13In2013weorganisedGoodPracticeVisitsin12differentcuontries

65%Oftheparticipantswouldrepeatorrecommend

GoodPracticeVisitstoothercolleagues.


16/25


Learnhowtotaketheoutcome

ofaSelfAssessmentProcess

andtheFeedbackReporttothe

designofimprovementprojects

alignedwiththefutureneedsof

theorganization.

Learn how to use RADAR and

the8Fundamentals

together

with the 9 Criteria in order to

make improvement execution

easier.

Learn how to deal with the

organization and the selling

process"

OBJECTIVESOFTRAINING

Proactive ExcellenceDeveloping a new course with Telecom Italia

ManymembersofEFQMexpress

a need to use the knowledge

fromtheselfassessmentprocess

and the findings in theFeedback

Report and use itwhile it is still

hotto formulateandtodeploy

meaningful strategic projects,

which in an agile way will

improve the performance of the

organization

to

reach

a

higher

Excellencelevel.

In partnership with one of our

Members,Telecom Italia,EFQM

developed a course to help line

managersmaximize the findings

in the feedback report. The first

coursewassuccessfullydelivered

inJuly2013toTelecomItaliaHR

O, who received a 5 star

Recognition in 2013 prior to the

coursetakingplace.

The course is a learning process

with prework and 4 days

corporate classroom followedby

56 months working in the

organization including learning

log and finally 1 day for

evaluation

by

facilitators

and

management

The course is a passed/non

passed course. The criteria for

passing is based on prework,

work in the classroom, work in

the organization and the final

organizational outcome and

results from the project.

1. The Learning Process Homework before Corporate Classroom

Thefirstpartofthecourseisapreworkprocesswhere

each participant is using the Feedback Report as

background, together with the knowledge about

strategy, current status of the organization etc. to

formulate and motivate suggestions for strategic

projects.Apartof the selectionprocess is to choose

projects which are also suitable for the learning

process.

2. The Learning Process Understanding the RADAR philosophy

Thecourse isa4day learningprocesswithfacilitation

andlectures

where

appr.

60%

of

the

time

is

used

in

reflectiveandcontinuous improvinggroupwork.This

learning cocktail is designed to challenge each

participant by drilling deeper and deeper into the

understandingoftheRADARphilosophy. Inafaceto

facesessiontheparticipantsgetfeedbackontheirpre

work and have a dialogue on the current

understanding of the content of the course. The

selectedprojectsareusedtowelcomereality intothe

classroom with the expected outcome to get a

mandatefrommanagementbytheendofthe4

days. The selling aspect therefore is a part of the

courseand

open

up

for

the

discipline

of

Improvement

Leadership or Change Management adapted to the

cultureof theorganization.The representatives from

management who are requested to give feedback,

suggestions and mandate to the projects have the

possibility to read the proposals before the final

meeting inorder tobewellprepared.All inall, the4

days learningprocessgivesanunderstandingofhow

to use RADAR and the Excellence Framework to

formulatestrategicprojectsorimprovementsinaway

that make them ready for execution taking into

accountthe

drive

or

resistance

in

the

organization.


17/25


Active Learning

TheParticipantsfromTelecomItaliawereallmotivatedandreadytolearnanduse

all aspects of the Excellence thinking to formulate wise and effective strategic

projects,usingthewisdomandexperiencegatheredintheExcellenceFramework.

Introductiongivenbyoneoftheparticipantsshowingthewayahead!Learningwith

Passion

TheExcellenceframeworkwasvisibleintheclassroomduringtheentiresessionin

orderto

improve

the

excellence

thinking

and

acting

atmosphere

and

was

used

intensively to underline how to understand and use the different aspects of the

Excellence philosophy to design agile and clever strategic projects which will

surviveintheorganizationalcultureandimproveperformance.

TheLearningProcesswasdesignedasactionlearningbasedonmeaningful

organizationprojects.Ahighdegreeofconcentrationwaspartofqualifyingthe

projectsbygraduallyaddingnewknowledgetotheprojectsusingtheRADAR

thinkinginaproactiveway.TheEFQMExcellenceModelonthewallbehindthe

groupisaStrategyWallsupportingthelearningbyvisualizingandsimulating

differentapproachesandtheirorganizationalimpact.

TheFacilitatorsgavecoachingsessionsondemandtoindividualsandtothe

groupsbasedontheEFQMmotto:SharewhatWorks.

Lecturingandgroupworkweremixedwiththepurposeofgivingnewknowledge

andinspirationtogroupandtoeachparticipant.Herethe8Fundamentalsareused

asamirroroftheculturewhichtheparticipantswillfaceduringtheimplementation

of

their

projects.

ProjectpresentationbasedonRADARandpolishedforcommunicationpurposes

notonlyforthemanagementpresentation,butalso inordertocommunicatethe

goal and themeaning of the project in the organizationwhen the participants

deploytheprojectforreal.Managementgavetheirsuggestionsforimprovement

and acknowledgement of the learning whereupon mandate was given to the

projects,readytobringthemintotheorganizationalreality.


18/25


FacultyandProcessDesigners

AllanAhrensberg

VittorioCesarotti

Participants

Managersandprofessionalswhohave

been involved in the Excellence self

assessment processes and afterwards

have a key role in the design and

implementationof

improvements

all

in line with Strategic Goals and the

findingsintheFeedbackReport.

Thecourseisalearningprocesswithpreworkand4dayscorporateclassroomfollowedby56monthsworking

intheorganizationincludinglearninglogandfinally1dayforevaluationbyfacilitatorsandmanagement.

Thecourseisapassed/nonpassedcourse.Thecriteriaforpassingisbasedonprework,workintheclassroom,

workintheorganisationandthefinalorganizationaloutcomeandresultsfromtheproject.

TIMEANDPROCESS

The

learning

strategy

in

the

corporate

classroom

was

driven

by

using

the

RADAR

thinking

to

improve

the

quality

of

the

projects

and

at

the

same

time

reviewing

and

improving

the

participants

capacity

as

change

agents

in

theexcellentway.

The Learning Process Implementation (5-6 months)

In the period from July to December 2013 the participants are required to

Make it happen in the organization. They have to find the right

organizational anchor and integrate the project as a part of operational

excellence.

During the implementationprocess theparticipantswill learnhowRADAR is

practised as a tool to improve performance and visualise results. Each

participant makes a learning log which together with a successful

implementationwillbethebasisfortheevaluationonDay5inDecember.

The

Learning

Process Results and Review - 1 dayStep1:Theparticipantgetsfeedbackontheirlearningandontheresultsfrom

thefacilitatorsassessinghowtheyhaveusedtheExcellenceFrameworkand/or

othermethodstoimplementnewmethodsintheorganization.

Step2:Managementandotherkeystakeholdersgivetheirdirectfeedbackon

howwelltheparticipantshaveexecutedtheprojectandhaveimprovedhersor

hiscapacitybythislearningprocess.

Find out moreIfyouthinkthiscoursecouldhelpyoutofullyutilisetheoutputofaninternalorexternalassessment,pleasecontact

[email protected].

day1Soundlybased

Day2:Approaches

Day3:DeplymendandCulture

Day4:Organisation,presentationandmandate

TrayitandseeyouonDay5


19/25


EFQM Forum 2013Join us in ViennaYes its that timeofyearagain. Joinus inVienna for the annual

EFQM Forum. The theme for the event will be Achieving

Excellence. Wevegotaneclecticmixofkeynote speakersplus

youll get the chance to learn from the experiences of this years

EFQMAwardNominees.

Herearesomeofthehighlightsyoucanlookforwardtoduringthe2dayconference.

Highlights Day 1 (23rdOctober)

Carsten Bjerg, CEO and Group President, Grundfos [Picture]TheGrundfosGroupisrepresentedbymorethan80companiesinmorethan55countriesandisone

of the worlds leading pumpmanufacturers. Carsten Bjerg tells uswhat Leading with Vision,

Inspirationand Integritymeans tohim andhow their valuesdefinewhat everyone inGrundfos

does,everyday.

Carstensspeechwillbefollowedby3CaseStudiesfromthe2013EFQMAwardNomineeswhowilleachgivepractical

examples,based

on

their

learning

and

experience.

Lord Blair of BoughtonLordBlairheldthepositionofcommissionerofpoliceofthemetropolisfrom2005to2008andwasthe

highestrankingofficerwithintheMetropolitanPoliceService. Duringhiscareer,hegainedareputation

forbeinga"thinkingman'spoliceman. He ledthemodernisationofLondonspolice force, including

the drive to recruitmore female, ethnicminority and gay officers to ensure Londons police force reflected the

community

they

served.

Hear

his

experience,

and

what

he

learned,

about

Developing

Organisational

Capabilities.

Panel Debate Future of Excellence

Evening: EFQM Excellence Award CeremonyAnd the nominees for the EFQM Excellence Award2013 are


20/25


EFQMAwardNominees2013

Alpenresort

Schwarz

BMW Plant

Regensburg

GC Europe

Glasgow

Housing

Associat ion

Nilfer

Municipal ity

Austria Germany Belgium Scotland TurkeyNestled in stunning

Tyrol, Austria, the

SchwarzAlpineSpa&

Resortisatraditional,

family run lakeside

spa retreat designed

with guests

completewellbeing

inmind. It combines

a 4000m spa and

stateoftheart

health& fitness suite

with yearround

sporting activities,

luxury

accommodation, and

breathtaking snow

capped mountain

scenery.

The BMW

Regensburgplanthas

approximately 9,000

employees with a

daily production of

around 1,100unitsof

the BMW 1 Series, 3

Seriesas

well

as

the

BMW Z4, making it

an important part of

the worldwide BMW

Group production

network. Each

individual customer's

requirementisalways

fulfilled on time and

in accordance with

the highest quality

standards.

GC Europe supplies

dental materials to

dentists and dental

laboratories from its

Headquarters and

logistics warehouse

in Leuven, Belgium,

to

dealerorganisations across

Europe.GC Europes

main operations

involve the

production of

investments and

stones for dental

technicians

(laboratory

products), the

importingof

dental

materials (operatory

products) fromother

GC operations, and

the distribution of

these products to

dentists and dental

dealers across

Europe, Africa and

theMiddleEast.

Glasgow Housing

Association (GHA) is

a Registered Social

Landlord (RSL), a

notforprofit

organisation, a

limited liability

company,

and

aregistered charity.

Theyprovideservices

to almost 67,000

people across

Glasgow,owningand

managing 41,000

rented properties.

GHA is the largest

provider of social

rented housing in

Scotland.

FromSeptember 2012,

GHAhasbecomethe

largest subsidiary of

Wheatley Housing

Group, a new

organisation formed

to ensure a

sustainable and

growing business in

the current

environment.

Nilfer, one of the

seven central district

municipalities of

Bursa Metropolitan

and is due to 5393

municipalities law. It

was established in

1987.The

city

is

hosting nearly

320.000 citizens and

is the most rapidly

urbanizing region of

Bursa.


21/25


EFQMAwardNominees2013

Sanitas

Hospitales

Stavropol

State Agrar ian

University

St Mary s

Col lege

VAMED-KMB Wakef ie ld

Distr ict and

Housing

(WDH)

Spain Russian Fed. NorthernIreland

Austria England

Sanitas was created

inSpainin1954asan

insurance company.

Sanitas Hospitales is

the company that

manages medical

centers and hospitals

thatmake

up

the

broad service

network that Sanitas

makesavailableto its

clients. The network

is made up of two

hospitals and 17

Millennium

multidisciplinary

centers locatedinthe

main cities in Spain

and

some

large

cities

in the Community of

Madrid.

The Russias leading

center for education,

science and culture,

educational, research

and consulting and

methodological

activity, is a state

institutionof

the

higher professional

education in federal

jurisdiction, which is

located in the North

Caucasus Federal

District(NCFD)ofthe

Russian Federation,

in the city of

Stavropol. The SSAU

was established in

1930

and

has

currently more than

1500employees.

St Marys College is

an allgirls Catholic

all ability school

which caters for 873

pupils in the 1118

age group with a

staff of 95. There is

oneboy

in

Sixth

Form. The school

was opened in 1959

by the Sisters of

Mercy. ItwasDerrys

first allgirls

secondaryschool.

VAMEDKMB

providesvaluableand

sustainable

operations

management

services for the

Vienna General

HospitalMedical

University Campus

with the focal points

building services,

structural

engineering and

medical technology,

information and

communication

technologyaswellas

infrastructural and

commercial

services.

Wakefield and

District Housing

(WDH) manages

31,000 properties

occupied by 60,000

tenants and employs

over 1,400 people,

makingit

one

of

the

largest employers in

Wakefield. WDH is

one of the UK's

largest enterprise

and regeneration

companies, who

invest in people,

property and places.

It is also a charity,

registered with the

Charity

Commission,

and a not for profit

company limited by

guarantee, with a

commercial

subsidiary.


22/25


Highlights Day 2

Tracey Edwards, MBEIn 1989, Tracey skippered the first allfemale crew in theWhitbreadRound theWorld YachtRace,becomingthefirstwomantoreceivetheYachtsmanoftheYearAward.Hercrewnotonlyhadtobattle

theelements;theyhadtoprovethatwomenwerecapableofcompetinginamaledominatedsporting

environment. Todo this,shenotonlyneeded the rightpeople,with the rightskills,experienceand

attitudetheyhadtocomeupwithnewwaysofgettingthingsdoneonboardaboat.

ComeandlistentoherpassionatekeynotespeechonthethemeManagingwithagility.

Karel VinckKarel

Vinck

is

awell

known

Belgian

businessman

who

was

chosen

in

1994,

by

the

readers

of

the

weekly

businessmagazineTrends,tobetheManageroftheyear.AftergraduatingasaMasterinElectricaland

Mechanical Engineering from theKatholiekeUniversiteit Leuven (Leuven,Belgium),he got anMBA

fromCornellUniversity.Withthisstrongbackground,hestartedhiscareeratEternitbeforeworkingfor

10yearsforBekaertN.V.In1995,hestartedworkingforUnionMinire,whereheledtherestructuring

of the company. But Karel Vinck is also a member of the Board of SuezTractebel, Tessenderlo Group, of the

KatholiekeUniversiteitLeuvenandoftheThtreRoyaldelaMonnaie.HeisCoordinatoroftheEuropeanRailTraffic

ManagementSystem (ERTMS)with theEuropeanCommission, and chairmanofCumerio.KarelVinck ishonorary

chairmanoftheFlemishemployersassociation(VEV),andChairmanoftheFlemishSciencePolicyCouncil.

Marie Lindsay, Head Teacher, St. Marys College, DerryInthelast20years,only2organisationshavewontheEFQMExcellenceAwardtwice. Oneofthemis

St.MarysCollege,Derry. Overtheyears,St.Maryshavedevelopedmany innovativepracticesthat

have since been adopted nationally. But at the heart of everything they do are the pupils. Their

ongoingjourney towards excellence has inspiredmany of them to achieve ambitions beyond their

dreams...

Thisisyourchancetodiscoverhowtheyveachievedandsustainingoutstandingresults.

Find out moreFormoreinformation,pleasevisitwww.efqmforum.orgorm.efqmforum.org.


23/25


Training @ EFQMLeaders for Excellence Training

8 October 2013 to 9 October 2013

Excellence is everyones job. The Leaders for Excellence course is designed to establish a culture ofexcellence in your organization, using simple but effective tools to take the output from an assessment anddrive improvement projects that really have an impact. Register now to get started on this great training!

Location: EFQM Offices Brussels

Journey to Excellence Training


This 2-day session will give you the tools to start your business excellence program and understand what willwork best for your organization. Every journey is different; let us help you make your own special andsuccessful. Please register or contact us at [email protected]


Validator Training


This 2-day training is a pass or fail course; if you pass, youll certified as an official EFQM Validator for the

EFQM C2E recognition. After this training you should have enough understanding of the Model and of theRADAR to know what it takes to drive, recognise and validate the success of an improvement project. For anyquestion, please contact [email protected]


EFQM Assessor Training

16 October 2013 to 18 October 20 November to 22 November 2013 18 December 2013 to 20December 2013

If your goal is to become an EFQM Assessor, or if you just want to deepen your knowledge of the EFQMAssessment process, this training is for you! During this 3-day course you will learn more about the Model andthe RADAR Logic using a case study and group exercises. Make sure to register to participate to thissimulation of a real-life assessment. For more information, do not hesitate to contact [email protected]



24/25


Trainer Accreditation Workshops

26 November 2013 to 27 November 2013

If you want to deliver EFQM Licensed Trainings, this course is for you!

Find out what are the workshop coming up:

Journey to Excellence 26 November 2013 to 27 November 2013

Leaders for Excellence 28 November 2013 to 29 November 2013

Internal Assessor Training 2 December 2013 to 4 December 2013

Master Assessor Training

12 December 2013to 13 December 2013This Master Assessor Training is designed for experienced Assessors who want to know what it takes to leadan assessment team. During the 2 day course, well take you through the processes used by Team Leaders inthe EFQM Award & Recognised for Excellence assessments. For more information, please [email protected]



25/25


ccccc

EFQMAvenuedesOlympiades2

5thFloor

B 1140Brussels,Belgium

Tel:+3227753511

Email:[email protected]

Documents

Excellence in action.pdf