Implementation Implementation of EFQM of EFQM

Excellence Model Excellence Model in Housingin Housing

DepartmentDepartment

9 November 20129 November 2012

IrIr Dr Dr MckeyMckey HoHo

DCD Management Model

EFQM ModelEFQM Model

We started with the 2003 EFQM model in 20082008.

Evolution of EFQM in DCDEvolution of EFQM in DCD 2008

Introduction of EFQM ExModel in Development & Construction Division (DCD)

2009 RESULTS ENABLERS (Reverse approach)

2010 ENABLERS RESULTS (Traditional approach)

2011 Participated in APBEST Award based on EFQM

Excellence Model criteria

2012 ... Whats next ?

Why EFQM Why EFQM ExModelExModel??

The State of Quality in the UKThe State of Quality in the UK 30% org. adopting early quality philosophies

(TQM, zero-defects, integrated systems)

23% org. using other tool based approaches (QC, problem solving, risk-based approach)

22% org. based on recent quality philosophies (six-sigma, lean sigma)

12% org. using self-assessment auditing tools(EFQM model)(EFQM model)

All the above categories encompass a variety of initiatives, including the running of international standard ISO 9001 in parallel

Source: Quality World (October 2007)

Connections between Connections between ISO 9001:200ISO 9001:20088 and and EFQM ModelEFQM Model

QQCC vs.vs. QA QA vs.vs. TQMTQM & EFQM Model& EFQM Model

A Simple ReasonA Simple Reason

Evolution of quality management in DCD

The ApproachesThe Approaches

ApproachesApproaches

Hybrid or others6.

Very dependent on the skill in drawing up the questionnaire

A good method for getting widespread feedback

Questionnaire based on EFQM Model criteria for scoring.

Questionnaire5.

Over-simplified, low accuracy

Quick & simpleUse of an organization-specific achievement matrix based on the EFQM Model on a point scale of 1 to 10 or similar.

Matrix chart4.

Less accurateShorten time-scale for data collection

A management-led approach with data and evidence gathered during the workshop.

Workshop3.

Difficult in getting the right people

High accuracySimilar to the award simulation but with the trained assessors drawn from a business unit.

Peer involvement

2.

More time and resources required

High accuracyUsing a team of trained assessors drawn from the whole organization using the written report approach.

Award simulation

1.

DisadvantageAdvantageTypical processApproach

Which approach? Award simulation model is recommended for mature organizations with a higher invested effort. For organizations at the beginning of the excellence journey, less complex designs of the questionnaire and matrix chart approaches with a lower effort are suggested .

The Matrix Chart ApproachThe Matrix Chart Approach

The Matrix Chart Approach

The Matrix Chart Approach

The Matrix Chart Approach

The Matrix Chart Approach

Synopsis of differences between Synopsis of differences between AAwardward--LLikeike assessments and assessments and DDiagnosis iagnosis SSelfelf--

AAssessmentssessment

Figures that matterFigures that matter

Case study Case study Use of EFQM ModelUse of EFQM Model(Survey findings in the UK)(Survey findings in the UK)

Resource used: A 15%; B 3%; C 30%; D 6% of the organization staff involved in self-assessment and improvement teams. Most effective implementation of the EFQM Model: Case D

ext ...

Training for the EFQM Training for the EFQM ExModelExModel 20 senior management board members

received 1-day EFQM briefing

40 professional, technical & site staff received 2-day EFQM internal assessor training

7 professional staff received 3-day European Excellence Assessor training

Over 4% of works staff in DCD been trained

Visited two EFQM applied organizations in the UK: London Probation Office, CIMA HQ

Diagnostic Diagnostic self assessmentself assessment

Enablers Enablers ResultsResults

RESULTS RESULTS ENABLERSENABLERS

Enablers Results

COSTCOST

TIMETIME

RESULTS RESULTS ENABLERSENABLERS

RESOURCE 1 team on TIME 1 team on COST Each team 1 Chief + 20 members 20 members 3 sub-teams Each sub-team study 3 projects (recently

completed)

1 project good result 1 project just met target 1 project poor result

Took 4 months

RESULTS RESULTS ENABLERSENABLERS

1. Aspect critical issues affecting RESULT

2. Strength (+1 to +5) / AFI (-1 to -5) 3. Related EFQM ENABLER (criteria)4. Proposed APPROACH5. Proposed DEPLOYMENT6. Proposed ASSESSMENT & REVIEW

AwardAward--Like Like self assessmentself assessment

Enablers Enablers ResultsResults

C2

C1

C3

C4 C5

C7

C6

C8 C9

Enablers Enablers ResultsResults Full scale self assessment for the 32 EFQM sub-

criteria

RESOURCE 1 Facilitator 40 assessors in 5 groups Each group led by a EEA Half-day session per week Total 20 weeks

A 120 pages self assessment document was prepared

Preparation before startPreparation before start

RESULTS MeasurementRESULTS MeasurementCUSTOMER Results Perceptions: customer survey Performance Indicators: quality, reliabilityPEOPLE Results Perceptions: staff survey Performance Indicators: people turnover, no. of training

days, no. of sick leave, no. of grievance cases.SOCIETY Results Perceptions: society survey, external recognition Performance Indicators: environmental performance, no.

of community engagement activities, safety performanceKEY Results Key Strategic Outcomes: Financial, Performance vs

Budget, Effectiveness of Output. Key Performance Indicators: Balanced Scorecard

(financial, customer, internal business process, learning & growth), Project Management Performance (time, cost, quality), Reliability

ResultsResults--Strategy/Process LinkStrategy/Process Link

Performance focus RADAR, W-H approach, KPIs.

Customer Focus ISO 9001, 6, innovation.

People Focus 5S, OHSAS 18001, Investor in People (IiP).

Society Focus ISO 26000, ISO 14001, ISO 50001, community engagement.

StrategyStrategy--Process Link (policy delivery)Process Link (policy delivery)

Multi-dimensional matrix Level analysis

CC--1:1: LeadershipLeadershipMotivation & Motivation & EEncouragementncouragement

The Caring & Collaborative Culture

Business PartnersStakeholders

Staff Support and Recognition Visible Involvement

Seminars/Talks at National/Intl ArenaSeminars/Talks at Local Arena

CC--2:2: StrategyStrategyCustomer, Quality & SafetyCustomer, Quality & Safety

Vision, Mission, Guiding Principles and 4C Values

Balancing Social, Economical & Environmental Needs

Site Safety Strategy3-pronge approach

Business Plan DeploymentRegular updating and improve

Strategy Communication

CC--3:3: People MPeople ManagementanagementProfessionalism & Professionalism & CCommitmentommitment

Work-Life-Balance Staff Engagement

Tea gathering, grade management focus group meetings, works group consultative committee,

People-oriented goalJob rotation, career development, employability skills enhancement, mutual respect & creativity

Performance Management & Development System (PMDS)

Buddy Scheme, Staff Incentive Scheme, Extra Mile Award, Appreciation Letter, Caring@work training programme,

Empowerment

People that MatterPeople that Matter

Admin & Support

Professional

Technical

Site

Technical

Tea gatheringsGrade management focus group

meetings

Works Group Consultative Committee (meets at quarterly intervals)

Buddy SchemeNew recruitsNewly cross-posted staff from other divisions

Staff Incentive SchemeProject award (Grand award)Team awardIndividual staff award

Extra Mile AwardTeam awardIndividual staff award

We give letters of appreciation to staff.

We consult and engage staff if we launch new procurement mode and new systems.

. . . . . . . . .

CC--4: Partnership & Resources4: Partnership & ResourcesWinWin--WWin & Prudencein & Prudence Procurement System

Risk ManagementList ManagementPerformance Assessment Scoring System (PASS)

Project Partnering Disputes Resolution Advisor System ICT

PDA, Project e-Collaboration System, KM Portal, RFID, GIS, Building Information Modeling (BIM), Enterprise Resource Planning (ERP) system, .

Resource Sharing

ISO 9001 for quality management ISO 14001 for environmental management ISO 50001 for energy management PASS as a performance management and

training tool for main contractors, sub-contractors, and workers

Product certification for materials quality assurance

3-Pronge approach for health and safety Distributed R&D for process, technology

and material innovation.

CC--55:: Processes, Products & ServicesProcesses, Products & ServicesQuality & InnovationQuality & Innovation

CC--66: Customer Results: Customer ResultsQualityQuality--home & Greenhome & Green--livingliving

PerceptionsCustomer Satisfaction Index (through Survey)External Appreciation & Recognition

Performance IndicatorsNo. of Defects per Completed FlatNo. of Complaints per 1000 Flats

CC--77: People Results : People Results Talent & SatisfactionTalent