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The EFQM Excellence Model, a strategy that also gives a helping hand to people
itSMF Annual Conference November 2005, Brighton
Klaus [email protected]
„Service often a desired competitive advantage“
Service; 40,8%
Innovation / Technology;
36,8%
Quality; 10,7%
Price; 11,7%
Morschett, Dirk "Internationalisierung produktbegleitender Dienstleistungen." 2004.http://www.wiwi.uni-sb.de/him/material/Studie%20Internationalisierung%20produktbegl.%20DL.pdf (31 Aug. 2005).
Why is employee orientation important?
people are key to service qualitypeople shape the appearance to the outsideless defectsto spawn ideas for continuous improvement
Some reasons why its not always implemented
leadership problemstrive for short term profitforce to reduce stafftradition
too slow!
command
control
criticise
too slow!
command
control
criticise
Functional Chain
Leadership
People
Processes, Customers
Results
The EFQM Excellence Model -benchmark for top performance
Innovation and Learning
Criteria Structure
1Leadership
5Processes
5a
1a1b
1c1d
Areas to address
Criterion parts
5b 5c5d
5e
Areas to address
Criterion parts
Criteria Sub-Criterion
Criterion 3. People
3a “People resources are planned, managed andimproved”
3b “People's knowledge and competencies areidentified, developed and sustained”
3c “People are involved and empowered”3d “People and the organisation have a dialogue”3e “People are rewarded, recognised and cared for”
Criterion 7. People Results
7a Perception Measures (75%)– Motivation– Satisfaction
7b Performance Indicators (25%)
Employee Satisfaction Indicator Examples
Satisfaction– Level of training– Acknowledgement of individual or team performance– Ratio of sickness and absence – Employee complaints– Employee turnover
Participation– Ratio of improvement suggestions– Number of people in improvement teams
Self-Assessment
Self Assessment
strengths
areas forimprovement
progress measure
Excellence Model
RADAR
RADAR Logic
PlanResults
Assess and Review
DevelopApproaches
DeployApproaches
RADAR scoring matrix enablers
Elements Attributes Approach ■ 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
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Elements Attributes Deployment ■ approach is
implemented
Systematic:■ approach is deployed
in a structured way 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
No evidence or anecdotal
Some evidence Evidence Clear evidence Comprehensive evidence
No evidence or anecdotal
Implemented in abut 1/4 of relevant areas
Implemented in about 1/2 of relevant areas
Implemented in about 3/4 of relevant areas
Implemented in all relevant areas
Implemented: 0% 25% 50% 75% 100%
Sound:
Some evidence No evidence or
anecdotal
Clear evidence
100% Comprehensive evidence
Comprehensive evidence
75% Clear Evidence
Evidence
25% Some evidence
50% Evidence
0% No evidence or anecdotal
Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
RADAR scoring matrix enablers cont. Elements Attributes
■ regular measurement of the effectiveness of the approach, deployment is carried out
Learning:■ learning activities are
used to identify and share best practice and improvement opportunities
Improvement:■ output from
measurement and learning is analysed and used to identify, prioritise, plan and implement improvements
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
No evidence or anecdotal
0% No evidence or anecdotal
Evidence
25% Some evidence
50% Evidence
Clear evidence
100% Comprehensive evidence
Comprehensive evidence
75% Clear Evidence
Comprehensive evidence
Evidence Clear evidence No evidence or anecdotal
Some evidence
Assessment and Review
Measurement :
Some evidence
Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
RADAR scoring matrix results
Attributes:– Trends– Targets– Comparisions– Causes– Scope
Elements Attributes
■ trends are positive and/or there is sustained good performance
Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
0% No results or anecdotal information
75% Strongly positive trends and/or sustained excellent performance on most results over at least 3 years
25% Positive trends and/or satisfactory performance on some results over the last 3 years
50% Positive trends and/or sustained good performance on many results over the last 3 years
100% Strongly positive trends and/or sustained excellent performance in all areas over at least 5 years
Results Trends:
Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
Employee Surveys
Benefits – planning tool– involvement instrument
requires readiness for change by management most commonly an anonymus questionnaireto be analysed a.s.a.p.
Example Report
e-Surveys allow instant reporting
Conclusion
People are key to service qualityThe EFQM Excellence Model a successful quality strategySelf-Assessment the path to improvementEmployee surveys required to measure people development and involvement
