Quality Management ISO and EFQM 2014 Part 2

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Part 3

International Quality Standards and

Awards

January 2014 1Quality Management



International Quality Standards and

Awards

• ISO 9000

•

EFQM Excellence Model

January 2014 Quality Management 2




January 2014 3Quality Management



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.




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




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




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





• 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.




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






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




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.





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.





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.





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





• 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





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



9 Criteria of the EFQM Excellence Model


4

5

5

5

5

2

2

2

2



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




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




Evaluation of Enablers

•

Approach• Deployment

• Assessment & Review




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




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




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




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




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




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




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




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




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





Documents

Quality Management ISO and EFQM 2014 Part 2