TQM & ETO Benefits of EFQM Benefits of SAETO? EFQM Basics Self-Assessment Levels of Excellence Self-Assessment & ISO Enabler Criteria Measurements Result

TQM & ETO

Benefits of EFQM

Benefits of SAETO?

EFQM Basics

Self-Assessment

Levels of Excellence

Self-Assessment & ISO

Enabler Criteria

Measurements

Result Criteria

Surveys

Continuous Improvement

Improvement Suggestions

CIP Tools

Software Support

References & Contact

Self-Assessment for Educational and Training Organisations

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Benefits of EFQM

Benefits of SAETO?

EFQM Basics

Self-Assessment



Enabler Criteria

Measurements

Result Criteria

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Software Support


Quality in Educational and Training Organisations

Training Organisations without an ISO 9000 series certificate will find it increasingly difficult to do business in a commercial environment.

However, this series of quality management system standards should be regarded by organisations as the minimum and the objective should be to surpass the specified requirements!

In particular, the current challenge is to develop effective preventive action disciplines and mechanisms to ensure that these drive continual improvements and broaden the vision from a mere paper work system audit.

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Beyond ISO: EFQM

Many organisations have an ISO 9000 series registration and remain stuck on this quality management foundation stone.

They require simple effective advice on what steps to take next on the improvement journey towards business excellence.

The challenge is to provide this in appropriate and easily understandable stages, which can move them from ISO 9000 series registration to real, internationally recognised excellence in their business area.

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Beyond ISO: EFQM

The basis for this was developed by the European Foundation for Quality Management and is called the EFQM Excellence Model.

The gap between the requirements of the ISO 9000 series and the holistic nature of the EFQM Excellence Model cannot be bridged by taking just another list of criteria for measuring the organisation.

More of the basics need to be put in place before the EFQM Model can be effectively used for assessing an organisation.

By using EFQM-based self-assessment, it will also be easier to carry out self-assessment according to the European Quality Assessment Framework on Quality in Vocational Education and Training (CQAF in VET).

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Software Support


Economic benefits of excellence

Opens the door to Excellence Awards, which in itself can be very motivating for the enterprise.

Survey Basis: >200 Award winning organisations:

74,5 75 75,5 76 76,5 77 77,5 78 78,5 79

Profit per employee

Return on total assets

Turnover per employee

Profit margins

% above industry median

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How does a self-assessment help me?

Self-Assessment is a

holistic

regular

systematic

evaluation of the tasks and results of the organisation.

The objective of self-assessment is

the examination of the organisation’s performance and

the continuous improvement of its activities.

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How does self-assessment help me?

Participation of management Active involvement of core areas Information of all employees Avoiding that people might feel controlled Creating a common understanding of quality

Investigate current status

Enable comparison

Identify strengths and weaknessesReasonsReasons

Foster improvement activities in the organisation

Assessment based on facts

Basis for comparison with other organisations

Can be used in all areas of the organisation

AdvantagesAdvantages

Pre-requisitesPre-requisites

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Software Support


Benefits of EFQM software support

If you are serious about EFQM you must regularly assess your situation!

The software “explains” the model as you go along.

Instead of reading a book on EFQM, the software leads you step-by-step.

The EFQM based analysis of strengths and weaknesses will be linked directly to continuous improvement and in line with your corporate strategy.

The costs saved in a single assessment in terms of time and staff can already cover the costs of a software package.

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Software Support


Benefits of EFQM software support

“Home-grown” solutions (e.g. using Excel) cost at least as much as GOA/SAETO but are far less powerful and time-saving.

A standardised software:

has automatic updates,

offers upgrades with new, additional features,

evolves just as the EFQM Model evolves,

offers automated distribution of questionnaires,

allows anonymous analysis of survey data,

offers expansion towards related models

etc…

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Software Support


Benefits of inquiry software support

EFQM calls for systematically obtained data

Web-based inquiries can be carried out anonymously

Particularly important for satisfaction inquiries

(students, personnel, teams, 360°management feedback, ...)

Regularly conducted inquiries allow fast reaction to perceived, “smaller”problems and thereby strongly improve motivation

Satisfaction surveys can be used as valuable input for the

continuous improvement process

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Benefits of inquiry software support

Electronic surveys are fast to implement and low cost to conduct.

Analysis of returned data is an integrated part of the tool and the results can be automatically printed into reports.

The GOA knowledge bases deliver the structure and contents for implementing organisation specific surveys.

The GOA/SAETO knowledge bases offer a catalogue of assessment and survey questions that have been thoroughly field tested and validated.

Those questions provide a basis and can be adapted to your organisation’s specific needs.

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The added benefit of SAETO

Copenhagen Process: self-assessment will become the keystone of continuous improvement in education and training in Europe.

The European Common Quality Assessment Framework in VET (CQAF) requires continuous improvement and provides a homogeneous framework of quality assessment across all existing quality systems and levels of education

SAETO meets all requirements of CQAF in VET.

MethodologyMethodology ImplementationImplementationImplementationImplementation

AssessmentAssessmentandand

evaluationevaluation

AssessmentAssessmentandand

evaluationevaluation

ReviewReview(Feedback and (Feedback and

procedures procedures for change)for change)

ReviewReview(Feedback and (Feedback and

procedures procedures for change)for change)

PlanningPlanning(purpose (purpose and plan)and plan)

PlanningPlanning(purpose (purpose and plan)and plan)

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What is the added benefit of the SAETO solution?

European solution with multinational validation.

Product based on EFQM & ISO and licensed by EFQM.

Extensive survey catalogues for stakeholder analysis.

All questionnaires are adapted in language and content to the educational and training sector.

Modular structure allowing for short or in-depth surveys.

Adaptable to specific and individual needs.

Direct follow-up on improvement suggestions using GOA Balanced Q-Card.

Integration of methodology, training modules and software.

Support by an international partner network.

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Compatibility

The SAETO solution is compatible with ETO specific quality systems, such as:

CQAF: (European) Common Quality Assessment Framework

ANECA: Spanish National Agency for Quality Assurance and Accreditation

eduQua: Swiss quality certificate for ETOS

Gütesiegelverbund Weiterbildung: Quality Label Association for Continuing VET, Germany

LQW: Learner-oriented Quality in Continuing VET, Germany

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What is special about the SAETO software solution?

All assessment and survey catalogues have been adapted in content and language to the educational and training sector.

The assessment solution is scalable to the organisations size and requirements and the advanced modules cover both CQAF/EFQM and ISO 9001 .

The survey questionnaires are built both on the requirements collected by a stakeholder analysis and the expert knowledge on what kind of questionnaires is mostly used when evaluating ETOs.

The modular structure of the catalogue of questions allows to fit each survey exactly to the demand in size, depth and complexity.

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Benefits of GOA/SAETO WorkBench

Conforms to the EFQM model and is always up to date.

Supports methodology and provides a well structured implementation.

Offers self-assessment as well as a number of surveys for collecting the needed raw data.

Minimises the training needs to implement EFQM.

Adaptable to the individual requirements of your organisation.

Offers multilingual assessment and survey catalogues.

Fast and efficient reporting integrated.

Follow-up on improvement suggestions and CIP implementation planning with the Balanced Q-Card.

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GOA Inquiry Modules supporting the Excellence Model

Team EffectivenessLOP Inventory

ObjectivesInnoMan Kultur

Customer Inquiry

Supplier Audits (Inq. Prof)Basell II Inquiry Prof.

Objectives360° Management Feedback

People InquiryOrganisational Climate

KVP WorkBenchProject ExcellenceInnoMan Process & Project

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What is Excellence?

Excellence is defined as an organisation's excellent practice of

management and achieving results.

Organisation

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What is Excellence?

Excellent Organisations show a strong commitment to the satisfaction of all their stakeholders, related to what they do today, how they do it and how they plan to do it in the future.

During the 80s several, closely related models to measure this kind of excellence were emerged. Their overall approach is similar, but they reflect the business and political frame conditions of their regions of origin.

Nowadays three approaches are recognised as international standards:

Baldrige Award in USA

Demming in Japan

EFQM in Europa

Today, the Excellence Model of the „European Foundation for Quality Management“ (EFQM) is the most used worldwide and offers a holistic view of the company.

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EFQM: Levels of Excellence

The Excellence of an organisation can be assessed and validated on several levels.Committed to Excellence is designed for organisations, or organisational units, that are at the beginning of their journey to Excellence. For these organisations, the emphasis is on creating passion and commitment amongst internal stakeholders in order to generate the necessary momentum. Committed to Excellence provides you with a practical and simple way to build on your knowledge and experience of the EFQM Excellence Model and RADAR logic.Recognised for Excellence is designed for organisations that are well on their way to organisational excellence. These organisations, or organisational units, have experience in implementing Excellence concepts and Management Frameworks. It recognises the successful efforts they have made to implement excellence and good practice. It provides you with a structured way to the plan and chart your progress on the journey to excellence. Recognised for Excellence gives the opportunity to clearly identify the strengths and areas for improvement of your organisation from an external point of viewWith the new scheme, we have increased the possibilities for organisations to be recognised by introducing 3star, 4star or 5star recognition.

- 3* = 300+ Score- 4* = 400+ Score - 5* = 500+ Score

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EFQM: Quality Awards

The quality award is offered to organisations that show a sustainable excellence in all aspects of the EFQM Model.

The award is presented on regional (e.g. Basque Quality Silver/Gold, Bavarian Quality Award), national (e.g. AQA, ESPRIX, LEP) and European level (EEA).

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Grundlagen des EFQM Modells

The benefits of obtaining the EFQM Excellence Model will be optimised based on how well the management team apprehends the fundamental concepts.

Below, we show the Fundamental Concepts, which are continually adapted and improved:

Results Orientation

Customer Focus

Leadership & Consistency of Purpose

Management by Process & Facts

People Development & Involvement

Continuous Learning, Improvements & Innovation

Partnership Development

Social Responsibility

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EFQM Principles

The model applies the Fundamental Principles in the following Structured Management System comprising of 9 criteria, broken down into sub-criteria and the areas to cover.

Through these, the progress of the organisation is evaluated regarding the pursuit for Excellence.

© EFQM

What the organisation

DOES

What the organisation

ACHIEVES

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Concept of the EFQM Model

The EFQM Excellence Model represents the broad and contrasted guiding framework, which serves as a guide in the search for increased quality, given that tools and methodologies for improvement exist and continually arise.

Methodology to improve EFQM Self-Assessment with the RADAR Tool.

Self-evaluation according to the EFQM Model

Carry out the activities

provided in the improvement

plan

Prioritise resulting areas for

improvement

Result: Strong points and areas for improvement

Draw up an improvement plan

Integrate it with the management plan

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What is Self-Assessment? (1/2)

Self-Assessment:

Examine own performance and continuous improvement activities

Systematically and regularly evaluate duties and results of the organisation

Position fixing, mirror

the organisation evaluates itself

analyses its’ strengths and weaknesses

agrees upon necessary actions for continuous improvements

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What is Self-Assessment? (2/2)

It is a detailed map for management and employees with answers to the following questions:

How does our organisation „work”?

How good are we?

How good are we in comparison to others?

How good do we need to be?

What do we need to do to change/improve/develop?

Where and when can we most effectively start?

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Why do Organisations carry out Self-Assessments?

To…

objectively evaluate an organisation and identify possibilities for improvement

to integrate „Island solutions“ and create a general direction for activities

to transfer knowledge and experience within the organisation

to improve internal awareness of TQM

to create a basis for comparison of results to others

to participate in national or international prizes of excellence

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The Purpose of Self-Assessment

Self-Assessment …

is a strategic tool to support business planning, strategy development and performance improvement.

creates a comprehensive picture of the organisation.

integrates all interested partners and creates a requirement for intensive communication and explanations between them.

encourages an understanding for business organisation and creates a common language.

is a structured method based on facts.

allows for a systematic analysis of strengths and possibilities for improvements.

creates the chance to find possibilities for improvement projects.

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Self-Assessment: Success Factors

Self-Assessment …

creates realistic expectations especially at the beginning of the self-assessment processes.

creates understanding that:

self-assessment is not a one time process, rather needs to be continuously implemented in order to measure improvements.

self-assessment can not solve any problem on its’ own.

depends on the active participation of managing through example.

encourages integration of all stakeholders.

creates a relationship between self-assessment results and ongoing projects and intentions.

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Self-Assessment: Conditions

Preparation for Self-Assessment

The EFQM-Model is concrete enough for the business.

Numbers, data and facts are in a form easy to communicate.

Clear rules for implementation are set.

Be sure all participants have enough self-assessment experience.

Implementation of Self-Assessment

Openness and personal responsibility of the current and actual situation are necessary.

A neutral and qualified moderator should be used.

It is important not to focus only on percentages, rather to put strengths and weakness in central focus.

Follow-up of Self-Assessment

Implementation of steps need to be actively followed.

Results should be visualised, interpreted and communicated.

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Committed to Excellence – Introduction

Process: carry out a self-assessment and implement

three chosen improvement suggestions evaluation of the implementation through an

official validation through an on site visit. verbal Feedback

Required Application Documents:

None

The organisation receives a recognition for 2 years

Designed for organisations at the beginning of their path to excellence

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Committed to Excellence: Process

Phase 1: Self-Assessment The applicant receives the proper documents and instructions. A team (responsible management) from the organisation

carries out the self-assessment. It rates the individual questions based on EFQM-Criteria. Results are clear strengths and potential for improvements.

Taken from the potential for improvement an action plan can be created and prioritised.

From the action plan three improvement actions are chosen, planned and implemented within 9 months.

Phase 2: Evaluation through Validation This phase occurs approx. 6-9 months after the self-assessment. An individual responsible for the validation, checks during an on site

visit to what extent the three actions have been implemented. This occurs through analysis of existing documents as well as discussion with management and employees.

The organisation receives verbal Feedback.

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Self-Assessment: An Overview of the Process

Quelle: EFQM

Control Steps

Gain acceptance for self-assessment

Plan self-assessment

Create teams) for the implementation and training for self-assessment

Communicate the plan to those involved

Carry out the self-assessment

Create an action plan

Carry out action plan

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SAETO Self-Assessment Alternative: Easy Assessment – Education (1/3)

Attributes: Easy Assessment – Education is based on the EFQM-Model and the nine criteria. The pre-defined catalogue contains questions in which language complexity is reduced.

This makes the self-assessment self-explanatory and easier to understand. A complete self-assessment is possible within less than a day. With Easy Assessment as the single solution a self-assessment can be carried out in a

Workshop with many participants. With the Team version (Easy Assessment Team), electronic distribution to pass on

questions to many participants is possible. Creates an easy self-assessment. Link to ISO 9001

Software ModuleStufen SAETO: Easy Assessment - Education

European EFQM Award (EEA) National Quality Award Recognised for Excellence Committed to Excellence

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SAETO-Selbstbewertungs- Alternative: Easy Assessment – Education (2/3)

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SAETO Self-Assessment Alternative: Easy Assessment – Education (3/3)

Advantages:

User friendly ratings with pre-defined questions

Questions can be individually altered

Explanations to every question provided

Electronic tracking of improvement actions is possible

Low implementation costs

No consensus workshop is necessary: There is an average valuation when improvement suggestions are gathered.

The results can generate a report in MS Word or HTML-Format.

Can be implemented for the beginner or expert.

Generates a basis from assessment data for the ISO-Handbook.

Disadvantages:

No evaluation following the RADAR-Logic

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RADAR-Logik

The RADAR-Logic encourages:

interpretation of results with regards to politics and strategy planned methods to reach results the systematic implementation of methods and valuation of the methods and implementation

Quelle: EFQM

ASSESSMENT & REVIEWEvaluate and monitor

implementation and results

APPROACHPlan and set methods for

implementation

DEPLOYMENTImplement methods

RESULTSState the desired results

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SAETO Self-Assessment Alternative: EFQM Check-Up – Education (1/3)

Attributes: This self-assessment version uses top levels of the RADAR-Logic. The 9 criteria of the EFQM-Models are ordered in pre-defined questions which

can be individually altered, deleted or added. Questions can be electronically distributed and answered by chosen persons. Results create the basis for a consensus workshop.

Can be used by the beginner and the expert.

Link to ISO 9001.

Software ModuleStufen

SAETO: EFQM Check-Up - Education


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SAETO Self-Assessment Alternative:

EFQM Check-Up – Education (2/3))

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SAETO Self-Assessment Alternative: EFQM Check-Up – Education (3/3)

Advantages: System based on EFQM-Criteria Reduced expenses through user friendly software, support and automatic

analysis Questions can be individually changed Simple RADAR-Logic Evaluate based on target points with a EFQM weighting List the strengths and areas for improvement based on the criteria of the EFQM-

Model For each level of the summary, proof of strengths, improvement potential and

notes are provided Links to external documents is possible Generates a basis for the ISO-Handbook from assessment data

Disadvantages: Higher training efforts needed than with Easy Assessment

Higher assessment resources needed than with Easy Assessment

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SAETO Self-Assessment Alternative: EFQM Assessment – Education (1/3)

Attributes:

EFQM Professional – education implements completely the EFQM-Model and the complete RADAR-Logic.

The self-assessment is carried out from the starting point.

Many participants can be included and can answer the questions with no consideration to time.

Link to ISO 9001

Software ModuleStufen

SAETO: EFQM Assessment - Education


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SAETO Self-Assessment Alternative:

EFQM Assessment – Education (2/3))

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SAETO Self-Assessment Alternative: EFQM Assessment – Education (3/3)

Advantages: The self-assessment follows the EFQM-Model. Software support and automatic data analysis reduce expenses. The complete RADAR-Logic is used. At the end, a point evaluation for EFQM exists. A list of strengths and areas for improvement based on criteria of the EFQM-

Model is created. For each of these levels, the demonstration of necessary strengths and

improvement potential is summarized. Links to external documents can be made. A pre-evaluation for the consensus workshop can be created.

Generates a basis for the ISO-Handbook from the assessment data.

Disadvantages: All people involved in the process need to understand the EFQM concept.

All people involved in the assessment need to know how to score and collect assessment notes according to EFQM.

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Suggestions for how to proceed with the Introduction to EFQM

t

Introduction Optimisation

3 Months 6 Months 2. Year From 4. Year

SimplifiedQuestion catalogue (Easy Assessment Education)

Choice of improvement projects

Phase 1

Implement action catalogue

Apply for „Committed to Excellence“

Phase 2Repeat Self-Assessment

Introduce a CIP based on the results

Phase 3Move to Radar-Logic (EFQM-Check-Up)Introduce frequent questionnairesApply for „Recognised for Excellence“

Phase 4

3. Year

Phase 5

Complete Assessment (EFQM-EDU)

Apply for national or European quality award

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SAETO support for ISO 9000 and EFQM

The SAETO-Solution:

Offers a translation of the EFQM-Question into the language used at the educational institution.

Gives to each self-assessment question the corresponding ISO-Chapter where corresponding information can be found.

Suggestions for improvement, project results, agreements and work methods which are addressed through questions can be formulated with reference to the ISO Norm 9000.

The quality management handbook can be used to check if the demands for each question are enough.

New findings can be integrated into the ISO-9000 structure.

As a result, one receives a quality management handbook which leads to an ISO-Certification with no extra effort or expense.

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Links between ISO 9000 and EFQM

* - *** = Intensity of how EFQM maps into this ISO-Chapter

E FQM Criterion / I S O

Chapter5.1 5.2 5.3 5.4 5.5 5.6 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 7.1 7.2 7.3 7.4 7.5 8.1 8.2 8.3 8.4 8.5

1 Leadership ** ** ** * ** *

2 Policy and Strategy * * ** ** * *

3 People ** ** *** * * *

4 Partnership und Ressources * * * * * ** * ** * **

5 Processes * * * ***

6 Customer Results * * ** * *

7 People Results * *** ** *

8 Society Results * **

9 Key Performance Results *

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ISO 9001 Report

The SAETO self-assessment module permits to report the collected assessment notes alternatively in the format of an ISO quality manual.

This alternative re-structures the notes and links collected during the assessment process according to the format and chapters of ISO 9001.

To facilitate the maintenance of a ISO quality manual, each chapter is generated as a separate document.

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Criterion 1: Leadership

Description: How management creates and encourages the vision and mission; how they work towards the long run success of values through the implementation of specific actions, behaviours and personal actions assuring a management system is both developed and implemented. Possible actions and measures:Role model function in the definition of the mission and visionActive participation in continuous improvement processes

at the management level at the employee level

Showing personal commitment to customers, partners and those affected by and visiting the business.Implementing effective management instruments i.e:

Leadership and goal setting Employee motivation through communication Incentive and recognition systems

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Criterion 2: Policy and Strategy

Description:How the organisation introduces its’ vision and mission through a clear strategy directed at stakeholders and how these address and support politics, plans, goals, sub-goals and processes.

Possible actions and measures:

Development of a business strategy should make considerations for: Data and facts from observations, experience and analysis The needs and expectations of stakeholders The results of performance drivers and learning processes Comparison with top organisations Identification of critical success factors

Development of goal and controlling systems: Use strategic methods such as the Balanced ScoreCard Break down and implement strategic goals and numbers Introduce goal controlling processes

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Criterion 3: People

Description:How the organisation manages and develops knowledge and the potential of employees on an individual, team and organisational level and how these activities are planned to support the efficiency of the organisation, politics and strategy.

Possible actions and measures: Systematically gather employee satisfaction data through

questionnaires, interviews and employee discussions Work out demand, qualification and suitability profiles Conception of employee evaluation systems Carry out employee discussions Develop communication systems Empower employees to work independently and to participate for

example through: Cooperation and improvement activities Cooperation in teams

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Criterion 4: Partnership and Ressources

Description:How the organisation plans and manages its‘ external partnerships and internal resources to support efficiency, politics and strategy.

Possible actions and measures: Choose partners who agree with the politics and strategy of the

organisation Carry out supplier evaluations Benchmark with regards to defined processes with partners Set finance plans based on priorities of the politics and strategy Create a system to identify and value new and alternative technologies Introduce and practice knowledge management

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Criterion 5: Processes

Description:How the organisation arranges, manages and improves processes to support strategy and politics, to satisfy customers and stakeholders and to increase value creation.

Possible actions and measures: Process management and its’ facets:

Process analysis Process documentation Process evaluation Process responsibility Process optimisation Process controlling

Regular, systematic review of customer satisfaction through questionnaires

Introduce complaint management to continuously gather data resulting from daily contact with the customer

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Measurements - the basis for Continuous Improvement

Self-Asessment must be based by and by on reproducable results

„What I cannot measure I cannot improve“

(Peter Drucker)

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A Framework for Measurements

Resources

OperationalProcesses

Leadership and Culture

Enablers / Potential

Products/Services

Measurements

Results

Generic Management System based on Prof. Dr. H.-D. Seghezzi

Each management system needs 2 main structures:

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Measurements and Processes

A management system is a network of processes

A process delivers to its’ output, material, service and data

Output may or may not achieve the target and is an indicator of the process performance

process ofsupplier

process ofcustomer

own processes OUTPUTINPUT

service service

data, materials data, materials

To check the process performance measurements are needed!

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Measurements deliver information

Measurements provide at least 3 main types of information:

1. Have I achieved my target?

2. What is the trend of the indicator? Does it become better/worse?

3. Am I better than my benchmark or competitor?

10

20

30

40

50

TIME

IND

ICA

TO

R

ACTUAL

TREND

TARGET

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What are measurements good for?

Measurements

show you how good your process is

are quality indicators

show whether or not you have achieved your target

help to improve processes and procedures

are a basis for benchmarking

support in controlling the process

lead to knowledge about processes

are a basis for fixing targets

let you understand processes better

are a verification of quality – often needed for local authorities/investors

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Benefits and methods of benchmarking

What is Benchmarking?

learning from good or best practice

comparison with branch averages

learning from Best Organisation in Class

learning from Best Process in Europe/the world (even in branches other

than your own) to improve core competencies

a form of measurement.

Why Benchmarking?

Learning from good or best practice helps your organisation to improve

and gain an orientation of what is “good” or “excellent”.

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Types of measurements

Type Description Examples

Quantitative hard facts, countable, direct measurements, quantitative indicators which give information about trends

Revenues, number of participants, costs, turnover per employee

Qualitative soft facts, not directly countable, often only indirect measurements

Skills, image analysis, satisfaction

Direct direct information from stakeholders or processes

Employee or customer satisfaction

Indirect indirect information about stakeholders or processes

Staff turnover, customer loyalty, absenteeism

Leading drivers which lead to results, indicators of process performance

Qualification level, information level, productivity

Lagging (strategic) results, results at the end of the process chain (outcome)

Revenues, cash flow

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What to Measure

How to find the relevant measurements?

consider all stakeholders

consider all EFQM result criteria

consider the key processes

consider your strategy and overall objectives – which measurements reflect them?

StakeholdersStakeholdersStakeholdersStakeholders

EmployeeEmployeess

EmployeeEmployeess

PartnersPartnersPartnersPartners

Society/ Society/ natural natural

environmentenvironment

InitiatorsInitiatorsInitiatorsInitiators ParticipanParticipantsts

ParticipanParticipantsts

For each stakeholder one can find important measurements/ indicators

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How to Measure

For each measurement several points must be defined, as illustrated here through the example: learner satisfaction

Measurement learner satisfaction

Object of measurement all learners

Method of measurement software supported inquiry with a questionnaire, scale for each question: 1= very good … 5 = very bad

Responsible for measurement

Teacher/professor

Time/interval of measurement

after each training/learning unit

Reference/formula of calculation

build for each question the arithmetic mean value of all answers

Reporting Regularly, depending on the number and duration of the units

Target value arithmetic mean value e.g.: < 2,0

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How to Analyse and Report Measurements

visualize measurements - report the measurements graphically

analyse

trends

comparison of target and actual values

comparison with benchmark

adjust reports to recipients

different stakeholders have different interests!

- director/CEO – short overview, most important facts

- trainer/teacher – more detailed

- admin staff – measurements of their concern

- external recipients, i.e. authorities

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Criterion 6: Customer Results

Examples of measurements (in alphabetical order)

complaint ratio

environmental profile

failure rate of courses

index for handling complaints

intent to repurchase

number of requests addressed to the institution

ratio of received to processed complaints

recommendations

response time for complaints

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Criterion 7: People Results


absenteeism accident rate annual training days per employee annual training investments per employee CIP participation and participants communication index degree of employee suitability employee attendance at events relative to

total number of employees employee attendance at pedagogical

training employee satisfaction employee turnover

fluctuation ratio kindergarten places per

employee number of employees

trained in fire prevention relative to total staff

overtime coefficient re-hiring rate of employees sickness rate training evaluation

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Criterion 8: Society Results


access frequency on internet homepage attendance at public events awards and prizes image analysis indicators of environmental protection newly created jobs number of job applications number of new indirect jobs number of press reports participation in courses offered for further education publications and lectures rate of public orders support of health and welfare institutions support of sports and leisure activities

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Criterion 9: Key Results


age of equipment capitalisation ratio cash flow cash ratio course utilization credit terms extended to customers credit terms extended to supplier depreciation of fixed assets depreciation per period innovation ratio investment ratio level of debt liquid cash resources market share net profit number of customers per employee

number of customers per organisational unit

productivity profit margin profit per employee rate of inventory turnover ratio of tangible fixed

assets to total return on total capital

employed ROI (return on investment) share of subcontracting staff workload turnover per employee value-added quota

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Inquiry Techniques: Functional Chain

Customer satifaction and loyality

Externalservicequality

Employee motivation, engagement

and satisfaction

Internalservicequality

Employee survey:Analyse and improve working and management situation

Customer survey:Analyse and meet needs and expectations

The functional chain between satisfied employees and satisfied customers

Empirical studies have confirmed that in organisations with dissatisfied employees, customer satisfaction also sinks in middle run results of the business. Satisfied employees are the basis for satisfied customers and business success.

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Inquiry Techniques: Procedure

Set the target groups and business goals

Explore previous attempts

Define examination attempts

Carry out questioning and analysis of the data

Visualise and present the results

Create questionnaires, formulate questions; question content, choice of questionnaire

participants

Field work, set dates, value qualitative data, value quantitative data, evaluate and organise satisfaction

data

Create a results report, visualise results with pictures, prepare and carry out presentation, choose

the proper presentation medium

Explain and motivate the crew/organisation and project team1

2

4

5

6

3

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Questioning Techniques: Satisfaction Survey

Target performance(expected performance; i.e. quality, credibility,

design)

Actual performance(existing performance)

Compare

Target > Actual Target = Actual Target < Actual

Dissatisfaction Satisfaction Enthusiasm

Results of the

comparison

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SAETO Support

SAETO can support your organisation in obtaining the needed measurements with a number of inquiry tools and survey knowledge bases, such as: 360°management Feedback People Satisfaction Survey Team Effectiveness Analysis Training Evaluation …

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Why to implement a Continuous Improvement Process (CIP)?

Changes in the competitive environment

Market Expectations

Training QualityTraining Quality

Customer SatisfactionCustomer

Satisfaction

CostsThe Right Classes


Training QualityCosts

The Right Classes

Training QualityCosts

The Right Classes

Customer SatisfactionCustomer

Satisfaction

Time to MarketTime to Market

Customer SatisfactionTraining Quality


Customer SatisfactionTraining Quality


Time to MarketTime to Market

Stakeholder Expectations and

Cont. Improvements

Stakeholder Expectations and

Cont. Improvements

Yesterday Today Tomorrow

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Two Sources of Progress

Time

Progress


continuous small steps

good value, low effort

common sense

daily business

ALL people involved

Time

Progress

Innovation

Stagnation

large steps

often expensive, high effort

new levels, new breakthrough ideas

stagnation/loss in daily business

selective people involved

CIP is not a sprint,

but a marathon!

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Combining Innovation and Continuous Improvements

Time

Progress

New level

Innovation

stagnation/loss/costs for implementation

Best results with CIP AND innovation

continuous improvement

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The Deming Wheel or PDCA Cycle

DOA

CT

CIP works in a 4 step cycle

plan the improvement steps

do the improvement work

check the results of improvement steps

act: corrective action / further improvement

CIP is a never-ending cycle of P-D-C-A

For all 4 steps, measurements are required to decide on:

What is the situation? What is the present status?

What has changed? Is the plan successful?

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System Standards supports CIP

System standards like ISO9001 and EFQM help fix the level of progress which organisations can achieve with CIP and innovation

Progress

Time

CIP

Standards assure the level

(e.g. ISO 9001)

DOAC

T

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Relationship between CIP and EFQM

Key Performance

Results

Key Performance

Results

Society ResultsSociety Results

People ResultsPeople Results

Customer Results

Customer Results

LeadershipLeadership ProcessesProcesses

Partner-ships &

Ressources

Partner-ships &

Ressources

PeoplePeople

Policy &StrategyPolicy &Strategy

Enabler Results

Innovation and Learning

CIP is a core element of EFQM:

self-assessment

Learning

CIP cycle

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Examples of Benefits of CIP

A study of Agamus Consult on CIP in 113 German companies highlighted the following positive results:

Quelle: Agamus Consult, 1996

86%

88%

90%

92%

94%

96%

98%

Results > Efforts Cost Reduction Improved Motivation

Improvements through CIP

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How to motivate all Employees

Create benefits for all people

give them recognition

empower them

give them incentives

Show benefits for both people and the processes

Tell them success stories

Realise quick wins (progress in small steps)

Train the people in CIP methods and instruments

Leaders should give a shining example for CIP

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How to generate and collect Ideas for Improvement

EFQM self-assessment

Benchmarking

Use idea generation tools like CreaGen

Input from customer and people surveys

Conferences, meetings, workshops:

brainstorming, creativity techniques

conferences with key customers

Quality circles

Idea management:

letter-box, idea-box

intranet/extranet

Projects

Process review, audit, measurements of processes

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How to select and process Ideas

Many ideas....

...a filtering process…

...few prioritiesExpenditures

High

Low

Low High

Consequences

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Levels of Continuous Improvement

„very high hanging fruits“methodical approach: project management focus: innovation

„low hanging fruits“methodical approach: simple Q-tools, „shop floor“ teams/quality circlesfocus: improvement, maintenance

„high hanging fruits“methodical approach: quality tools, CIP teams/projectsfocus: improvement

„fruits on the floor“no methodical approach, intuition, common sense, daily routine focus: maintenance

Each problem has its’position (is a „fruit“)

on the „tree of problems“

1. Choose the right level of CIP: low/high/very high hanging fruits?2. Choose the right instrument for the level

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An easy CIP tool: „Flash-quality circle“

Problem, Situation

Target?

Causes

Result Check Actions

1.Describe the problem in a few

words and numbers

2.Ask for the real causes

of the problem

3.Fix ImprovementActions

4.Check the estimated results

A fast way of CIP for“low hanging fruits”

max. 30 minutes max. 5 people use only 1 flip chart

for visualisation proceed from

step 1 to step 4

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Tips to run a successful CIP

Find the right people for your improvement measures

Train your people

Select the right level (“low/high hanging fruits”) and method (quality circle, project management,….) of CIP

Show quick wins (small progresses) in your CIP

Be aware that CIP is an on-going process, a “never ending story”

For best results, combine huge innovation steps with small steps of CIP

Ask yourself: which lessons have you learned through the improvement measures or project?

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Software Support

SAETO supports collecting and selecting ideas from surveys

or assessments and performing your CIP with the module

Balanced Q-Card (BCQ)

BQC helps you to: filter/select ideas form surveys and assessments and

generate ideas- stand-alone PC- team application in the web

allows to emphasise certain EFQM criteria or

levels of assessment describe improvement actions support the project management monitor the state of the different projects

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Software Support

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Cost/benefit analysis for the use of SAETO

Starting point Satisfaction survey of pupils/students with 20 questions 800 Questionnaires to distribute and collect (per school or faculty) Yearly survey

Assumptions (present situation) Design, generate and distribute questionnaires, (~ 16 - 20 h) Gathering of returned data ~ 5 min./questionnaire (~ 66 h.) Statistical analysis and reporting (~ 20 - 24 h)

Saving potential of this survey Generation: 16 h à 50,-- = EUR 800,-- Gathering: 66 h à 50,-- = EUR 3.300,-- Analysis & reporting: 20 h à 50,-- = EUR 1.000,--

Potential savings/year by SAETO = EUR 5.100,--

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GOA & SAETO Pilot Users (Excerpt)

additional information: www.goa-workbench.com

Fachinformation und Bibliothek

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