EFQM Excellence Model

The EFQM model is a quality management system of total quality management. It was developed in 1988 by the European Foundation for Quality Management ( EFQM).

  • 2.3.1 Customer Results
  • 2.3.2 People Results
  • 2.3.3 Stakeholder related results
  • 2.3.4 Key Findings
  • 3.1 Customer focus
  • 3.2 Partnership with suppliers
  • 3.3 Staff development and involvement
  • 3.4 Processes and Facts
  • 3.5 Continuous improvement and innovation
  • 3.6 Perform and constancy of purpose
  • 3.7 Social Responsibility
  • 3.8 Result orientation
  • 4.1 Balanced achieve results
  • 4.2 Benefits increase
  • 4.3 Leading with Vision, Inspiration and Integrity
  • Draw 4.4 agent processes
  • 4.5 To achieve success through people
  • 4.6 promote innovation and creativity
  • 4.7 build partnerships
  • Take 4.8 Responsibility for a Sustainable Future
  • 5.1 Self-Assessment
  • 5.2 Committed to Excellence
  • 5.3 Recognized for Excellence
  • 7.1 Ludwig Erhard Prize
  • 7.2 EFQM Excellence Award
  • 7.3 State Quality Award

Basics of the EFQM model

The EFQM Model for Business Excellence is a business model that enables a holistic view of organizations. It was developed as a European response to the U.S. esteemed Malcolm Baldrige National Quality Award and the Japanese Deming Award from the EFQM. It provides organizations with assistance for the establishment and ongoing development of comprehensive management systems. The companies use it as a tool to determine on the basis of self-assessment strengths and improvement potential to encourage and enhance their business success.

The simple model includes the three pillars:

  • People
  • Processes
  • Results

In order to achieve excellent results permanently, all employees are involved in a continuous improvement process.

By constantly observing all processes are information about the current state, developed the continuous improvement and future trends. The EFQM model is a tool that provides assistance for the establishment and ongoing development of a comprehensive management system. It should help to recognize their own strengths, weaknesses and opportunities for improvement and align the corporate strategy to it.

Criteria

Structure

The extended system distinguishes nine criteria, from the five conditions ( enablers ) and four outcome measures (results ) are made. They are weighted for the European Quality Award:

Each of these groups is broken down into several sub- criteria.

Enabler criteria

Leadership

  • Lead visionary
  • Overall management system
  • Cooperate with stakeholders
  • Maintain culture of excellence
  • Master changes

Policy and Strategy

  • Take into account stakeholder expectations
  • Measure performance and learning
  • Continuous evaluation and updating
  • Communication and consistent implementation

Employees

  • Perceive and manage staff resources
  • Promote intellectual capital
  • Participate and empower employees
  • Communicate openly
  • Recognize potential and benefits

Partnerships and Resources

  • Manage external partnerships prudently
  • Manage finances carefully
  • Manage building materials and sustainable
  • Manage technology foresight
  • Reflect information and knowledge

Process

  • Manage processes systematically
  • Increase value added
  • Take into account customer expectations
  • Products and services to market and maintain value proposition
  • Intensify customer relationships

Outcome criteria

Customer Results

  • Indicators: response time, failure rates
  • Perception by target group: accessibility and quality

People results

  • Indicators: staff turnover and participation in improvement teams
  • Perception by target group: Career Opportunities and Equal Opportunities

Stakeholder -related results

  • Indicators: Awards, sponsorship of social or environmental projects
  • Perception by target group: employer image and transparency

Key results

  • Indicators: throughput times, value of intellectual capital
  • Perception by target group: profitability, market share

Basic Principles 2003

The model is based on eight principles:

Customer orientation

In the times of saturated markets, intense competition and high information transparency of the customer is the center of attention. Because he decides on the market success of a product or service. The service rendered, the contractor must comply with the wishes and needs of customers correspond to permanently operate successfully in the market. Only on the marketing of services or products to customers, the company generate sales, achieve their goals and continue to participate in market activities.

This has the following advantages:

Partnership with suppliers

The supplier should be worked on trust. Supplier performance go as input into the production process and thus affect the quality of the final product from. Partnerships with suppliers, businesses can eliminate uncertainties achieve price advantages and increase the quality of inputs. For example there just- in-time and just- in-sequence processes in which the deliveries of intermediate consumption is direct and exact time in close cooperation and thus no storage costs when companies are necessary.

Employee development and involvement

Employees are regularly professionally, methodically and trained to use their interpersonal behavior. Your skills need to be discovered, developed and deployed. Decisions for their area of ​​work they should take themselves and obtain the necessary information and expertise. In decisions that affect indirectly their work area or the whole company, they are to participate fully. This increases motivation, innovation and flexibility.

Helpful are:

  • Job Rich Ment
  • Job Large Movement
  • Job sharing
  • Semi-autonomous work groups

Processes and facts

Processes are understood and continually improved. You have a responsible person, reflects the concern that its process is executed smoothly and efficiently. Every employee is encouraged to bring his contribution that the processes are controlled. The management is based on numbers, facts and figures ( ZDF).

Continuous improvement and innovation

Continuous improvement is the principle. Original, creative approaches are encouraged. Studies (benchmarking ) can be used to get ideas for the best. Learning is a basic requirement in order to be better.

CIP ( Continuous Improvement Process ) or Kaizen (Japanese) is an inner attitude and is lived by every employee and every team. It concerns the processes, products and all relationships. The method is called PDCA cycle. PDCA stands for Plan, Do, Check, Act.

Run and constancy of purpose

Leading to excellent performance is a professional activity. Managers shape the corporate culture and have a special responsibility for employee satisfaction and business results. The behavior of employees is consistent with the organization's values ​​, policies and strategy.

Social Responsibility

Social requirements, laws and regulations are complied with. The organization and its employees behave ethically.

Results orientation

In the long run only excellent results can be achieved if all stakeholders' interests are taken into account in a balanced and fair relationship.

Basic Principles 2010

Since 2010, the new EFQM model applies. The basic concepts and the eight basic principles were reformulated:

Achieve balanced results

Excellent organizations fulfill their mission through a balanced results that satisfy both long -term and short-term needs of their stakeholders and, if it is important, even surpass them.

Customer benefits increase

Excellent organizations are aware that their raison d'etre is set primarily by their customers. For this they strive for innovation and value creation by understanding and anticipating their needs and expectations.

Leading with Vision, Inspiration and Integrity

Excellent organizations have leaders who shape and implement the future, and who stand model for values ​​and ethics.

Directing agent processes

Excellent organizations are guided through structured and strategically aligned processes. They base their decisions on facts in order to achieve balanced and lasting results.

To achieve success through people

Excellent organizations pay their employees and create a culture of responsibility, so personal goals and objectives of the organization in a balanced extent be achieved.

Encourage innovation and creativity

Excellent organizations increase the value and performance through consistent and systematic renewal, by harnessing the creativity of its stakeholders usable.

Build partnerships

Excellent organizations seek, develop and maintain trusting relationships with different partners to achieve mutual success. These partnerships can be built with customers, society, key suppliers, educational institutions or non-governmental organizations.

Take responsibility for a sustainable future

Excellent organizations integrate into their culture an ethical mindset, clear values ​​and the highest standards of conduct as an organization to strive for economic, social and environmental sustainability.

Assessment

Self-assessment

An important element of the model is the self-assessment of the company. There, in the following nine criteria are a maximum of 1000 points is achieved. 500 points in the five enablers and 500 points are reached in the four outcome measures.

The process of self-evaluation has the advantage that a critical analysis takes place within the organization and the evaluation can serve as a basis for improvements based on facts instead of subjective perceptions.

Committed to Excellence

This award requires a self-assessment, prioritization of improvement potentials derived from three successful implementation of improvement projects. Subsequently, the company is visited by a " Validator " ( as the EFQM auditor call ). This stage will cost € 4,000 - € 6,000. The certificate is valid for two years.

Recognized for Excellence

This award requires an extensive self-assessment and data collection by assessors or by a workshop of assessors and candidates locally. There are the following stages:

This level costs from € 11,000, depending on the size of the company and at cost.

Maturity

Based on the self-assessment of a company's maturity relative to other can be determined. Distinction is made between three stages: beginnings, on the road and mature organization. For each basic concept is described, how developed the skills and their implementation must be for each stage.

Awards

The EFQM model is the basis for the award of many quality awards.

Ludwig Erhard Prize

The German Ludwig Erhard Prize (LEP ) is the German precursor to the EFQM Excellence Award.

EFQM Excellence Award

The EFQM Excellence Award ( to 2005 he was European Quality Award ( EQA ) ) is the European Quality Award. It requires a 75-page application and extensive visits to the auditor on site at the company. The prize is awarded every year in November to the best companies in the categories of large companies, organizational units, public sector, and small and medium-sized enterprises (<250 employees). There are a winner, two to three winners and possibly even a finalist.

State Quality Award

The Austrian State Quality Award honors organizations for consistently pursuing excellence principles. He will be awarded to Austrian companies in the profit and non - profit sector in the following categories: large companies with more than 250 employees, small and medium enterprises (SMEs ) with up to 250 employees, business units and subsidiaries with limited autonomy, and non-profit organizations.

Deming Prize Managementsystem
297869
de