The way from ISO/TS 16949:2002 Model to EFQM Excellence Modelcomparisons

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1 51 st EOQ Congress, Prague 2007 The way from ISO/TS 16949:2002 Model to EFQM Excellence Modelcomparisons & consequences. Jan HNÁTEK IATF Reg. Auditor, EEA Assessor Vicepresident Czech Society for Quality Prague, 22 nd May, 2007 HQ-Consult Praha, May 2007,slide Nbr. 1

2 Historical consequences Excellence Models: USA The MALCOLM BALDRIGE NATIONAL QUALITY AWARD since 1988 JAPAN The DEMING PRIZE since 1953 EVROPA The EFQM Excellence Model since 1991 Standards ISO 9000: HQ-Consult Praha, May 2007,slide Nbr. 2 Automotive Suppliers: first edition QS-9000, 3.edition first edition revision VDA 6.1, 4.edition big revision ISO/TS 16949: work on new revision ISO/TS 16949:2002

3 ISO/TS 16949: Tools for Processes Improvement Requirements of DaimlerChrysler, Ford, General Motors, PSA, VW, Toyota & others for its Suppliers: i To be conform to the requirements of the Technical Specification ISO/TS 16949:2002 based on ISO 9001 i Process approach based on organization s processes performance instead of conformity approach ikey Performance Indicators shall to be established, followed and analysed for improvements icustomer Specific QMS requirements for Suppliers i Continual Improvement of product delivered and organization s processes focused to quality and costs HQ-Consult Praha, May 2007,slide Nbr. 3

4 MODEL EFQM What s Excellence MODEL? Non-prescriptive Management Framework for Self-Assessment according holistic, comprehensive Model based on Fundamental Concepts and nine criteria - five Enablers and four Results cover what an organisation does and what achieves. HQ-Consult Praha, May 2007,slide Nbr. 4

5 Model Performance Management Employees Process Management Results Management Enablers 50 % (500 points) Results 50 % (500 points) 3. People 9 % 7. People - Results 9 % 1. Leadership 10 % 2. Policy & Strategy 8 % 5. Processes 14 % 6.Customer - Results 20 % 9.Key Performance Results 15 % 4. Partnership & Resources 9 % 8. Society - Results 6 % Feedback from Measurements and Improvements Innovation and Learning Employee Motivation Results HQ-Consult Praha, May 2007,slide Nbr. 5

6 EFQM Excellence Model Levels of Excellence Model Implementation Way to Excellence Model Introduction Model Theory points Organisation s Maturity Levels HQ-Consult Praha, May 2007,slide Nbr. 6

7 MODEL EFQM Why Use Model? Management based on 8 Concepts of Excellence Provide comprehensive feedback covering all aspects of managing an organisation Identification of areas for improvement Identification of strengths Sharing of BEST PRATICE and Benchmark Create balance between all stakeholders Excellence Model is forward looking tool (predictive) HQ-Consult Praha, May 2007,slide Nbr. 7

8 MODEL versus ISO 9000:2000 (ISO/TS 16949) FUNDAMENATL CONCEPTS COMPARISONS: MODEL EFQM: ISO 9000:2000 : 1. RESULTS ORIENTATION 2. CUSTOMER FOCUS 3. LEADERSHIP & PURPOSE CONSTANCY 4. MANAGEMENT BY PROCESSES & FACTS 5. PEOPLE DEVELOPMENT & INVOLVEMENT 6. CONTINUOUS LEARNING, INNOVATION & IMPROVEMENT 7. PARTNERSHIP DEVELOPMENT 8. CORPORATE SOCIAL RESPONSIBILITY 1. CUSTOMER FOCUS 2. LEADERSHIP 3. INVOLVEMENT OF PEOPLE 4. PROCESS APPROACH 5. SYSTEM APPROACH TO MANAGEMENT 6. CONTINUAL IMPROVEMENT 7. FACTUAL APPROACH TO DECISION MAKING 8. MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS HQ-Consult Praha, May 2007,slide Nbr. 8

9 RADAR RADAR-TOOL FOR SELF-ASSESSMENT RADAR IS CENTRE OF MODEL RESULTS APPROACH DEPLOYMENT ASSESSMENT ELEMENTS REVIEW HQ-Consult Praha, May 2007,slide Nbr. 9

10 RADAR RADAR - LOGIC DEFINE REQUIRED RESULTS ASSESS & REVIEW APPROACHES AND IMPLEMETATION PLAN & ESTABLISH APPROACHES DEPLOY APPROACHES HQ-Consult Praha, May 2007,slide Nbr. 10

11 Excellence MODEL vers. ISO 9001:2000 (ISO/TS 16949) ENABLERS RESULTS People People - Results Leadership Policy & Strategy Processes Customer - Results Key Performance Results Partnership & Resources Society - Results LEADERSHIP ISO/TS Management commitment Process efficiency Responsibility for quality 5.6 Management review POLICY & STRATEGY ISO/TS Customer focus 5.3 Quality policy 5.4 Planning (objectives, QMS) PEOPLE ISO/TS Human resources 6.4 Work environment INNOVATION & LEARNING PROCESESS ISO/TS Product realization Internal audits Processes monitoring & measurement 8.3 Control of nonconforming product 8.5 Improvement Problem solving PARTNERSHIP & RESOURCES ISO/TS Provision of resources 6.3 Infrastructure 7.4 Purchasing HQ-Consult Praha, May 2007,slide Nbr. 11 ISO CUSTOMERS - RESULTS ISO/TS Customer satisfaction Customer satisfaction - Supplemental KEY PERFORMANCE RESULTS ISO/TS Analysis of data - Customer satisfaction - Purchasing - Procesess - Products / Services

12 Quality Management System - Model ISO/TS Quality of management system = Level to which a set of core characteristics of a management fulfils needs and expectations of organisation s stakeholders Operational Management: How to carry out daily duties through managing company operational processes? Stakeholders External / Internal needs and expectations Identity, Mission and Vision Strategic management Strategic management: Where are we going? What changes are needed? Management System Innovations Management responsibility Measurement, analysis, improvement Resource management HQ-Consult Praha, May 2007,slide Nbr. 12 Product realization Sustainable improving results for stakeholders

13 ACTION PLAN CREATION Vision Strengths Critical success factors Priorities Orientation Opportunity for improvement How? What? Business Plan - on levels Levels Depth Company processes improvement Benchmarking Autonomous teams Best practice Processes Goals Target Vision Policies Operational Plan Operational goals Continuous improvement & competitiveness advantages HQ-Consult Praha, May 2007,slide Nbr. 13

14 Comparisons ISO/TS & Excellence Model Approach concequences: ISO/TS 16949:2002 : Excellence Model : 1. ISO/TS is more definite in procedural items, that are required by OEM s to suppliers in automotive industry 2. ISO/TS refers to the most areas in Excellence Model criteria inclusive leadership, strategic planning, information & data analysis, human resource orientation and process management 3. ISO/TS define approaches that create basis for continuous improvement of organisation processes and customer satisfaction 4. Excellence Model Self-Assessment process allows to define improvement actions that are then monitored for progress 5. Excellence Model criteria provide a highly structured, fact-based technique to improve strategy connected with business planning HQ-Consult Praha, May 2007,slide Nbr. 14

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