EFQM Model. Evolution of EFQM in DCD

Transcription

1 Implementation of EFQM Excellence Model in Housing Department 9 November 2012 Ir Dr Mckey Ho DCD Management Model

2 EFQM Model We started with the 2003 EFQM model in Evolution of EFQM in DCD 2008 Introduction of EFQM ExModel in Development & Construction Division (DCD) 2009 RESULTS ENABLERS (Reverse approach) 2010 ENABLERS RESULTS (Traditional approach) 2011 Participated in APBEST Award based on EFQM Excellence Model criteria What s next?

3 Why EFQM ExModel? The State of Quality in the UK 30% org. adopting early quality philosophies (TQM, zero-defects, integrated systems) 23% org. using other tool based approaches (QC, problem solving, risk-based approach) 22% org. based on recent quality philosophies (six-sigma, lean sigma) 12% org. using self-assessment auditing tools (EFQM model) All the above categories encompass a variety of initiatives, including the running of international standard ISO 9001 in parallel Source: Quality World (October 2007)

4 Connections between ISO 9001:2008 and EFQM Model QC vs. QA vs. TQM & EFQM Model

5 A Simple Reason 不進則退 Evolution of quality management in DCD

6 The Approaches Approaches Approach Typical process Advantage Disadvantage 1. Award simulation Using a team of trained assessors drawn from the whole organization using the written report approach. High accuracy More time and resources required 2. Peer involvement Similar to the award simulation but with the trained assessors drawn from a business unit. High accuracy Difficult in getting the right people 3. Workshop A management-led approach with data and evidence gathered during the workshop. Shorten time-scale for data collection Less accurate Matrix chart Questionnaire Hybrid or others Use of an organization-specific achievement matrix based on the EFQM Model on a point scale of 1 to 10 or similar. Questionnaire based on EFQM Model criteria for scoring. Quick & simple A good method for getting widespread feedback Over-simplified, low accuracy Very dependent on the skill in drawing up the questionnaire Which approach? Award simulation model is recommended for mature organizations with a higher invested effort. For organizations at the beginning of the excellence journey, less complex designs of the questionnaire and matrix chart approaches with a lower effort are suggested.

7 The Matrix Chart Approach The Matrix Chart Approach

8 The Matrix Chart Approach The Matrix Chart Approach

9 The Matrix Chart Approach Synopsis of differences between Award- Like assessments and Diagnosis Self- Assessment

10 Figures that matter Case study Use of EFQM Model (Survey findings in the UK) Resource used: A 15%; B 3%; C 30%; D 6% of the organization staff involved in selfassessment and improvement teams. Most effective implementation of the EFQM Model: Case D

11 ext... Training for the EFQM ExModel 20 senior management board members received 1-day EFQM briefing 40 professional, technical & site staff received 2-day EFQM internal assessor training 7 professional staff received 3-day European Excellence Assessor training Over 4% of works staff in DCD been trained Visited two EFQM applied organizations in the UK: London Probation Office, CIMA HQ

12 Diagnostic self assessment Enablers Results RESULTS ENABLERS Enablers Results COST TIME

13 RESULTS ENABLERS RESOURCE 1 team on TIME 1 team on COST Each team 1 Chief + 20 members 20 members 3 sub-teams Each sub-team study 3 projects (recently completed) 1 project good result 1 project just met target 1 project poor result Took 4 months RESULTS ENABLERS 1. Aspect critical issues affecting RESULT 2. Strength (+1 to +5) / AFI (-1 to -5) 3. Related EFQM ENABLER (criteria) 4. Proposed APPROACH 5. Proposed DEPLOYMENT 6. Proposed ASSESSMENT & REVIEW

14 Award-Like self assessment Enablers Results

15 C3 C7 C2 C6 C1 C4 C5 C8 C9 Enablers Results Full scale self assessment for the 32 EFQM subcriteria RESOURCE 1 Facilitator 40 assessors in 5 groups Each group led by a EEA Half-day session per week Total 20 weeks A 120 pages self assessment document was prepared

16 Preparation before start RESULTS Measurement CUSTOMER Results Perceptions: customer survey Performance Indicators: quality, reliability PEOPLE Results Perceptions: staff survey Performance Indicators: people turnover, no. of training days, no. of sick leave, no. of grievance cases. SOCIETY Results Perceptions: society survey, external recognition Performance Indicators: environmental performance, no. of community engagement activities, safety performance KEY Results Key Strategic Outcomes: Financial, Performance vs Budget, Effectiveness of Output. Key Performance Indicators: Balanced Scorecard (financial, customer, internal business process, learning & growth), Project Management Performance (time, cost, quality), Reliability

17 Results-Strategy/Process Link Performance focus RADAR, W-H approach, KPIs. Customer Focus ISO 9001, 6Ω, innovation. People Focus 5S, OHSAS 18001, Investor in People (IiP). Society Focus ISO 26000, ISO 14001, ISO 50001, community engagement. Strategy-Process Link (policy delivery) Multi-dimensional matrix Level analysis

18 C-1: Leadership Motivation & Encouragement The Caring & Collaborative Culture Business Partners Stakeholders Staff Support and Recognition Visible Involvement Seminars/Talks at National/Int l Arena Seminars/Talks at Local Arena C-2: Strategy Customer, Quality & Safety Vision, Mission, Guiding Principles and 4C Values Balancing Social, Economical & Environmental Needs Site Safety Strategy 3-pronge approach Business Plan Deployment Regular updating and improve Strategy Communication

19 C-3: People Management Professionalism & Commitment Work-Life-Balance Staff Engagement Tea gathering, grade management focus group meetings, works group consultative committee, People-oriented goal Job rotation, career development, employability skills enhancement, mutual respect & creativity Performance Management & Development System (PMDS) Buddy Scheme, Staff Incentive Scheme, Extra Mile Award, Appreciation Letter, training programme, Empowerment People that Matter Tea gatherings Grade management focus group meetings Works Group Consultative Committee (meets at quarterly intervals) Buddy Scheme z z New recruits Newly cross-posted staff from other divisions Staff Incentive Scheme z z z Professional Project award (Grand award) Team award Individual staff award Extra Mile Award z z Technical Team award Individual staff award We give letters of appreciation to staff. We consult and engage staff if we launch new procurement mode and new systems Site Admin & Support

20 C-4: Partnership & Resources Win-Win & Prudence Procurement System Risk Management List Management Performance Assessment Scoring System (PASS) Project Partnering Disputes Resolution Advisor System ICT PDA, Project e-collaboration System, KM Portal, RFID, GIS, Building Information Modeling (BIM), Enterprise Resource Planning (ERP) system,. Resource Sharing C-5: Processes, Products & Services Quality & Innovation ISO 9001 for quality management ISO for environmental management ISO for energy management PASS as a performance management and training tool for main contractors, subcontractors, and workers Product certification for materials quality assurance 3-Pronge approach for health and safety Distributed R&D for process, technology and material innovation.

21 C-6: : Customer Results Quality-home & Green-living Perceptions Customer Satisfaction Index (through Survey) External Appreciation & Recognition Performance Indicators No. of Defects per Completed Flat No. of Complaints per 1000 Flats C-7: : People Results Talent & Satisfaction Perceptions Staff Barometer Survey Performance Indicators No. of Sick Leave taken per year No. of Grievance Cases per year No. of Disciplinary Cases per year No. of Training Days per staff per year

22 People Results 1. Attitude at work 2. Workplace culture 3. Workplace environment 4. Training & development 5. Teamwork & involvement 6. Communication 7. Management effectiveness 8. Leadership No. of training days per staff per year DCD average z = 32 hours Private sector average z = 17.8 hours 7 N o. o f tra in in g d a y s p e r sta ff Staff barometer survey 6 Target 5 Prof 4 3 Tech 2 Site / / /10 C-8: Society Results Caring and Harmony Perceptions HKQAA-HSBC CSR Index Performance Indicators Site Safety Performance Securing Wages Payment to Workers Energy Savings in Buildings

23 C-9: Key Results Sustainable, Customer, Cost-effective, Stakeholder-value Key Strategic Outcomes Construction Cost Budget vs Expenditure Volume of Public Housing Production Average Waiting Time for Eligible Public Housing Applications Key Performance Indicators Time - Project Slippage Cost - Cost Variation Quality - Defects per Flat Self Assessment - Scoring

24 DCD-EFQM-Self Assessment Overall Score Summary Typical Excellence Journey Level of Excellence

25 DCD s Excellence Journey will Continue Established the ISO risk management system framework Verified to HKQAA-HSBC CSR Index in accordance with ISO criteria Certification to ISO DCD awarded the APBEST (EFQM) Grand Award Certified to ISO 9001: Certified to ISO 9001:1987 Certified to ISO 9001:1994 Established the ISO 9001:1987 QMS Certified to ISO 14001:2004 Certified to ISO 9001: Implementation of Performance Assessment Scoring System (PASS) Thank You