EFQM Levels of Excellence
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1 EFQMi võimalused organisatsiooni arengu toetamisel EFQM Levels of Excellence 17.september 2014 Tiia Tammaru Juhatuse esimees Eesti Kvaliteediühing
2 2 Mis on EFQM? Mittetulunduslik sihtasutus, asutatud 1989, Ligikaudu 500 liiget enam kui 50 erinevat sektorit 30,000 organisatsiooni Euroopas kasutavad EFQM Excellence Model it Enam kui 4,500 võrgustikus osalejat
3 Mõned EFQMi liikmed:
4 Eesti Kvaliteediühing ja EFQM Eesti assessorid EFQMis hindajatena alates 1998 Eesti (Juhtimis)kvaliteediauhind alates 2000 Eesti Kvaliteediühing EFQMi rahvuslik partnerorganisatsioon Eesti Kvaliteediühing EFQMi partner (representative) aprill 2014 ja liige oktoober 2014 EFQMilt assessorite koolituse litsents alates september 2014
5 Business Excellence eestvedamine, strateegiline juhtimine Juhtimiskvaliteedi kaks dimensiooni Kas me teeme õigeid asju? MIKS? ja MIDA? Mõjusus (effectiveness) Kas me teeme õigeid asju õigesti? Diagnostika, enese- ja välishindamine (EFQM, Baldrige, CAF, EJKA jt) Operational Excellence protsessijuhtimine, lean, 6 sigmat, kvaliteedi kindlustamine (QA, ISO 9000 jt standardid) Tiia Tammaru Kas me teeme asju õigesti? KUIDAS? Tõhusus (efficiency)
6 Tunnustusskeemide eesmärk Motiveerida ettevõtteid kasutama kaasaegseid meetodeid juhtimiskvaliteedi parendamiseks ja tõsta ettevõtete juhtimiskvaliteedi alast teadlikkust. Tunnustada võimalikult paljusid häid tulemusi saavutanud organisatsioone, arvestades nii nende suurust, juhtimiskvaliteedi alase arengu küpsust kui ka tegevusvaldkonna eripära. Tunnustus aitab tõsta organisatsioonide usaldusväärsust, innustab kasutama kaasaegseid meetodeid juhtimiskvaliteedi parendamiseks ja võimaldab jagada organisatsioonidevahelisi kogemusi ning parimat teadmust. Protsessi pikaajalisemaks mõjuks on organisatsioonide konkurentsivõime kasv, mis aitab kaasa Eesti kui terviku arengule. 6
7 Juhtimiskvaliteedi mudelite ajalugu Deming Prize (DP), Jaapan Malcolm Baldrige National Quality Award (MBNQA), Performance Excellence Framework, USA asutati EFQM (European Foundation for Quality Management); alates 2006 kasutusel nimena ainult EFQM töötati välja Excellence Model (täiuslikkuse mudel) European Quality Award (EQA) - rahvuslikud kvaliteediauhinnad EFQM Excellence Award (EEA) EFQM 2010 mudel 2012 EFQM 2013 mudel (kuni 2017) Eesti Kvaliteediauhind 2004 Eesti Juhtimiskvaliteedi Auhind 2006 EFQM Levels of Excellence Tallinna Haridusasutuste Kvaliteediauhind 2003 Kutseõppeasutuste Kvaliteediauhind 2003 Avaliku Sektori Kvaliteediauhind (piloot) 2004 Turismiettevõtete Kvaliteediprogramm 2009 Eesti kõrgkoolide kvaliteedikindlustamise projekt 2011 Eesti Avaliku Sektori Kvaliteediauhind Arenev Riigiasutus Allikas: Eesti Kvaliteediühing
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10 EFQM Levels of Excellence täiuslikkuse astmed Committed to Excellence (Pühendunud täiuslikkusele) tunnustatakse organisatsioonide püüet alustada teed täiuslikkusele Recognised for Excellence (Tunnustatud täiuslikkuse eest) tunnustatakse hästi juhitud organisatsioone, kes on jõudnud küpsele tasemele teel täiuslikkusele EFQM Excellence Award (EFQM Täiuslikkusauhind) finalistid ja auhinnavõitjad tunnustatakse organisatsioone, kes on parimal Euroopa või maailmatasemel
11 EFQM Levels of Excellence eesmärgid Pakkuda verstaposte teel täiuslikkuse poole Maksimeerida EFQM mudeli täiuslikkusprintsiipe rakendavate organisatsioonide arvu Pakkuda praktilisi tooteid ja teenuseid, mis aitavad organisatsioonidel ennast arendada Pakkuda üle-euroopalist tunnustust EFQM-i & ja rahvuslike partnerite poolt
12 Välishindamine ja tunnustamine Auhind Konkurss Recognised for Excellence - tunnustus Välishindamised Committed to Excellence -tunnustus Enesehindamine ja parendusprojektid
13 Eesti rahvuslik tunnustusskeem ja EFQM Levels of Excellence Recognized for Excellence EFQM Excellence Award Auhind Eeskujulikult juhitud organisatsioon Hästi juhitud organisatsioon E J K A Committed to Excellence Innustustasand Edasipürgiv organisatsioon
14 Organisatsioonide arv Eesmärk - riigi konkurentsivõime ja jätkusuutlikkuse kasv Organisatsioonide võimekus peab kasvama kiiremini kui globaalne konkurents Eesti Juhtimiskvaliteedi auhinna konkursil osalenute keskmised skoorid (Allikas: Eesti Kvaliteediühing) (skaala p. EFQM-i mudel) Võimekus
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16 EFQM keskmised skoorid 2014
17 Juhtimiskvaliteedi küpsuse tasemed EFQM-mudeli punktiskoori alusel on organisatsioone võimalik jagada nelja gruppi (Excellence Finland): algajad, kuni 170 punkti aktiivsed arenejad, punkti sektori parimad, punkti maailmaklass, üle 600 punkti. Eesti organisatsioonide põhimass jaguneb peamiselt kahte esimesse gruppi. Üksikud organisatsioonid (sh Eesti Juhtimiskvaliteedi auhinna võitjad ja mõned finalistid) kuuluvad kolmandasse gruppi.
18 Juhtimiskvaliteedi alase kogemuse ja teadmuse levitamine - benchlearning Organisatsioonisisene ristfunktsionaalsete enesehindamise ja/või taotlusdokumendi koostamise meeskonnad Organisatsioonidevaheline välishindamise meeskondade liikmed teistest organisatsioonidest Sektoritevaheline välishindamise meeskondade liikmed erinevatest sektoritest aga Kahesuunaline levitamine Sõltumatu ja värske kastist-välja vaade ning tagasiside Võimalus väga lähedalt näha teiste organisatsioonide toimimist, sektorite- ja funktsioonideülene koostöö ning õppimiskogemus, mida saab kasutada assessorite organisatsioonides
19 Välishindamise kasulikkus annab sõltumatu hinnangu kogenud ekspertidelt vastavuses rahvusvaheliselt aktsepteeritud mudeliga annab põhjaliku ja konfidentsiaalse aruande, mis kirjeldab organisatsiooni tugevaid külgi ja parendamist vajavaid valdkondi annab võimaluse võrrelda oma organisatsiooni Eesti ja Euroopa parimate organisatsioonidega ühtse metoodika alusel
20 Lisaväärtus välishindamisest: Johari aken Assessorid teavad Avatud Pime Tõehetked & teemandid Kõige suurem väärtus Assessorid ei tea Varjatud Tundmatu Organisatsioon teab Organisatsioon ei tea
21 Mis on täiuslikkus? (oivalisus, suurepärasus Excellence) EFQMi definitsioon 2013: Suurepärased organisatsioonid saavutavad ja säilitavad silmapaistvaid tulemusi, mis vastavad või ületavad kõikide huvipoolte ootusi. Praktikas tähendab see, et: Neil on selge arusaam, kes nende huvipooled on ja mida nad ootavad. Nende ootuste rahuldamiseks töötavad nad välja strateegiaid. Nad saavutavad täna suurepäraseid tulemusi. Nad demonstreerivad oma võimekust saavutatud taset hoida ka tulevikus, näidates et nad mõistavad tulemuste põhjusi ja suudavad mõjusalt juhtida.
22 The EFQM Model 8 Fundamental Concepts RADAR 9 Criteria
23 Huvipoolte ootuste arvestamine Brand reputation Ethical behaviour Transparent communication Opportunities to develop & grow Work / life balance Pride in Organisation Value-adding products & services Excellent service Return on investment Optimise profitability Sustainable financial growth Society People Customers Shareholders Leaders who inspire trust Clearly defined long-term strategy Robust internal processes The right Partners & Suppliers
24 RADARi olemus Määratle tulemused, mida tahad saavutada RESULTS Tööta välja lähenemisviisid, mis viivad parendusteni - APPROACHES Hinda nende mõju - ASSESS ja täiusta, et tagada soovitud tulemuste saavutamine - REFINE Rakenda parendusplaan - DEPLOY
25 RADAR 2013: Elemendid ja atribuudid Tulemused: Asjakohasus ja kasutatavus Ulatus ja asjakohasus Tõesus Segmenteeritus Tulemuslikkus Trendid Eesmärgid Võrdlused Kindlustunne (confidence) Hindamine & täiustamine: Mõõtmine Õppimine & loovus Parendamine & innovatsioon Lähenemisviis: Põhjendatud Integreeritud Rakendatus: Ellu viidud Struktureeritud
26 Hindamismetoodika RADAR EFQM mudeli loogika väidab, et organisatsioon peab: kindlaks määrama tulemused (Results), mida soovib oma missiooni ja strateegia elluviimisega saavutada; need tulemused katavad nii organisatsiooni finantsilist ja operatsioonilist toimimist, kui ka tema huvipoolte tajusid ja arvamusi; planeerima ja välja töötama integreeritud kogumi põhjendatud lähenemisviise (Approach) vajalike tulemuste saavutamiseks nii praegu kui tulevikus; lähenemisviise süstemaatiliselt rakendama (Deployment) nende elluviimise täielikuks kindlustamiseks; neid lähenemisviise hindama (Assess) ja asjakohasust kontrollima, tuginedes saavutatud tulemuste seirele ja analüüsile ning pidevale õppimisele; lähenemisviise korrigeerima ja edasi arendama (Refine), vajalikke parendustegevusi määratledes, tähtsuse järjekorda seades, planeerides ja ellu viies.
27 Välishindamise tagasiside Tagasisideraportis on EFQM mudeli iga kriteeriumi kohta ära toodud ka alakriteeriumide loetelu. Iga kriteeriumi kohta on välja toodud: Tugevused Võimaldajate osas tegevused või valdkonnad, mis on organisatsioonis hästi organiseeritud ning mille abil saavutatakse tulemusi. Tulemuste osas saavutatud eesmärgid, positiivsed trendid, asjakohased võrdlused teiste organisatsioonidega ning kindlustunne tuleviku osas. Parendusvõimalused Võimaldajate osas tegevused või valdkonnad, mida peab veel paremate tulemuste saavutamiseks arendama. Negatiivsed trendid tulemustes, eesmärkide puudumine või täitmata jätmine, tulemuste puudulik mõõtmine. Numbriline skoor - Kriteeriumi hinne tuuakse välja protsentuaalselt (0-100 skaalal); lõppskoori arvutamisel võetakse arvesse kriteeriumide osakaale (kriteeriumide 6 ja 9 osakaalud on kummalgi 15%, kõikide ülejäänud kriteeriumide osakaalud on 10%).
28 Eduka välishindamise võti Taotleja mõistmine Huvipoolte arvamuste, tajude ja saavutuste terviklik mõistmine ja analüüs Strateegia rakendatuse kooskõla ja ulatuse mõistmine Konstruktiivne ja kasutatav tagasiside, nii suuline kui kirjalik Professionaalsus ja ekspertiis kogu protsessi vältel Terviklik hindamine, mis on konstruktiivne ja motiveerib taotleja inimesi jätkama teekonda täiuslikkuse poole
29 Kuidas edasi? Tehtud ettepanekute ja võimalike parendusvõimaluste tähtsuse järjekorda seadmise alusel on asutusel võimalik koostada ja ellu viia parendustegevusi. Kuidas edasi? Milliseid parendustegevusi valida? kõige kriitilisemate/prioriteetsemate kriteeriumide valik ajurünnak võimalike parendustegevuste kohta kriitiliste kriteeriumide osas Parendamise protsess 1. Parendusvõimaluste prioriteetide seadmise kriteeriumides kokkuleppimine 2. Parendusvaldkonade prioriseerimine 3. Parendustegevuste planeerimine 4. Parendustegevuste elluviimine
30 Parendusvaldkondade valik Üks lähenemine parendusvaldkonade valimiseks, on vaadelda kõige kõrgema olulisuse hinnangu saanuid iga 9 kriteeriumi jaoks. Sellest 9-st parendusvaldkonnast tuleks välja valida 3, millel on organisatsiooni toimivusele ja tulemustele kõige suurem mõju ja mida on kõige kergem ellu viia. Teine lähenemine - keskenduda vaid ühele kriteeriumile, kui usute et just sellest sõltub märkimisväärselt paremate tulemuste saavutamine kogu organisatsiooni jaoks. Kõige tähtsam on, et valitud valdkonnad on teie organisatsioonile olulised!
31 Lihtne, aga mõjus EFQM täiuslikkusmudelit kasutab oma tegevuse parendamiseks enam kui organisatsiooni 60% Euroopa 25st suurimast ettevõttest kasutab EFQM täiuslikkusmudelit oma juhtimissüsteemi arendamiseks EFQM-il on üle 700 liikme 35 riigis EFQM-il on 25 rahvuslikku partnerorganisatsiooni Euroopas Ligikaudu 20 rahvuslikku kvaliteediauhinda Euroopas kasutavad EFQM täiuslikkusmudelit Mudeli kasutamine parendab protsesse & suurendab kliendirahulolu Uuringute tulemused kinnitavad, et juhtimissüsteemide raamistike kasutamine omab tugevat positiivset mõju äritulemustele Auhinnavõitjatel on jätkuvalt paremad finantstulemused kui samade sektorite võrdlusfirmadel
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33 Seos TQM-i ja finantstulemuste vahel V. Singhal. The Financial Pay-off from Total Quality Management, International Quality Conference, Tallinn, Estonia, November 15, 2002 Muutus protsentides 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 86% 43% 62% 32% 12% 0% Auhinnavõitjad Võrdlusfirmad 67% 37% 22% 13% 6% 7% Tegevuskasum Käive Müügitulu Kapitali Koguvarad üldrentaablus Töötajad Auhinnavõitjate ja võrdlusfirmade tulemused TQM-i juurutamise järgsel perioodil
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35 EFQMi mudeli kasutajate rahulolu Using the EFQM Excellence Model helps organisations to: 0% 20% 40% 60% 80% 100% Increase competitiveness 88% Develop their sustainability strategy & supporting policies 89% Increase environmental awareness 82% Increase innovation Improve people management practices 79% 89% Develop stakeholder focused strategic plans 88% Develop a culture of continuous improvement 90% Manage their processes 88% 507 respondants in 2013
36 Deployment drives Revenue EFQM Prize Winner EFQM Award Winner
37 EFQM Assessment Score Financial Performance Midlands Excellence Winner UK Excellence Finalist UK Excellence Winner UK Excellence Finalist UK Excellence Finalist UK Excellence Winner EFQM Excellence Prize UK Excellence Winner Award Year Business 1 Business 2 Profit
38 BMW Regensburg Benefits of using the EFQM Excellence Model Overall employee satisfaction improvement achieved through dialogue, a clear sense of purpose and involvement of all parties. The EFQM Model has helped BMW Regensburg plant to achieve a competitive advantage with flexible production process, helping to ensure customers expectations are met. Improvements in processes and productivity has reduced the average production time per vehicle by over 16% from 2007 to The use of the EFQM Model supports BMW Regensburg plant in achieving their goals through the closed-loop process as defined by the PDCA cycles. These include results in terms of quality, customer satisfaction and productivity. Productivity shows positive trends since Andreas Wendt, Plant Director The EFQM assessments offer objective, valuable and helpful suggestions regarding strengths and potentials. The external perspective of the assessors clearly expands our viewpoint EFQM Prize Winner 2012
39 Excellence 78,6% 81,8% 85,4% 84,7% 83,7% hours per vehicle (HPV) 93,4% 93,1% 100% Operational Efficiency Labor 100% Productivity : hours worked per vehicle 80% produced ; an indicator of Basis: 100% value % Actual Benchmark Target EFQM Prize Winner the site s operational efficiency.
40 Bosch Chassis Systems Benefits of using the EFQM Excellence Model Helps focus management on running change and improvement activities and continuously improving their business. Provide feedback and external, objective perspective for future change Lead global organisation and frame strategies, set and follow common targets and sustain corporate culture worldwide. EFQM Excellence Awards brings external recognition 1 st company to submit a global business for EFQM Awards. Model also plays a vital role in increasing motivation of the associates. Dr. Werner Struth, Member of Management Board We've been using the EFQM model now for over 5 years. It is clearly a mighty tool which assists us in leading our global company. The model nowadays is indispensable for us. EFQM Prize Winner
41 ... Customer Satisfaction Actual Target CSI [%] Bosch Diesel Bari (Italy) EFQM Prize Winner
42 Dynamic Growth Revenue m Employees Foundation 20
43 Novaled s Excellence journey 2006 EFQM member 2008 Self assessment 3 projects successfully implemented 2007 First assessment all employees trained 2010 External assessment R4E 5 stars 2009 Self Assessment 4 projects EFQM Assessor training projects ISO Data and information Security Risk management 2012 Self assessment 4 projects Creating the platform - Refining the platform - Sustaining Excellence
44 Põhjus-tagajärg seosed Mis ja kuidas? Eestvedamine Poliitika ja strateegia Kliendikesksus Inimestekesksus Ressursid ja partnerlus Protsessijuhtimine Protsesside tulemused Klientidega seonduvad tulemused Inimestega seonduvad tulemused Ühiskonnaga seonduvad tulemused Mittefinantsilised tulemused Kasumlikkus Käibe suurenemine Kulude vähenemine Finantstulemused
45 Peamised mudeli kasutusvaldkonnad Ühinemised, Investeeringute hindamine 15% Tarnesuhete juhtimine Projektijuhtimine Visiooni loomine 37% 37% 45% Strateegiline juhtimine 66% Enesehindamine 80% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Allikas: EFQM
46 Seos strateegilise planeerimisega Corp. Guidance External signals Past Performance Strategic Plan - KPIs / Targets - Deployment Initiative #1 Plant 1 Div 2 - Maturity - Results Initiative #2 Initiative #3 Assessment / Gap analysis
47 EFQM Assessment
48 Strategic Initiatives
49 EFQM assessorite koolitus Kes? Tippjuhid, erinevate valdkondade juhid, arendustegevuses osalejad Väljund: vajalikud teadmised ja valmisolek organisatsioonide (välis)hindamiseks EFQM täiuslikkusmudeli alusel Võimalus osaleda assessorite meeskonnas EFQMi tunnustusskeemis (C2E 2stars, R4E) Protsess ( Kirjalik kodutöö näidisjuhtumi põhjal (3 nädalat enne koolitust) Kolmepäevane praktiline koolitus EFQMi tunnistus ja kandmine EFQMi assessorite registrisse
50 Assessori põhikompetentsid # Kompetentsi liik Kompetentsi kirjeldus Tehniline Mõistab EFQMi mudeli kriteeriume struktuuri, sisu, dünaamikat ja 1 seoseid täiuslikkuse printsiipidega. 2 Tehniline Mõistab ja kasutab tulemuslikult RADAR-it täpse, faktidel põhineva ning väärtust lisava tagasisisde andmisel Organisatsioon (Valdkonnapõhine) Meeskonnatöö ja professionaalsus Kommunikatsioon ja intervjueerimine Mõistab hinnatava organisatsiooni terviklikku toimimist, suudab kasutada esitatud informatsiooni asjakohase ja konteksti arvestava tagasiside andmisel. Osaleb professionaalselt ja tulemuslikult hindamismeeskonna töös, järgides hindamise head tava ja täiuslikkuse printsiipe. Väljendab end selgelt ja täpselt nii kõnes kui kirjas, omab häid suhtlemis- ja intervjueerimisoskusi. 6 7 Analüütiline Aruande kirjutamine ja esitlemine Koondab, analüüsib ja mõistab hindamise seisukohalt asjakohast informataiooni ja andmeid, andmaks selget, täpset ja sisulist tagasisidet nii üldistatud (nn suur pilt) kui detailsel tasandil. Sõnastab selgelt, täpselt ja väärtust lisavalt tagasisidet nii kirjalikult kui suuliselt
51 EFQM assessorite koolitused november 2015 Riias veebruar 2016 Tallinnas aprill 2016 Tallinnas Organisatsioonide juhtimiskvaliteedi hindamine ja EFQM tunnustused EFQM Committed to Excellence (C2E) 1 star EFQM Committed to Excellence (C2E) 2 stars EFQM Committed to Excellence (R4E) 3 stars, 4 stars, 5 stars
52 Assessorite koolituse maksumus Mitteliikmetele: 850 eurot + KM 20% EKÜ liikmetele: 680 eurot + KM 20% Võrdlusena sama koolituse hinnad (liikmed / mitteliikmed): Laatukeskus: 1950 Euro / 2190 Euro + VAT EFQM: 1,840 Euro / 2,300 Euro + VAT
53 Edukat hindamist ja täiuslikkuse poole pürgimist!
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