Part 3 International Quality Standards and Awards. January 2014 Quality Management

Transcription

1 Part 3 International Quality Standards and Awards January 2014 Quality Management 1

2 International Quality Standards and Awards ISO 9000 EFQM Excellence Model January 2014 Quality Management 2

3 EFQM Excellence Model January 2014 Quality Management 3

4 EFQM EFQM - European Foundation for Quality Management Non profit membership foundation established to increase the competitiveness of the European economy The intention to found EFQM was signed in October 1988 by 14 European business leaders. January 2014 Quality Management 4

5 EFQM Robert Bosch GmbH Mr. K. Eckert British Telecommunications plc Mr. I.D.T. Vallance Bull SA Mr. F. Lorentz Ciba-Geigy AG Mr. H. Lippuner Dassault Aviation Mr. S. Dassault AB Electrolux Mr. A. Scharp Fiat Auto SpA Mr. U. Agnelli KLM Mr. J.F.A. de Soet Nestlé Mr. R. Morf C. Olivetti & C., SpA Mr. C. De Benedetti Philips Mr. C.J. van der Klugt Renault Mr. R.H. Lévy Sulzer AG Mr. F. Fahrni Volkswagen AG Mr. Carl H. Hahn January 2014 Quality Management 5

6 EFQM The foundation was formed in 1989, with 67 members The first version of the EFQM Excellence Model was created by a group of experts from various sectors and academic institutions and launched in It acted as the framework for assessing applications for the European Quality Award January 2014 Quality Management 6

7 EFQM To help organisations to improve and achieve higher levels of performance, EFQM provides networking and mutual learning experiences offers education recognises achievements supports the implementation of best in class tools and practices. This is achieved through the use and application of the EFQM Excellence Model January 2014 Quality Management 7

8 EFQM Excellence Model Business Excellence focuses on the customer and requires inspirational leadership as well as systems, processes and facts to manage an organisation. But for everything to happen, there is a need to maximise employee s contribution by helping them to develop and grow. Business excellence means that excellence is achieved in everything an organisation does including its: customers, strategy, leadership, people, partners, society, processes, products and services. January 2014 Quality Management 8

9 Fundamental concepts The Fundamental Concepts of Excellence are the underlying principles of the EFQM Excellence Model The principles are the essential foundation of achieving Sustainable Excellence for any organization. They can be used as the basis to describe the attributes of an excellent organizational culture. They also serve as a common language for senior management January 2014 Quality Management 9

10 Fundamental concepts Taking Responsibility for a Sustainable Future Achieving Balanced Results Adding Value for Customers Building Partnerships Nurturing Creativity & Innovation Succeeding through People Leading with Vision, Inspiration & Integrity Managing by Processes January 2014 Quality Management 10

11 Fundamental concepts Achieving Balanced Results Excellent organizations meet their mission and progress towards their vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them. Adding Value for Customers Excellent organizations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations. January 2014 Quality Management 11

12 Fundamental concepts Leading with Vision, Inspiration & Integrity Excellent organizations have leaders who shape the future and make it happen, acting as role models for its values and ethics. Managing by Processes Excellent organizations are managed through structured and strategically aligned processes using fact-based decision making to create balanced and sustained results. January 2014 Quality Management 12

13 Fundamental concepts Succeeding through People Excellent organizations value their people and create a culture of empowerment for the balanced achievement of organizational and personal goals. Nurturing Creativity & Innovation Excellent organizations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders. January 2014 Quality Management 13

14 Fundamental concepts Building Partnerships Excellent organizations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental organizations (NGOs). Taking Responsibility for a Sustainable Future Excellent organizations embed within their culture an ethical mindset, clear values and the highest standards of organizational behavior, all of which enable them to strive for economic, social and ecological sustainability January 2014 Quality Management 14

15 EFQM Excellence Model EFQM (European Foundation for Quality Management) Excellence Model is not a standard It is a management framework used by over organizations in Europe and beyond The EFQM Excellence Model is used as a basis for selfassessment Doing this an organization grades itself against the 9 criteria Goal is to identify current strengths and areas for improvement against strategic goals. Next step is definition and prioritization of improvement plans to achieve sustainable growth and enhanced performance January 2014 Quality Management 15

16 9 Criteria of the EFQM Excellence Model 1. Leadership 2. Strategy 3. People 4. Partnerships & Resources 5. Processes, Products and Services 6. Customer Results 7. People Results 8. Society Results 9. Key Results ENABLERS RESULTS January 2014 Quality Management 16

17 9 Criteria of the EFQM Excellence Model January 2014 Quality Management 17

18 Processes Sub criteria 5c Products and processes are designed and developed based on customer needs and expectations How the organization designs, manages and improves its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for its customers and other stakeholders January 2014 Quality Management 18

19 Item to review Is the organization: Using market research, customer surveys and other forms of feedback to determine customer needs and expectations for products and services both now and in the future and their perceptions of existing products and services Anticipating and identifying improvements at enhancing products and services in line with customers future needs and expectations Designing and developing new products and services to address the needs and expectations of customers Using creativity and innovation to develop competitive products and services Generating new products and services January 2014 Quality Management 19

20 Evaluation of Enablers Approach Deployment Assessment & Review January 2014 Quality Management 20

21 Evaluation Enablers Approach Sound Approach has a clear rationale There are well defined and developed processes Approach focuses on stakeholder needs Integrated Approach supports policy and strategy Approach is linked to other approaches as appropriate Deployment Implemented Approach is implemented Systematic Approach is deployed in a structured way January 2014 Quality Management 21

22 Evaluation Enablers (2) Assessment and Review Measurement Regular measurement of the effectiveness of the approach and the deployment is carried out Learning Learning activities are used to identify and share best practices and improvement opportunities Improvement Output from measurement and learning is analyzed and used to identify, prioritize, plan and implement improvements January 2014 Quality Management 22

23 Scoring Enablers O - 10% No evidence or anecdotal 15 35% Some evidence / Implemented in ¼ of the areas 40 60% Evidence / Implemented in 1/2 of the areas 65 85% Clear evidence / Implemented in ¾ of the areas % Comprehensive evidence / Implemented in all relevant areas January 2014 Quality Management 23

24 Evaluation Results Results Trends Trends are positive or there is sustained good performance Targets Targets are achieved Targets are appropriate Comparisons Comparisons with external organizations takes place and results compare well with industry averages or acknowledged best in class Causes Results are caused by approach Scope Results address relevant areas January 2014 Quality Management 24

25 Scoring Results O - 10% No results or anecdotal information 15 35% Positive trends and satisfactory performance on some results, some areas addressed 40 60% Positive trends and sustained good performance on many results over at least 3 years, many areas addressed 65 85% Strongly positive trends and sustained excellent performance on most results over at least 3 years, most areas addressed % Strongly positive trends and sustained excellent performance in all areas over at least 5 years, all areas addressed January 2014 Quality Management 25

26 Effect of Model implementation Last December EFQM sent out a survey to the Excellence Community to try and figure out what people thought of EFQM 89% of people agree using the Model helps increase the competitiveness of their organisation. 90% of people agree using the Model helps develop a culture of continuous improvement January 2014 Quality Management 26

27 EFQM Excellence Award Established in 1992 (1 st winner Rank Xerox) Based on EFQM model of excellence Robust process of candidate assessment Team of international assessors Documentation reviews On site visits and interviews Most national Quality Awards are based on this model In the US, the equivalent is Malcolm Baldrige National Quality Award established in 1988 January 2014 Quality Management 27

28 The EFQM Excellence Award 2013 Nominees Alpenresort Schwarz - Austria BMW Plant Regensburg Germany GC Europe - Belgium Glasgow Housing Association - Scotland Nilufer Municipality - Turkey Sanitas Hospitales Spain Stavropol State Agrarian University - Russian Federation St Mary's College - Northern Ireland VAMED-KMB Krankenhausmanagement und Betriebsführungsges.m.b.H. - Austria Wakefield and District Housing (WDH) - England January 2014 Quality Management 28

29 Relation between ISO 9000 and TQM ISO 9000 is compatible with, and can be viewed as a subset of TQM ISO 9000 and TQM are not in competition January 2014 Quality Management 29

30 January 2014 Quality Management 30