Quick Check. User Guide EFQM Model 2013 Version

Transcription

1 Quick Check User Guide EFQM Model 2013 Version

2 User Guide: Quick Check EFQM Shares what works EFQM is committed to help organisations drive improvement through the use of the EFQM Excellence Model, a comprehensive management framework used by over organisations in Europe. For the last 20 years, we manage the development of this Model, incorporating the experiences and learning from these organisations to ensure it reflects reality. To help you implement our Model, we provide training, assessment tools and recognition. But our real talent comes from gathering good practices and integrating those within our portfolio. EFQM, a not forprofit membership Foundation, aims to share what works, through case studies, online seminars, working groups, conferences and thematic events. We nurture a network of world class organisations and their leaders who share our passion for business excellence. We believe that the EFQM Model is a common framework that helps us all to improve our businesses. Sharing our member s enthusiasm, their motivation and the results they achieve; that is what we work for at EFQM. Ricoh / EFQM Pact Project In 2007, the EFQM Board of Governors developed the concept of PACT Membership. Leading companies were invited to establish Pact Projects, forming a partnership to use their collective knowledge, skills and experience to generate new and innovative products and services that would benefit all EFQM Members. This Business Excellence Matrix tool has been developed as part of the Ricoh / EFQM Pact Project. We have been working closely with the EFQM Members to identify specific areas of interest and best practice to improve the knowledge sharing between member organisations. As with most knowledge management systems, there isn t a single solution. We will be developing different methods of sharing the knowledge and experience of members; giving real examples from real organisations. The output of this project will be a series of benchmarking reports, case studies and best practices that will be made available to the membership in a variety of formats. Through these, as well as through our other products and services, EFQM aim to "Share What Works". About this document This document has been written to explain how to use the Quick Check Excel based tool. The tool has been designed as a simple self assessment tool that can support an organisation on their Journey towards Excellence. The tool is designed to give a quick overview of your organisation s current capabilities against the EFQM Fundamental Concepts of Excellence, so is not as comprehensive as a full EFQM assessment. If you have any comments on how this document or the self assessment tool can be improved, please info@efqm.org.

3 Contents Page Contents Introduction... 3 EFQM Excellence Model Quick Check Assessment... 5 Workshop Approach... 5 Instructions for Completing the Quick Check Assessment... 5 Assessment Criteria... 6 Rating the Maturity of the Approaches... 8 Rating the Impact on Strategy... 8 Agreeing Improvement Owners... 9 Planning Improvements... 9 Implementing Improvements... 9 Next Steps Using the Business Excellence Matrix Self Assessment Tool Gaining External Recognition from EFQM EFQM Training EFQM Leaders for Excellence EFQM Assessor Training Further information and feedback Improving this guide Get involved... 12

4 User Guide: Quick Check Introduction The Quick Check is derived from the EFQM Excellence Model It has been designed to give a quick overview of your organisation s current capabilities against the EFQM Fundamental Concepts of Excellence. Excellent organisations will: Have leaders who define a clear vision and mission for their organisation, uniting and inspiring their people around a common purpose and set of values. Set clear strategic objectives, based on the needs and expectations of their stakeholders, and use a balanced set of results to review and improve their performance. Understand that adding value for customers is their primary reason for being. Systematically define, manage and improve the key processes required to achieve their strategic objectives. Value their people and strive to balance the achievement of personal and organisational goals. Harness the creativity of their stakeholders to systematically drive innovation and improvement. Seek, develop and maintain relationships with partners to ensure ongoing mutual success. Embed within their culture an ethical mindset that enables them to strive for economic, social and ecological sustainability. The Quick Check is designed to assess the approaches you have in place and determine where the key opportunities for improvement are, based on the maturity of these approaches and their impact on your ability to deliver your strategy. It is designed as a first step on your journey to excellence and the exercise can be completed, with an agreed action plan aligned to your strategy, in a 2 hour workshop. This simple assessment can also form the basis for a Committed to Excellence submission and the Improvement Planning templates have been aligned to make this quick and easy. Matt Fisher EFQM 3

5 EFQM Excellence Model 2013 The EFQM Excellence Model was developed in 1990 to provide a framework for organisations to determine the effectiveness of their strategy development and implementation. It is not a check list. It is nonprescriptive and can be applied by any organisation, regardless of size or sector. The Model has been reviewed a number of times over the past years, incorporating new ideas and thinking, legislative and regulatory requirements and adapting to the changing global economic, societal and political environment. The latest version is the 2013 Model. The EFQM Excellence Model 2013 is made up of 3 parts; The Fundamental Concepts of Excellence There are 8 concepts of excellence which underpin the Model and are the red threads that run through the 9 Box Model. These are used to provide a holistic overview. The 9 Box Model This is the most recognised part of the EFQM Model. There are 32 criterion parts grouped under 9 criteria, each represented as one of the 9 boxes. These are used to understand the details within the organisation. RADAR The RADAR is the tool used to assess and score during the assessment process. It is based on a cycle of continuous learning and improvement. The Quick Check criteria are based on the Fundamental Concepts of Excellence. The fundamental concepts are the Red Threads that underpin the EFQM Excellence Model. 4

6 User Guide: Quick Check Quick Check Assessment The Quick Check 2013 is an Excel based tool. It is designed to be completed in a workshop with senior management and requires limited knowledge of the EFQM Excellence Model. There is no scoring, so knowledge of the RADAR scoring is not required. It is designed to help organisations taking their first step in applying the EFQM Excellence Model, using a simple assessment to determine your current capabilities and prioritise the opportunities for improvement identified. Workshop Approach The most effective method for completing the Quick Check assessment is with a group of senior managers with a range of responsibilities in a workshop. This group should be able to: Summarise the approaches currently in place, aligned to the Fundamental Concepts of Excellence Determine the current maturity level of the approach and the impact this approach has on your ability to achieve your strategic objectives Take ownership of any relevant improvement actions identified The workshop can be completed in 2 hours, based on: 5 minutes summarising and rating each approach 20 minutes prioritising the improvements identified and agreeing the improvement owners for the Top 3. Instructions for Completing the Quick Check Assessment Complete the "Input Sheet" first, which lists the common approaches used to implement the EFQM Excellence Model For each approach listed, briefly describe what you do in your organisation. Based on your understanding, indicate the "Current Status" of this approach by selecting from the drop down menu. Rate the "Strategic Importance" based on how important you think this approach will be in achieving your strategic objectives. Based on the "Current Status" and "Strategic Importance", the "Quick Check" will calculate a rating. Higher numbers indicate improvement priorities. For example, if you have "Nothing in place" and the approach is considered "Critical" to achieving your strategic objectives, it will get a rating of 10. This should then be an improvement priority. If it is not, revisit the weighting. For all approaches, you can note the improvement action you feel is required. Sort the approaches based on the "Rating" from high to low. The highest should be your priorities. Select the improvement priorities and "copy & paste" them into the "Improvement plan" sheet. Allocating an owner who is responsible for implementing the improvement action. Re sort the Input Sheet by the number in Column A. If you do not do this, the maturity profile will not be correct. 5

7 Assessment Criteria The assessment criteria are grouped by Fundamental Concept. The approach title is a generic title so you understand what is required. If the approach you use in your organisation has a specific title, you can change the title in the box; for example, if you use a Balanced Scorecard, you can change the title of the approach in row 3 to Balanced Scorecard. If you call the top level management report the KPI Monitor, change it to this. The guidance text is there to give you a further understanding of the type and scope of the approach. The description you add should be summary of the approach used, where it is implemented and how it works. 1 or 2 short sentences are sufficient. For example, if you re describing a Balanced Scorecard approach, you might say: We implemented the Balanced Scorecard 3 years ago. Performance is reviewed monthly at the Board Meeting and the measures included are reviewed and updated in line with our 3 year strategic plan. There is a column after the rating for each approach to note any improvement opportunities suggested during the discussions. No Fundamental Concept Approach Guidance Sustaining Outstanding Results Sustaining Outstanding Results Sustaining Outstanding Results Adding Value for Customers Adding Value for Customers Adding Value for Customers Leading with Vision, Inspiration and Integrity Leading with Vision, Inspiration and Integrity 9 Managing with Agility Business Planning Process Target Setting Process Balancing Stakeholder Needs Customer Relationship Management Customer Contact Process Customer Survey Clear Vision, Mission & Values statements KPI Report & Review Meeting Process Framework Defined & Mapped The approach you use for prioritising and planning your future activities, in line with your stakeholder needs and expectations. The approach you use for setting performance targets for your key performance indicators, both financial and non financial, in line with stakeholder expectations. The approach you use to balance the different stakeholder needs & expectations to ensure you have an appropriate mix of financial & nonfinancial strategies & objectives. The approach you have developed for understanding and meeting the needs and expectations of your customers. The approach you use for ensure customer enquiries, including complaints, are captured and resolved effectively and efficiently. The approach you have for collecting structured customer perception data to enable the review of "customer relationship management". The approach you have for defining and refining the organisation's Vision, Mission and Values. The approach you use to regularly review performance against your key objectives and agree appropriate improvement actions and tactical responses to performance levels achieved. The approach you use for defining and documenting the framework of key processes required to effectively implement your strategy. 6

8 User Guide: Quick Check No Fundamental Concept Approach Guidance 10 Managing with Agility Process Ownership The approach you use for defining ownership and Defined responsibility for managing your key processes. 11 Managing with Agility The approach used for identifying, prioritising and implementing process improvements, Process Improvement including ensuring they have had the desired Methodology impact on improving the effectiveness and efficiency Succeeding Through the Talent of People Succeeding Through the Talent of People Harnessing Creativity and Innovation Harnessing Creativity and Innovation Harnessing Creativity and Innovation Developing Organisational Capability Developing Organisational Capability Creating a Sustainable Future Creating a Sustainable Future Employee Appraisal Process Employee Survey Benchmarking Strategy Knowledge Management Strategy Market Research & Analysis Standard Procurement Policies Partnership Policy & Guidelines Environmental Management Policy CSR Policy The approach you use for setting individual or team objectives and reviewing and improving personal performance. The approach you have for collecting structured people perception data to enable the review of HR policies and processes. The approach you have for comparing the effectiveness and efficiency of your key processes and approaches against suitable external benchmarks. The approach you use for ensuring people, both within and outside your organisation, have access to accurate, reliable and timely information that will enable the effective execution of your key processes and the achievement of your strategic objectives. The approach you use for understanding changes and performance levels within the external environment your organisation operates in. The approach you use to effectively and efficiently acquire the external products and services your organisation requires to deliver your strategic and operational objectives. The approach you use for identifying, forming and developing relationships with external partners whose core products and services compliment those of your organisation. The approach you have to determining, managing and minimising the impact of your operations on the environment. The approach you have adopted to understanding and maximising your contribution to society, whether locally or globally. 7

9 Rating the Maturity of the Approaches A simple rating scale is used to indicate the maturity of the approach you have in place. When considering the maturity, you should also consider the scope of its deployment. Is it implemented in all appropriate areas of the organisation? Does it cover all the relevant aspects of the guidance point? Rating Text Rating Score Description Nothing in place 5 There is no structured approach in place across all appropriate areas of the organisation. Developing Approach 4 You are in the process of developing an approach that will address this criteria but it is not yet implemented. Deploying Approach 3 You are in the process of systematically deploying the approach in all relevant areas of your organisation. Reviewing effectiveness of Approach 2 The approach is implemented and you are currently reviewing how effective and efficient it is in delivering the results you expect. Mature Approach in place 1 You have a mature approach in place that you have reviewed and have evidence to show it is effective and efficient in delivering the results you expect. Rating the Impact on Strategy A simple rating scale is also used to indicate how important you feel this approach is to achieving the strategy. Rating Text Rating Score Description Very Low 1 You do not feel developing an approach in this areas will help your organisation achieve the strategic objectives. Low 2 There will be some benefits but the impact on strategy is limited or not clear. There will be some impact on specific Medium 3 strategies but the organisation can survive without this approach. High 4 If an effective and efficient approach is not in place, there is a high probability the organisation will not achieve the strategic objectives. An effective and efficient approach is Critical 5 considered critical to the ongoing success of the organisation. 8

10 User Guide: Quick Check Agreeing Improvement Owners The final step of the workshop is to agree the improvement action owners. For each of the approaches, an Overall Rating is calculated by adding the Maturity and Impact on Strategy ratings you have given. By sorting the assessment based on the Overall Rating, you should be able to identify the improvement priorities. Planning Improvements After the assessment, the agreed improvement owners will need to establish improvement teams to implement the appropriate improvements. The improvement templates in the Quick Check have been aligned with the EFQM Committed to Excellence scheme. These can obviously be used to track improvements, whether you intend to apply for recognition or not. Implementing Improvements After the assessment, the agreed improvement owners will need to establish improvement teams to implement the appropriate improvements. There are 3 improvement templates included in the tool, although you can add more if you decide to focus on more than 3 areas. The template is based on the DMAIC Improvement Methodology. DMAIC stands for: Define the Improvement Objective Measure the Current Situation & Performance Analyse the current situation and available data to identify the root cause Implement the agreed improvement plan Check the Improvement Objective has been achieved Improvement Step Summary Status Date Due Date Complete Define the Improvement Objective Not started Measure the Current Situation & Performance Not started Analyse the Current Situation to Identify the Root Cause Not started Implement the Agreed Improvement Plan Not started Check the Improvement Objective has been achieved Not started DMAIC Based Improvement Template 9

11 Next Steps Once you have completed the agree improvement actions, you will be ready for the next step on your journey to excellence. This could be completing a more comprehensive self assessment or applying for external recognition from EFQM through the Levels of Excellence program. Using the Business Excellence Matrix Self-Assessment Tool The Business Excellence Matrix (BEM) has been specifically designed as the next step following the Quick Check. The data collected can be re used in this tool, meaning you don t have to start again with a blank sheet. The table below shows how the data from the Quick Check transfers to the BEM: No Approach BEM Step Comment 1 Business Planning Process Target Setting Process Balancing Stakeholder Needs Customer Relationship Could also cover aspects of 1.5 and 4.1 (if partners and 5.7 Management suppliers have account managers ) 5 Customer Contact Process 5.9 Plus will feed into the Customer Results Customer Survey Could also appear in 5.3, if they survey is used to identify new products. Plus will feed into the Customer Results 7 Clear Vision, Mission & Values statements KPI Report & Review If Balanced Scorecard is used, this would be the 1.3 Meeting process for review progress against defined KPIs 9 Process Framework Defined & Mapped 5.1 Partially covers this criterion 10 Process Ownership Defined 5.1 Partially covers this criterion Process Improvement Looking at this from people involvement aspect, 11 Methodology 3.6 although could fit in 5.2 depending on approach adopted. 12 Employee Appraisal Process Employee Survey 3.2 Plus will feed into People Results 14 Benchmarking Strategy Knowledge Management Strategy Market Research & Analysis Depending on approach taken; could also be relevant 2.1 or 2.2 to in Standard Procurement Focus on supplier selection and differentiating 4.1 Policies between partners & suppliers 18 Partnership Policy & Guidelines Environmental Could also impact 5.10, depending on what you re 4.6 Management Policy doing. 20 CSR Policy Assuming policy includes definition of key stakeholders 1.6 and required reporting 10

12 User Guide: Quick Check Gaining External Recognition from EFQM The EFQM Levels of Excellence scheme are designed to recognise where an organisation is on their Journey to Excellence, starting with Committed to Excellence and ending with the EFQM Excellence Award. The BEM is designed to support organisation from their first self assessment through Committed to Excellence and Recognised for Excellence and provides a solid platform for an application to the EFQM Excellence Awards. An enabler map produced from the BEM, with a supporting organisational overview and result, can be used as a submission document for both Committed to Excellence and Recognised for Excellence. This means you can use the same tool for self assessment and external recognition through these levels, avoiding duplication and simplifying the process. After all, the focus should be on making your organisation better, not documenting what you ve done. EFQM Training EFQM offer training for Business Excellence and Managers to provide the knowledge and skills required to effectively implement the EFQM Excellence Model in their organisation. To support your journey to excellence, you may be interested in the following courses: EFQM Leaders for Excellence Leaders for Excellence is designed for managers who want to understand and apply the EFQM Excellence Model within their working environment. Using real application documents, from either the public or private sector, and simple, effective tools, participants will learn how to identify areas for improvement and adopt a structured approach to effectively address them. EFQM Assessor Training Being an assessor is not merely a technical exercise but is a demanding task requiring a balance of excellent interpersonal and analytical skills coupled with an understanding of the realities of operating environment. During the course you will be assessed based on your team work contributions, your information assimilations, your feedback and written exercises. Passing formally qualifies you as an international EFQM Excellence Assessor. For more information on EFQM Training courses, please visit our website, or contact training@efqm.org. 11

13 Further information and feedback For more information on the EFQM Excellence Model 2013, you can: Visit our website for regularly updated information and a list of frequently asked questions (FAQ List); Attend one of the EFQM Training Courses to learn how to assess using the Model or practically apply the concepts of excellence within your organisation; Contact your EFQM Account Manager for further information on self assessment tools, case studies and other opportunities to get involved. Improving this guide This document is designed to evolve with feedback from our Members, Assessors and other stakeholders, based on their practical experiences of applying the EFQM Excellence Model After reading this guide, if you are eager to contribute your ideas on how we can improve this document, you can do so by writing to EFQM, at info@efqm.org. Get involved The EFQM is a Membership organisation. We rely on input, ideas and suggestions from you to create a vibrant community. Through EFQM, there are numerous opportunities for you to engage in interactive discussions or activities on this or other topics. For more information, please contact us at info@efqm.org. 12

14 EFQM Avenue des Olympiades Brussels, Belgium Tel: Fax: info@efqm.org EFQM 2012 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means (be this electronically, mechanically, through photocopy, or recording or otherwise) without either the prior written permission of, or a licence permitting restricted copying, and use for a third party, from the publisher. Developed for EFQM by Ricoh