The EFQM Excellence Model provides a management framework that enables any organisation, regardless of size, sector or maturity, to determine their current strengths and the priority improvement areas that will enable them to more effectively implement their strategy.

The DMAIC Improvement Methodology provides a structured approach for identify and implementing appropriate solutions to address the improvement opportunities identified in an EFQM assessment.

Using both together helps focus improvement actions on achieving your strategic objectives.

©EFQM 2011

There is close alignment between the RADAR Cycle & the DMAIC process:

Define the objective

Understand the current performance

Identify the root cause and appropriate solutions

Implement the improvement

Check whether it has been effective

©EFQM 2011

The DMAIC Methodology is based on techniques commonly used in Six Sigma and Lean.

It provides a scalable tool that can be applied to relatively simple problems with limited data, such as those identified through perception surveys, through to complex, Six Sigma improvements.

The DMAIC Storyboard enables the improvement to be explained from beginning to end on a single page, aiding communication.

©EFQM 2011

Define

Analyse

Improve

Measure

Check

Clearly define the objective you want to achieve.

Include here measures and other relevant data to show the current performance.

This will be the baseline against which any improvement will be measured.

During this phase you determine the root cause of the problem. You can use a number of different problem solving tools and analytical techniques to

achieve this. At the end of this phase, you should have selected the most appropriate solution to

address the root cause you have identified.

Check whether the improvement implemented has achieved the objective originally set.

This is the implementation plan for the solution you have chosen.

It could be a simple table or a Gantt Chart, showing who is doing what and when it is due to be delivered.

©EFQM 2011

The following example is based on a real project from one of our members.

We’ve chosen this example to demonstrate DMAIC being used in a non-manufacturing environment.

It uses a 4 step approach to the “Analyse” phase, involving a group of people to brainstorm the issues, identify what they can control and suggest the improvement actions required.

©EFQM 2011

Define

Analyse

Improve

Measure

Check

The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve.

Target: 20 “best practices” implemented by the end of the year.

©EFQM 2011

Define

Analyse

Improve

Measure

Check

The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve.

Target: 20 “best practices” implemented by the end of the year.

“Best Practices” identified and recognised through annual CEO Awards.

Submission Documents circulated to all countries. No tracking in place to determine whether BP is

implemented in other countries.

©EFQM 2011

PROBLEM STATEMENT:

There is a lack of knowledge

& “best practices”

sharing across the Group

PEOPLE

ENVIRONMENT RESOURCES TIME

PROCESS SYSTEMS

Don’t have standardised

processes across Group

TQMRs have a number of

responsibilities

Perception that it takes too much time to share or

ask

Process owners don’t think about gaining external

view

Culturally we are internally focused

Don’t have a clear idea of what other companies need

No feedback afterwards to

show how information has

been used

Not clear what information needs to be shared or in what

level of detail

Different languages

Limited access to information from other companies

Not clear who is responsible for

sharing information

©EFQM 2011

PROBLEM

STATEMENT: There is a lack of

knowledge & “best practices” sharing across

the Group

PEOPLE

ENVIRONMENT RESOURCES TIME

PROCESS SYSTEMS

Perception that it takes too much time to share or

ask

Process owners don’t think about gaining external

view

Culturally we are internally focused

Don’t have standardised

processes across Group

Country Reps have a number

of responsibilities

Different languages

Don’t have a clear idea of what other

companies need

No feedback afterwards to

show how information has

been used

Not clear what information needs to be shared or in

what level of detail

Limited access to information from other companies

Not clear who is responsible for

sharing information

Can Influence Outside Control Can Control

©EFQM 2011

PROBLEM

STATEMENT: There is a lack of knowledge

sharing across the Group

PEOPLE

ENVIRONMENT RESOURCES TIME

PROCESS SYSTEMS

Don’t have a clear idea of what other

companies need

No feedback afterwards to

show how information has

been used

Not clear what information needs to be shared or in

what level of detail

Limited access to information from other companies

Not clear who is responsible for

sharing information

All countries to provide list of

information they need

BE Group to co-ordinate feedback loop via scorecard

“RADAR Template” will be stored on

Intranet

Countries to update learning

following improvement

cycles

We can use the “RADAR

Template” to share

information

Group by Fundamental

Concept

BET responsible for facilitating & co-

ordinating

©EFQM 2011

Action Owner Due

Update database & add RADAR templates Group BE End of Q1

Circulate request for list of knowledge required Group BE End of Q1

Complete & return list of knowledge requirements Country BE End of Q1

Complete RADAR Template Country BE End of April

Review requirements and establish contact with relevant OC Country BE End of May

©EFQM 2011

Define

Analyse

Improve

Measure

Check

The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve.

Target: 20 “best practices” implemented by the end of the year.

“Best Practices” identified and recognised through annual CEO Awards.

Submission Documents circulated to all countries. No tracking in place to determine whether BP is

implemented in other countries.

Outside Influence Don’t have standardised processes across borders Within Influence Culturally we are internally focused Within Control Not clear who is responsible for sharing information

Proposed Solution Country BE

Representatives become responsible for sharing “key approaches”

Group BE to establish reporting process.

©EFQM 2011

Define

Analyse

Improve

Measure

Check

The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve.

Target: 20 “best practices” implemented by the end of the year.

Action Owner Due Complete

Update database & add RADAR templates Group BE End of Q1 Yes

Circulate request for list of knowledge required Group BE End of Q1 Yes

Complete & return list of knowledge requirements Country BE End of Q1 Yes

Complete RADAR Template Country BE End of April Yes

Review requirements and establish contact with relevant OC Country BE End of May Yes

“Best Practices” identified and recognised through annual CEO Awards.

Submission Documents circulated to all countries. No tracking in place to determine whether BP is

implemented in other countries.

Outside Influence Don’t have standardised processes across borders Within Influence Culturally we are internally focused Within Control Not clear who is responsible for sharing information

Proposed Solution Country BE

Representatives become responsible for sharing “key approaches”

Group BE to establish reporting process.

©EFQM 2011

Define

Analyse

Improve

Measure

Check

The EFQM assessment identified “sharing of best practices between countries” as an opportunity to improve.

Target: 20 “best practices” implemented by the end of the year.

Action Owner Due Complete

Update database & add RADAR templates Group BE End of Q1 Yes

Circulate request for list of knowledge required Group BE End of Q1 Yes

Complete & return list of knowledge requirements Country BE End of Q1 Yes

Complete RADAR Template Country BE End of April Yes

Review requirements and establish contact with relevant OC Country BE End of May Yes

“Best Practices” identified and recognised through annual CEO Awards.

Submission Documents circulated to all countries. No tracking in place to determine whether BP is

implemented in other countries.

Outside Influence Don’t have standardised processes across borders Within Influence Culturally we are internally focused Within Control Not clear who is responsible for sharing information

Proposed Solution Country BE

Representatives become responsible for sharing “key approaches”

Group BE to establish reporting process.

Total Shared = 20 Total Implemented = 19

©EFQM 2011