efqm excellence in crisis

8/4/2019 EFQM Excellence in Crisis

1/16

Excellence in Crisis

Matt Fisher, EFQM

Dublin, 4th February 2011


2/16

What is EFQM?

EFQMisanonprofit

foundation,basedinBrussels.

Itwasformedin1988byagroupofleadingEuropean

organisations.

WearethecustodiansoftheEFQMExcellenceModel.

TogetherwithourEuropeanpartners,wehave30,000memberorganisations.

2


3/16

The need for a Model

Thepowerofisolated

effortsisNOTeffective

anymoregiventheinterdependenceofour

world. AtEFQM,webelievein

aworldwhereEuropeanorganisations

arerecognised asthebenchmarkforsustainableeconomic

growth.

3


4/16

EFQM Excellence Model 2010

Simple,business

focusedlanguage

Futurefocused,

holisticassessmenttool

Increasedfocusonkey

themeslikeinnovation

andsustainability

4


5/16

How does the Model work?


6/16

Increase Profitability

%Profit

%Leads

Converted

Repurchase

Rate

TotalExpenses

GenerateSales

Develop

New

Offerings

ReduceSupply

ChainCosts

Define&

Manage

Change

Improve

Profitability

Reduce

Recruitment

Costs

Productivity

Employee

Engagement

Manage&

MotivatePeople

Strategy

Outsource

NonCore

Processes

ReviewReward

&Benefits

Improve

Process

Efficiency

SupplierCosts

Manage

Budgets&

Cashflow

Manage

Customer

Relationship

Turnover

Energy

Consumption

Waste


7/16


8/16

Committed to Excellence

GainingEFQMCommittedtoExcellencedemonstratestoyourstakeholdersthatyouhaveastructured

approachtocontinuouslyimprovingyourorganisation.

In2009,over250organisations from18countriesachievedCommittedtoExcellence.


9/16

Recognised for Excellence

GainingEFQM

Recognised forExcellence

demonstratestoyour

stakeholdersthelevelof

sustainableexcellence

youhaveachieved.

In2009,over250

organisations from16

Europeancountries

achievedRecognised for

Excellence.


10/16

EFQM Excellence Award

TheEFQMExcellenceAwardissupportedbythemostrigorousassessmentprocessinEuropeandisawardedtoleadingorganisations

withaproventrackrecordofsustainedexcellence.

TheAwardAssessmentTeamsspendaround500manhoursassessingeachapplicant.


11/16

Testimonials

Our journey for excellence was really confirmed to our customers, suppliersand employees after our decision to go for EFQM.EFQM model is unique for itsclarify and integration. After achieving the C2E level the confidence ofsuccessful implementation of TQM increased dramatically within our

organisation. We really demonstrated our motto (Manufacturing of Trust) to allour stakeholders.

Dr. Lotfy Lewiz Suffin, ELTA

During the assessment process the assessors spent around 200 hoursassessing the evidence available and interviewing nearly 100 employees fromdepartments across the organisation. It is unique for such recognition to beawarded at this scale and demonstrates the consistent level of excellence thatRicoh has been able to achieve across the entire company.

Mr. Simon Sasaki, Ricoh Europe plc

The EFQM Excellence Award process is essential to our continued journeytowards excellence. The outputs we received from the 2010 process were of

the highest quality and deeply incisive. We have taken those outputs andplugged them straight into our continuous improvement programme. In additionthe calibre of individuals involved in the assessment was outstanding, a stellarcast of Europe's finest practitioners of excellence. In summary, for us theprocess was an outstanding experience.

Finbarr Dowling, Siemens

11


12/16

Thank you.

More information:

[email protected]

www.efqm.org


13/16

Finalist 2010:

Schwarz, Switzerland

Alwaysastepaheadisthe

motto

for

the

Schwarz

Alpenresort andalsothebasisforthestrongandtangiblecultureofcontinuousimprovementandinnovation.

Customerorientationisthemainfocusofallactivities.

Theysucceedincontinuouslyaddingvaluetotheircustomersnotonlybymeasuringand

usingtheinformationofcustomersatisfactionthroughsurveys,butalsothroughtheirenthusiasticemployees,whotrytodelightguestsoneverypossibleoccasion.

13


14/16

Prize Winner 2010:

VAMED-KMB, Austria

VAMEDKMDhasputinplacea

strong

system

for

HR

planning

thatenablesthemtoalignthequantityandqualityoftheirpeopledirectlywithstrategicneeds.

Thecompanyoperatesaveryopencultureinwhichemployeesareencouraged tobeinvolved.

Thisclearlyimpactsonthe

performanceofthecompanyastheyareabletoretainhighlyskilledstaffinacompetitiveemploymentmarketplace.

14


15/16

Prize Winner 2010:

Bradstow School, UK

Bradstow hasatruly

inspirationalleadershipteam,asconfirmedbytheoutstandingOFSTEDreport.

LeadershipinBradstowdoesntstopwiththemanagers;itpermeatesdeepintotheorganisation.

Peopleworkinanatmosphereoftrustandare

motivatedandempoweredtomakedecisions.

2010 EFQM15


16/16

Increase Market Share

MarketShare

%Leads

Converted

Repurchase

Rate

Brand

Awareness

Increase

Advertising

DevelopNew

Offerings

GenerateSales

Executive

Sponsorship

Increase

MarketShare

Recruit&

Develop

Potential

Productivity

Employee

Engagement

Manage&

Motivate

Growth

Strategy

Develop

Partnerships

Manage

Customer

RelationshipBonus&

Commission

Scheme

Identify

Market

Opportunity

Leads

Generated

efqm excellence in crisis

Documents