The EFQM Excellence Model, a strategy

that also gives a helping hand to people

itSMF Annual Conference November 2005, Brighton

Klaus Franke
klaus.franke@proxima-tech.com
 „Service often a desired competitive
advantage“

Price; 11,7%

Quality;
10,7% Service;
40,8%

Innovation /
Technology;
36,8%

Morschett, Dirk "Internationalisierung produktbegleitender Dienstleistungen." 2004.

http://www.wiwi.uni-sb.de/him/material/Studie%20Internationalisierung%20produktbegl.%20DL.pdf (31 Aug. 2005).
 Why is employee orientation
important?

ƒ people are key to service quality

ƒ people shape the appearance to the outside
ƒ less defects
ƒ to spawn ideas for continuous improvement
 Some reasons why its not always
implemented

ƒ leadership problem command

ƒ strive for short term profit
ƒ force to reduce staff
ƒ tradition control

sl ow !
too

criticise
Functional Chain

Leadership

People

Processes, Customers

Results
 The EFQM Excellence Model -
benchmark for top performance

Innovation and Learning

Criteria Structure

Criteria Sub-Criterion
1d
1c
1b
1a
1 Criterion parts
Leadership
Areas to address

5e
5d
5c
5a 5b
5
Criterion parts
Processes

Areas to address
 Criterion 3. People

3a “People resources are planned, managed and

improved”
3b “People's knowledge and competencies are
identified, developed and sustained”
3c “People are involved and empowered”
3d “People and the organisation have a dialogue”
3e “People are rewarded, recognised and cared for”
 Criterion 7. People Results

7a Perception Measures (75%)

– Motivation
– Satisfaction
7b Performance Indicators (25%)
 Employee Satisfaction Indicator
Examples

ƒ Satisfaction
– Level of training
– Acknowledgement of individual or team performance
– Ratio of sickness and absence
– Employee complaints
– Employee turnover
ƒ Participation
– Ratio of improvement suggestions
– Number of people in improvement teams
 Self-Assessment

g th s
Excellence stren
Model areas for
Self improvement
Assessment
p ro g re s
s me a s
u re
RADAR
RADAR Logic

Plan
Results

Assess and Develop

Review Approaches

Deploy
Approaches
 RADAR scoring matrix enablers
Elements Attributes 0% 25% 50% 75% 100%
Approach Sound:
■ approach has a clear No evidence or Some evidence Evidence Clear Evidence Comprehensive
rationale anecdotal evidence
■ there are well defined
and developed
processes

■ approach focuses on
stakeholder needs

Integrated:
■ approach supports No evidence or Some evidence Evidence Clear evidence Comprehensive
policy and strategy anecdotal evidence
■ approach is linked to
other approaches as
appropriate
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Elements Attributes 0% 25% 50% 75% 100%

Deployment Implemented:
■ approach is No evidence or Implemented in Implemented in Implemented in Implemented in all
implemented anecdotal abut 1/4 of relevant about 1/2 of about 3/4 of relevant areas
areas relevant areas relevant areas

Systematic:
■ approach is deployed No evidence or Some evidence Evidence Clear evidence Comprehensive
in a structured way anecdotal evidence
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
 RADAR scoring matrix enablers
cont.
Elements Attributes 0% 25% 50% 75% 100%
Assessment Measurement :
and Review ■ regular measurement No evidence or Some evidence Evidence Clear Evidence Comprehensive
of the effectiveness of anecdotal evidence
the approach,
deployment is carried
out
Learning:
■ learning activities are No evidence or Some evidence Evidence Clear evidence Comprehensive
used to identify and anecdotal evidence
share best practice
and improvement
opportunities
Improvement:
■ output from No evidence or Some evidence Evidence Clear evidence Comprehensive
measurement and anecdotal evidence
learning is analysed
and used to identify,
prioritise, plan and
implement
improvements
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
 RADAR scoring matrix results

Attributes:
– Trends
– Targets
– Comparisions
– Causes
– Scope

Elements Attributes 0% 25% 50% 75% 100%

Results Trends:
■ trends are positive No results or Positive trends Positive trends Strongly positive Strongly positive
and/or there is anecdotal and/or satisfactory and/or sustained trends and/or trends and/or
sustained good information performance on good performance sustained excellent sustained excellent
performance some results over on many results performance on performance in all
the last 3 years over the last 3 most results over areas over at least
years at least 3 years 5 years

Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
 Employee Surveys

ƒ Benefits
– planning tool
– involvement instrument
ƒ requires readiness for
change by management
ƒ most commonly an
anonymus questionnaire
ƒ to be analysed a.s.a.p.
 Example Report

ƒ e-Surveys
allow
instant
reporting
 Conclusion

ƒ People are key to service quality

ƒ The EFQM Excellence Model a successful quality
strategy
ƒ Self-Assessment the path to improvement
ƒ Employee surveys required to measure people
development and involvement