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©EFQM 2014

TALLINN

EFQM OPEN DOORS DAY 3rd June 2014

Marc Amblard, CEO

©EFQM 2014

Introducing EFQM

©EFQM 2014

What is EFQM?

30,000 organisations using the EFQM Excellence Model

450 Members in 60 countries – 35 Partners in 31 countries

Non-profit foundation formed in 1989

More than 4,500 networking contacts

©2013 EFQM

Excellence Model in 21 languages

©EFQM 2014

Vision, Mission & Values

Vision A world striving for sustainable Excellence

Values Passionate about excellence Building trust

Working in partnership Engaging people

©2013 EFQM

Mission As a European foundation, we inspire organisations to achieve sustainable Excellence by engaging leaders to learn, share and innovate using the EFQM Excellence Model.

©EFQM 2014

Some of our members

©EFQM 2014

35 Partners in 31 Countries

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©EFQM 2014

The EFQM Excellence Model

©EFQM 2014

Return on investment

Optimise profitability

Sustainable financial growth

Value-adding products & services

Excellent service

Opportunities to develop & grow

Work / life balance

Pride in Organisation

Brand reputation Ethical behaviour Transparent

communication

Dealing with expectations

People Customers Shareholders Society

Leaders who inspire trust Clearly defined long-term strategy Robust internal processes The right Partners & Suppliers

©2013 EFQM

The EFQM Excellence Model

©EFQM 2014

What the EFQM Model is / is not

Integrates all initiatives, providing a holistic approach to business excellence

Helps identify current strengths, areas for improvement and actions driving your results

Drives and stimulates continuous improvement

Is pragmatic and practical: developed with & for organisations

Is relevant for all types of organisations

Is NOT prescriptive: you choose what is relevant for you

Is NOT an additional initiative

©EFQM 2014

The EFQM Model

8 Fundamental Concepts RADAR

9 Criteria ©2013 EFQM

©EFQM 2014

A Holistic Management System

Leadership

Vision, Mission & Values

Leadership Competencies &

Development

Balanced Scorecard

Management Meetings

Stakeholder Meetings

Annual Report / Sustainability

Report

Processes, Products & Services

Process Management System

(e.g. ISO9001)

Process Improvement (e.g. Six

Sigma)

R&D

Marketing

Customer Satisfaction Surveys

Customer Service & Relationship

People Employee Engagement Survey Competency & Job Description Objectives Setting, Training Plan

& Appraisal Internal Communication

Strategy SWOT Analysis Strategic Planning Process Communicating Strategy Risk Management Scenario Planning

Partnerships & Resources Supply Chain Management Financial Budgets &

Management(e.g. ISO14001) Environmental Management

System IT Infrastructure

Examples of Enablers

©2013 EFQM

©EFQM 2014

Phases of Excellence

Concept Start Up On the Way Mature

Adding Value for Customers

Customer groups are identified,

day to day contacts are managed

and satisfaction is measured.

Needs and expectations are

deeply understood and

embedded in customer related

management processes.

The on-going dialogue with

customers is used to anticipate

changes to the needs and

expectations of markets, current

and potential customers.

Creating a Sustainable Future

Management, legal and

global/local regulatory

requirements are understood

and met.

The organisation’s approaches

support the aims of economic,

social and environmental

sustainability.

Sustainable corporate behaviour is

recognised by key stakeholders as

an integral part of the

organisation's purpose and

strategy.

Developing Organisational

Capability

A process exists for understanding

current capabilities and future

organisational needs.

There is a structured process

managing organisational

change.

The organisation has a proven

track record for effectively

managing change, not only within

their own operations but across all

key parts of their value chain.

Harnessing Creativity & Innovation

New ideas and innovations are

encouraged.

Creativity and Innovation are

managed as structured

processes with assigned roles

and responsibilities.

There is a systematic approach to

creativity and innovation,

throughout the organisation and

related values streams and

communities.

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©EFQM 2014

Ex: Increase Customer Satisfaction

Customer Satisfaction

Leadership People

Strategy

Partnership & Resour.

People Results

Customers Results

Society Results

Business Results

Mtgs with Customer

Employee Engagement

Manage & Motivate

New Technologies

New Products

Lead time reduction

Standard-ization

Cost reduction

Suppliers relations

Brand Image

Product Strategy

Service Strategy

Training

Quality

Employee Empowrmt

Processes, Prod, Sces

Customer Focus Culture

Market Share

Price Premium

Revenue Growth

©EFQM 2014

RADAR for Enablers

Enablers

Approach

Sound

Integrated

Deployment

Implemented

Systematic

Assessment & Refinement

Measurement

Learning & Creativity

Improvement & Innovation

©2013 EFQM

©EFQM 2014

RADAR for Results

Results

Relevance & Usability

Scope

Integrity

Segmentation

Performance

Trends

Targets

Comparisons

Causes

©2013 EFQM

©EFQM 2014

Integral to Strategic Planning

Assessment / Gap analysis

External signals

Past Performance

Corp. Guidance

Plant 1 Div 2

Initiative #1

Initiative #2

Initiative #3

- KPIs / Targets - Deployment

- Maturity - Results

Strategic Plan

©EFQM 2014

Does the model work?

©EFQM 2014

Bosch Chassis Systems

Benefits of using the EFQM Excellence Model

Helps focus management on running change and improvement activities and continuously improving their business.

Provide feedback and external, objective perspective for future change

Lead global organisation and frame strategies, set and follow common targets and sustain corporate culture worldwide.

EFQM Excellence Awards brings external recognition – 1st company to submit a global business for EFQM Awards.

Model also plays a vital role in increasing motivation of the associates.

Dr. Werner Struth,

Member of Management Board

“We've been using the EFQM model now for over 5 years. It is clearly a mighty tool which assists us in leading our global company. The model nowadays is indispensable for us.”

EFQM Prize Winner

©EFQM 2014

La Poste – Mail Division

Benefits of using the EFQM Excellence Model

Structure for efficient preparation for the opening of its market

Internal assessments fully integrated in the strategic planning process.

28 of the 41 regions have EFQM recognition; most of 950 local offices have done an internal assessment

Customer satisfaction Index: 55 in 2009 to 61 in 2012

Postal delivery quality : 83% in 2010 to 88% 2012

Employee satisfaction increased from 63% in 2009 to 64% in 2012

Pierre Agullo,

Director - Quality and Innovation

“A key strength of the EFQM Model is its ability to drive progressive and continuous improvement from the initial assessment on. When the top management saw the first achievement, they decided the full deployment of the Model.”

EFQM Recognised for Excellence

©EFQM 2014

€ 0

€ 50

€ 100

€ 150

€ 200

2009 2010 2011 2012

Am

ou

nt

in E

uro

s

Revenue per available room

Actual

Target

Deployment drives Revenue

EFQM

Prize

Winner

EFQM

Award

Winner

©EFQM 2014

Midlands

Excellence

Winner

UK

Excellence

Finalist

UK

Excellence

Winner

UK

Excellence

Finalist

UK

Excellence

Finalist

UK

Excellence

Winner

EFQM

Excellence

Prize

UK

Excellence

Winner

Award

Year

Business 2 Profit

… Financial Performance

Business 1

EFQ

M A

sse

ssm

ent

Sco

re

©EFQM 2014

… Operational Efficiency

10

0%

93

,4%

85

,4%

84,7

%

83,7

%

81,8

%

93

,1%

78,6

%

60%

80%

100%

2007 2008 2009 2010 2011 2012

ho

urs

per

ve

hic

le (

HP

V)

Actual Benchmark Target

Exce

llen

ce

Basis: 100% value 2007

“Labor Productivity”:

hours worked per

vehicle produced ;

an indicator of the

site’s operational

efficiency.

EFQM

Prize

Winner

©EFQM 2014

... Customer Satisfaction ...

0

20

40

60

80

100

2006 2007 2008 2009 2010 2011

CS

I [%

]

Actual Target

An Automotive plant

EFQM

Prize

Winner

©EFQM 2014

Supporting your Journey

©EFQM 2014

EFQM Portfolio

EFQM Tool Kit

Learning from the Network

Personal

Development

Training at EFQM

EFQM Assessor

Organisational

Development

In House Training

Assessment &

Recognition

EFQM

Membership

©EFQM 2014

BB2B Customer Satisfaction

Excellence as part of the Strategic Planning Process

People involvement in Continuous Improvement

New Ways of working

Thematic Webinars

Management of Innovation

Lean / 6 Sigma and Excellence

©EFQM 2014

Sector Platforms

Sharing platform gathering same-sector players

Share good practices

Develop knowledge

Extend network in your sector

Some events for Members only

©EFQM 2014

EFQM Assessor Development Path

Act as an EFQM Award Assessor

Basic Assessor Training

EFQM Assessor Training

EFQM Master Assessor Training

Act as an EFQM Assessment Team Leader

©EFQM 2014

EFQM Line Manager Development Path

Learn from experience: Manage an actual improvement project at your organisation

EFQM Journey to Excellence

EFQM Leader for Excellence - Level 1

EFQM Leader for Excellence - Level 2

©EFQM 2014

EFQM Levels of Excellence

Committed to Excellence – Project Validation

Potential Outcome:

Committed to Excellence 1*

Committed to Excellence – Assessment

Potential Outcome:

Committed to Excellence 1* or 2*

Recognised for Excellence – Assessment

Potential Outcome:

C2E 2*, R4E 3*, 4*, 5*

EFQM Excellence Award

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