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European Foundation for Quality Management
EFQM
mail@flow.de
copyright :: EFQM Brussels www.flow.de
1 The European
Foundation for
Quality Management
I
performance
Introduction
E F Q M Introducing excellence
E N A B L E R S R E S U L T S
Key
Leadership Policy &
Processes Customer Results Performance
Strategy Results
Partnerships
Society Results
& Resources
I N N O V A T I O N A N D L E A R N I N G
5
The EFQM Excellence Model is a registered Trademark
The arrows emphasise the dynamic nature of the Within this non-prescriptive framework, certain
model. They show innovation and learning help fundamental concepts underpin the Model.
to improve enablers which in turn lead to Behaviours, activities or initiatives based on
improved results. these concepts are often referred to as Total
Quality Management. This is what we mean
Definitions of the nine criteria and the sub- when we use the words "Total Quality
criteria are given in Appendix 1. For Management" in this brochure.
convenience, we use the terms "Enablers" and
"Results" to designate two categories of criteria. The concepts are not listed in any particular
Enabler criteria are concerned with how the order and the list is not meant to be exhaustive.
organisation undertakes key activities; Results They will change as excellent organisations
criteria are concerned with what results are develop and improve.
being achieved.
E F Q M Introducing excellence
3 Fundamental Concepts
of Excellence
F Results Orientation
Customer Focus
E F Q M Fundamental Concepts
Management by Processes & Facts
7
The full potential of an organisation's people is
best released through shared values and a
culture of trust and empowerment, which
encourages the involvement of everyone.
Continuous Learning,
Innovation & Improvement
Partnership Development
Public Responsibility
E F Q M Fundamental Concepts
4 Self-Assessment and
performance improvement
Of course, the winning organisations gain even Winning The European Quality Award was
more benefits. Public recognition of excellence wonderful recognition of all the hard work done
can attract new customers and additional over many years by all our associates in
business opportunities. Using the Prize or The Europe. But the real benefits come from the
Award logo adds prestige to products and learning as you go through the Self-Assessment
services. Each year the winning organisations process.
are invited to share their experience with others
in a series of conferences throughout Europe. Adopting Self-Assessment as the basis for our
These events offer a further opportunity for strategic business model has led to improved
winners to display their status as leading overall performance. However, whilst winning
organisations. The European Quality Award is recognition of
everyone's efforts, we must never forget that this
represents only a step on the pathway of
continuous business improvement.
12
13
throughout Europe related to its Excellence
Model.
Associated Brochures
Award applicants
To provide full details on the Model, including
Self-Assessment practitioners
The EFQM Excellence Model the RADAR card, Criteria, sub-criteria and
Assessors, Award or Internal
areas to address information
Quality Professionals
E F Q M Further Help
Appendix 1
E N A B L E R S R E S U L T S
I N N O V A T I O N A N D L E A R N I N G
How leaders develop and facilitate the How the organisation implements its mission and
achievement of the mission and vision, develop vision via a clear stakeholder focused strategy,
values required for long term success and supported by relevant policies, plans, objectives,
implement these via appropriate actions and targets and processes.
behaviours, and are personally involved in
ensuring that the organisation's management 2a. Policy and Strategy are based on the 14
system is developed and implemented. present and future needs and expectations
15
of stakeholders
1a. Leaders develop the mission, vision and
values and are role models of a culture of 2b. Policy and Strategy are based on
Excellence information from performance
measurement, research, learning and
1b. Leaders are personally involved in ensuring creativity related activities
the organisation's management system is
developed, implemented and continuously 2c. Policy and Strategy are developed,
improved reviewed and updated
1c. Leaders are involved with customers, 2d. Policy and Strategy are deployed through
partners and representatives of society a framework of key processes
1d. Leaders motivate, support and recognise 2e. Policy and Strategy are communicated and
the organisation's people implemented
E F Q M The criteria
3. People 4. Partnerships and Resources
How the organisation manages, develops and How the organisation plans and manages its
releases the knowledge and full potential of its external partnerships and internal resources in
people at an individual, team-based and order to support its policy and strategy and the
organisation-wide level, and plans these effective operation of its processes.
activities in order to support its policy and
strategy and the effective operation of its 4a. External partnerships are managed
processes.
4b. Finances are managed
3a. People resources are planned, managed
and improved 4c. Buildings, equipment and materials are
managed
3b. People's knowledge and competencies are
identified, developed and sustained 4d. Technology is managed
3c. People are involved and empowered 4e. Information and knowledge are managed
E F Q M The criteria
5. Processes 7. People Results
How the organisation designs, manages and What the organisation is achieving in relation to
improves its processes in order to support its its people.
policy and strategy and fully satisfy, and
generate increasing value for, its customers and 7a. Perception Measures
other stakeholders.
7b. Performance Indicators
5a. Processes are systematically designed and
managed
16
5b. Processes are improved, as needed, using 8. Society Results 17
innovation in order to fully satisfy and
generate increasing value for customers
and other stakeholders What the organisation is achieving in relation to
local, national and international society as
5c. Products and Services are designed and appropriate.
developed based on customer needs and
expectations 8a. Perception Measures
E F Q M The criteria
Appendix 2
1992 1997
Award Winner : Award Winner (large business category) :
Rank Xerox Limited SGS-THOMSON Microelectronics
Prize Winners : Prize Winners (large business category):
BOC Ltd Special Gases BT - British Telecom plc
UBISA - Industrias Del Ubierna SA NETAS - Northern Electric
Milliken European Division SA Telekomnikasyon AS
TNT United Kingdom Limited
1993 Award Winner (SME category) :
Award Winner : BEKSA Steel Cord Manufacturing
Milliken European Division SA and Trading Inc.
Prize Winners : Prize Winners (SME category):
ICL Manufacturing Division GASNALSA
now called:
D2D-Design to Distribution Limited 1998
Award Winner (large business category) :
1994 TNT United Kingdom Ltd
Award Winner : Prize Winners (large business category):
D2D-Design to Distribution Limited BT Communications Northern Ireland
(an ICL subsidiary) NETAS Northern Electric
Prize Winners : Telekomnikasyon AS
Ericsson SA SOLLAC
IBM SEMEA SpA Yellow Pages
Prize Winners (public sector category):
1995 AVE (A division of RENFE)
Award Winner : Inland Revenue Cumbernauld
Texas Instruments Europe Award Winner (Independent SME category) :
Prize Winner : Landhotel Schindlerhof
TNT Express (UK) Limited Prize Winner (Independent SME category):
DiEU
1996 Award Winner (SME subsidiary category) :
Award Winner : Beko Ticaret AS
BRISA - Bridgestone Sabanci Tire Co. SA
Prize Winners :
BT - British Telecom plc
NETAS - Northern Electric
Telekomnikasyon AS
TNT Express (UK) Limited