Knowledge Base

  • New developments & Cybersecurity

    EFQM
    20 May 2016
    All
    All

    This April we share with you the latest developments among the EFQM Network: The French Senate rewarding most performing enterprises, the signature of a MoU with DGEP, the launch of the new Qualified Assessor Training or the opening of the registrations to the EFQM Forum 2016. Dive further and you will read an article from Xavier Rubiralta, an expert sharing on Cybersecurity seen through the prism of EFQM. 

  • Managing with Agility

    EFQM
    7 April 2016
    All
    All

    In this Member Newsletter you will find a section with article on how some of our members have used the EFQM Excellence Model and approaches to improve their business performance. You will also find an interesting article from José Antonio Calvo about an agile approach using the Scrum tool for project and process management. Keep reading to find out more...

  • VAMED-KMB - PROCESSES, PRODUCTS & SERVICES

    EFQM
    24 February 2016

    VAMED-KMB Krankenhausmanagement - Austria

    2015 EFQM Excellence Award - Prize Winner in "Adding Value for Customers" 

    VAMED-KMB has built up a comprehensive process manage ment sys tem which designs, manages, and improves processes on various levels. The process map is divided into key processes, primary processes, and cross sectional supporting processes. 

  • VAMED-KMB - People

    EFQM
    24 February 2016

    VAMED-KMB Krankenhausmanagement - Austria

    2015 EFQM Excellence Award - Prize Winner in "Adding Value for Customers"

    VAMED-KMB’s guiding principle “from people excellence for people” expresses our awareness that the organisation’s striving for excellence and its vision to be an “accompanying partner in the Viennese health care sector” can only be realized “from people”, thus through its employees. 

  • VAMED-KMB - LEADERSHIP

    EFQM
    23 February 2016

    VAMED-KMB Krankenhausmanagement - Austria

    2015 EFQM Excellence Award - Prize Winner in "Adding Value for Customers"

    The core purpose of the organisation, the future vision and values are defined in VAMED-KMB’s Vision and Mission Statement (V/M) which is an integral part of the management system (target setting, process alignment, deployment of measures and indicators) and reassessed annually at the MRs according to the strategic manage ment process (PD- 55). The pursuit of excellence lies at the heart of our actions, which is expressed by our guiding value principle: “from people excellence for people”. 

     

  • Sharing with the Community

    EFQM
    18 February 2016
    All
    All

    We would like to invite you to absorb and enjoy the content of this January 2016 EFQM Member Newsletter. It starts with a clear message from the EFQM Board of Directors who highlight the needs of our members…so your needs!  You will discover what recently happened in the Excellence Community through the News from the Network and find out more about your peers' achievements and projects. We also share with you News from EFQM such as an interview with our new EFQM Middle East Representative or our new Training Porfolio. Do not hesitate to contact us to share your stories or feedback!

  • Embedding Innovation in your Organisation’s DNA

    EFQM
    18 February 2016

    Large or small, public or private, you need to have an ‘Innovation Compass’

    You need to have an Innovation Compass? Successful innovators find ways to manage the delicate balance of investing in the future, whilst sustaining the benefits being obtained from their current core offerings. -They forecast how much Innovation they need and what specifically it should achieve for them, but the big question is how best to do this?

  • RADAR - The EFQM's Management Tool

    EFQM
    18 February 2016

    Did you know that when RADAR was originally launched the EFQM intended that the tool should be used in day-to-day management, and not solely for assessment?

    The RADAR developers realised that a truly effective tool for assessment should be based, not upon something different or additional to good management practice, but rather upon what any good manager or management team should be doing in their daily work.

  • Benchmarking Scoring Report 2015

    EFQM
    2 February 2016
    All
    All

    EFQM Excellence Award 2015

    Access an overview of the scoring profiles, a comparison of 2015 vs. 2014, as well as several examples picturing the evolution of organisations which, after applying to the EFQM Excellence Awards, have acted on the feedback produced by the EFQM Excellence Assessors, and once again participated in this process. Mentioned examples clearly show the improvement in their performance. 

  • Rehaklinik - Strategy

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    For us, the achievement of our mission and our vision is an organisational development, i.e. a long term, ongoing change process of the Rehaklinik as a whole and of all individuals working in it. This is also reflected in the Rehaklinik’s goal-oriented strategic axes and measured in our Balanced Scorecard.

  • Rehaklinik - Results

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    In the results of patient perception, being treated with respect, the involvement of the patient and the perceived treatment success are the most important factors for the measurement of strategy implementation. Data on admissions, treatment safety, treatment intensity, length of stay and the positive development of certain disease training initiatives are essential for the review of our services.

  • Rehaklinik - Processes

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    The philosophy underlying our treatment and care is to consider the patient as a partner of the multidisciplinary team. Therefore, a therapy contract is concluded with the patient at the beginning of his/her stay at the Rehaklinik. It includes the main elements of the treatment process, which is defined based on his/her needs, resources, preferences and the objectives of his/her rehabilitation.

  • Rehaklinik - People

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    The strategic priority in our human resources management is the involvement of our employees in the change process. In addition to employee participation, the continuous training of our employees is the second important key to the successful implementation of our strategy.

  • Rehaklinik - Partnerships

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    We conceptually support our management function for the benefit of society through the introduction of a sustainable responsibility policy (CSR).

  • Rehaklinik - Leadership

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    Participatory management and the consideration of our internal and external stakeholders are our priorities in managing the Rehaklinik so that we can act and react appropriately, while ensuring the sustainability of our institution for Luxembourg society.

  • Bosch Car Multimedia Portugal - Strategy

    EFQM
    15 January 2016

    Bosch Car Multimedia Portugal

    2015 EFQM Excellence Award - Prize Winner in "Leading with vision, inspiration & integrity"

    Our success requires a common understanding of the direction we want to take. We create benefits for the society and our customers by providing convenient, safe and environmental- friendly mobility that inspires. That’s how we shape the future.

  • Bosch Car Multimedia Portugal - Results

    EFQM
    15 January 2016

    Bosch Car Multimedia Portugal

    2015 EFQM Excellence Award - Prize Winner in "Leading with vision, inspiration & integrity"

    In order to achieve a continuous improvement of energy performance, including energy efficiency, energy use and consumption, BrgP is implementing ISO 50001 - Energy Management systems.

  • Bosch Car Multimedia Portugal - Processes

    EFQM
    15 January 2016

    Bosch Car Multimedia Portugal

    2015 EFQM Excellence Award - Prize Winner in "Leading with vision, inspiration & integrity"

    Management Model by Processes BrgP has followed a process-oriented approach since 2002. It embodies concepts and definitions from CM, as well as Bosch's automotive process reference model (UBK-RM). BrgP's processes are defined based on its Mission, Vision and Values, in order to reach strategic goals.

  • Bosch Car Multimedia Portugal - People

    EFQM
    14 January 2016

    Bosch Car Multimedia Portugal

    2015 EFQM Excellence Award - Prize Winner in "Leading with vision, inspiration & integrity"

    Operating in a changing organization in a shifting environment, having qualified associates, motivated to constantly assume new challenges is the main focus of BrgP regarding people. This implies having a strong process with a set of efficient tools that steer the people’s development process and the highly capable managers, in order to make the system work.

  • Bosch Car Multimedia Portugal - Partnerships

    EFQM
    14 January 2016

    Bosch Car Multimedia Portugal

    2015 EFQM Excellence Award - Prize Winner in "Leading with vision, inspiration & integrity"

    Quality, reliability and innovation are fundamental pillars for our success and suppliers are the key to achieve that. Thus, BrgP is working in close partnership with the suppliers to develop regular improvement activities, namely related to the quality of the materials provided.

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