Knowledge Base

  • People at the heart of the Company strategy

    EFQM
    16 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    People at BarP are and feel to be at the heart of the Company strategy. This leads to an impressive pride of being part of BarP and is actively sustained by a structured and comprehensive set of communication tools aimed at providing all associates with the news and information related to their job, the Plant , the environment of Bosch Group and that of the relevant stakeholders.

  • Bosch Lean Administration Approach

    EFQM
    13 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    The consequent implementation of the Bosch Production System (BPS) and Lean Administration tools like Value Stream Design in Indirect Areas (VSDiA) have delivered major improvements on productivity over the last years.

  • Bosch's Interpretation of Lean Manufacturing

    EFQM
    12 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    Within Bosch the interpretation of Lean Manufacturing is called Bosch Production System (BPS) which is implemented in BarP through a holistic approach called “System CIP”. Value Stream Design and Value Stream Mapping are the main tools to identify improvement opportunities in the supply chain.

  • Nilufer's strong customer orientation

    EFQM
    20 January 2014

    Nilüfer Belediyesi - Turkey

    2013 EFQM Excellence Prize Winner in "Adding Value for Customers"

    Nilüfer Municipality has demonstrated a strong customer orientation. Particularly, and being a Municipality, they are showing clear and effective citizens orientation; by not only fulfilling needs, expectations and opportunities, but also by anticipating in an active way to future expectations, with a clear approach towards social sustainability.

  • GHA's outstanding leadership

    EFQM
    7 January 2014

    Glasgow Housing Association (GHA) - United Kingdom

    2013 EFQM Prize Winner in "Leading with Vision, Inspiration & Integrity"

    The leadership of GHA is outstanding. With a visionary and inspirational Chief Executive it would be too easy to think that this is vested only in him. However, it was fully demonstrated at assessment that similar leadership skills are comprehensively embedded in the wider leadership team.

  • A strong customer focus

    EFQM
    7 January 2014

    Glasgow Housing Association (GHA) - United Kingdom

    2013 EFQM Prize Winner in "Leading with Vision, Inspiration and Integrity"

    GHA is an organisation that has a strong customer focus. There are many examples of changes that have been made with the specific purpose of adding value to customers, such as the creation of the Central Customer Service Centre for routine enquiries which has freed up Housing Officers to spend more time in dialogue with customers; building strong and lasting relationships between individuals and GHA.

  • Development and learning from employees

    EFQM
    7 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    There is a well-developed recruitment process and a thorough induction programme, aimed at ensuring that new employees are developed to fit with the resort ethos.

  • Ability to change via employee involvement

    EFQM
    7 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    Alpenresort Schwarz is using two way of implementing improvements; one way is organised via four Project teams (Guest, Health, Schwarz inside and Green Schwarz flower) and PUPE sessions inside departments and units.

  • Living the Values

    EFQM
    7 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    The Pirktl family has developed the resort Mission, Vision and Values with involvement from all Alpenresort Schwarz department and unit leaders, deputies and the project team leaders. The Pirktl family and all leaders with more than two employees undertake annual leadership feedback reviews. The evaluation is clearly linked to the organisation Values and Strategic Themes and Objectives.

  • Strategic Partner Program

    EFQM
    7 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    Alpenresort Schwarz has achieved long term beneficial relationship with (strategic) partners and suppliers based on mutual trust, respect and openness. This has been achieved through the use of an internal supplier rating system that is shared with the partners.

  • Think Guest and show heartiness

    EFQM
    6 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    The Guest is at the centre of all that Alpenresort Schwarz represents. The facilities, the ranges of offers to the Guest profile and, in particular, the focus on the Guest is exemplary - they are invited to become a part of the “family” operational ethos; employees continuously “Think Guest” and show Heartiness.

  • Focussing on success for all pupils

    EFQM
    13 November 2013

    St Mary's College - Northern Ireland

    2013 EFQM Prize Winner in "Sustaining Outstanding Results"

    St Mary's College overall purpose/service is the education of children and they have their key customer, the pupils, onsite with them every working day. Through a pupil-centered multidimensional approach that integrates teaching, learning and pastoral care, St Mary's College focus on success for all pupils.

  • creating confident communities

    EFQM
    6 November 2013

    Wakefield District Housing - United Kingdom

    2013 EFQM Prize Winner in "Adding Value for Customers"

    Wakefield District Housing (WDH) is one of the UK’s largest housing associations, being responsible for 31,000 properties. WDH works closely with the local community and their priorities help to shape its overall business objectives. Customer focus is clearly present and is not only top down and leadership driven, but very much a part of the community culture which permeates the company.

  • SSAU's small innovative enterprises

    EFQM
    6 November 2013

    Stavropol State Agrarian University - Russia

    2013 EFQM Prize Winner in "Harnessing Creativity and Innovation"

    SSAU defines and uses new technologies to maintain and develop its organizational capabilities. The approach is realized through the activities of small innovative enterprises (SIE). It is - an enterprise formed on the basis of the SSAU, the activity of which is to develop innovative ideas, turning them into innovative designs and bring them into production.

  • The SSAU Customer Satisfaction

    EFQM
    4 November 2013

    Stavropol State Agrarian University - Russia

    2013 EFQM Prize Winner in "Harnessing Creativity and Innovation"

    Through a clear and strong focus on students in every daily activity of SSAU, this University achieves high and sustained levels of satisfaction among all its relevant segments of students on the key issues such as the quality of the training process and the rate of recommendation to others. Moreover, SSAU also realises high level of performance regarding full time course students, job placement for SSAU students and admission completion at SSAU, which are the key results for its business.

  • The application of lean principles to flexible working

    EFQM
    4 November 2013

    BMW Plant Regensburg - Germany

    2013 EFQM Prize Winner in "Managing with Agility" and "Sustaining Outstanding Results"

    Plant Regensburg is clearly committed to continuous improvement, the application of lean principles and innovative approaches to flexible working. This has resulted in Plant Regensburg achieving a high level of production flexibility (one of the three strategic drivers) without entailing excessive costs. Production flexibility is of great value to BMW, as it seeks to offer more car variants with less cost and less lead time in an increasingly changeable marketplace.

  • The inspirational approaches of the Plant Director and his Team

    EFQM
    4 November 2013

    BMW Plant Regensburg - Germany

    2013 EFQM Prize Winner in "Managing with Agility" and "Sustaining Outstanding Results"

    The inspirational approaches of the Plant Director and his Team, together with a systematic method of managing and improving leadership within the business, have resulted in sustained positive trends on most indicators since 2009, despite the difficult economic climate. These principled and successful approaches have resulted in Plant Regensburg becoming a proud, high performing and flexible plant within the BMW group.

  • From people excellence for people

    EFQM
    4 November 2013

    Vamed-KMB - Austria

    2013 EFQM Prize Winner in "Succeeding through the Talent of People"

    “From people excellence for people” is at the core of the VAMED-KMB values and is synonymous with the skills, continuous education and talent of their people, being at the heart of VAMED-KMB’s current and future success.

  • "Think Yes"

    EFQM
    25 September 2013

    Glasgow Housing Association

    Glasgow Housing Association (GHA) is a Registered Social Landlord, a not-for-profit organisation, a limited liability company, and a registered charity. They provide services to almost 67,000 people across Glasgow, owning and managing 41,000 rented properties. Our leaders have set a clear direction through our vision of “Better homes, Better lives, a Better Glasgow.” Our customers matter to us - we want them to be happy with the services we provide. To build this trust and confidence with our people, we have created our “Think Yes” culture. “Think Yes” is reflected in everything we do from our leadership and management approach through to the ways in which we manage our policies and processes.

  • On the way to Enterprise 2.0 with Bosch Connect

    EFQM
    25 September 2013

    Robert Bosch GmbH - Germany

    The Bosch Group is a leading global technology and services company. Bosch already started some projects to allow the organisation a new way of working. Another project started in 2012 with the objective to transform the company into an Enterprise 2.0. For Bosch this means the use of Social Business software in the corporate culture to communicate, share knowledge and collaborate across local and organisational boundaries. This not only leads to a new way of working because of an IT-tool, but represents a cultural revolution for the whole organisation.

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