Knowledge Base

  • Assessor Workbook - EFQM Recognised for Excellence

    EFQM
    15 October 2013
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    Individual Preparation

    Before you meet up with the rest of your Assessment Team, you need to do a little preparation. The main purpose of this task is to have a personal understanding of the organisation and its context based on the submission document received and any other complementary information sources at your disposal.

  • Mapping the Fundamental Concepts

    EFQM
    7 August 2013
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    EFQM User Guide

    When the Core Team was established to review the EFQM Excellence Model in 2012, one of their objectives was to integrate the Fundamental Concepts of Excellence and the criterion within the Model. As the Fundamental Concepts are the underlying principles of the Model, the Core Team started by reviewing and updating the Concepts. Once these were completed, the statements in the concepts were then mapped across the 9 boxes of the Model. This enabled the team to identify areas where the criterion parts needed to be revised or new parts added.

  • What goes in Criterion 8?

    EFQM
    5 August 2013
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    EFQM User Guide

    Ever since the EFQM Excellence Model was first issued in 1992, people have looked at criterion 8 and thought "what do we put in there?". Since 1992, the knowledge and understanding of topics like 'Corporate Social Responsibility' and 'Sustainability' have progressed significantly. Most organisations have some sort of CSR activities. But still, people struggle with finding relevant results for criterion 8. In this User Guide we have provided 6 examples of how different organisations from different sectors have approached this area.

  • EFQM Assessment Matrix 2013

    EFQM
    15 March 2013
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    EFQM Model 2013 - Assessment Tool

    The EFQM Assessment Matrix has been developed as a self-assessment tool to enable an organisation to assess it's current position against the EFQM Excellence Model 2013 and identify their key strengths and key improvement areas. This version has been developed with EFQM to provide a platform that can be used to help organisations complete self-assessments and prepare for external assessment through the 'Levels of Excellence' scheme.  The information collected can also be used as the basis for an 'Enabler Map' submission document.

  • Simple Self-Assessment

    EFQM
    15 March 2013
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    Your first Self-Assessment

    Rate your organisation’s maturity against the 8 Fundamental Concepts of Excellence, and Identify where you are now, where you will be in three years, and what will you do to get there.

  • Quick Check 2013

    EFQM
    15 March 2013
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    EFQM Model 2013 - Assessment Tool

    The Quick Check is derived from the EFQM Excellence Model 2013.  It has been designed to give a quick overview of your organisation's current capabilities against the EFQM Fundamental Concepts of Excellence. The Quick Check is designed to assess the approaches you have in place and determine where the key opportunities for improvement are, based on the maturity of these approaches and their impact on your ability to deliver your strategy.

  • Business Excellence Matrix 2013

    EFQM
    15 March 2013
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    EFQM Model 2013 - Assessment Tool

    The Business Excellence Matrix has been developed as a simple self-assessment tool to enable an organisation to assess it's current position against the EFQM Excellence Model 2013 and identify their key strengths and key improvement areas.  This version has been developed with EFQM to provide a platform that can be used to help organisations complete self-assessments and prepare for external assessment through the "Levels of Excellence" scheme.  The information collected can also be used as the basis for an EFQM Management Document; sometimes called the "Enabler Map".

  • Benchmark Scoring Report

    EFQM
    15 March 2013
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    EFQM Excellence Award 2012

    For 20 years, the EFQM Excellence Awards has recognised leading organisations in the private and public sectors, providing role models that inspire others to emulate their success. This report focuses on the scoring profiles for the applicants in the last 2 EFQM Excellence Awards, both of which have used the EFQM Excellence Model 2010 as the basis for the assessment.

  • Using Lean & Six Sigma within the EFQM Framework

    EFQM
    2 January 2013
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    EFQM User Guide

    Lean and Six Sigma are widely used as the principle approach for improving process performance and enhancing the value added to the customer and other stakeholders, not just in manufacturing but increasingly in the services sector.  In this User Guide, we're looking at how the EFQM Model and Lean / Six Sigma techniques can complement each other; using the relative strengths of one to offset the limitations of the other to get the best out of both.

  • Net Promoter Score

    EFQM
    1 January 2013
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    EFQM User Guide

    Is the Net Promoter Score 'the one number you need to grow', or is it an equally important growth measure than other loyalty questions? The answer is debatable. What is not up for debate is the fact that an increasing number of organisations are using the Net Promoter Score today.  The Net Promoter Score is a customer loyalty metric developed by, and a registered trademark of, Fred Reichheld, Bain & Company, and Satmetrix. It was introduced by Reichheld in his Harvard Business Review article "One Number You Need to Grow" in 2003.

  • Perception Surveys

    EFQM
    1 January 2013
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    EFQM User Guide

    The field of Market Research is constantly evolving, with new theories and analytical techniques being developed, in addition to existing ones being refined based on new learning.  The objective of this User Guide is to pool some of this learning and offer some practical insights into developing stakeholder perception surveys and ensuring the data collected can be effectively used within your organisation to review approaches and drive improvements.  It's written from the perspective of someone who uses perception data.

  • Understanding an organisation's stakeholders

    EFQM
    1 January 2013
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    EFQM User Guide

    This guide gives a number of different approaches used by our members to identify the key stakeholders of their organisation. As stakeholders have either influence or interest in the performance of the organisation, it is key that any organisation has clearly identified the different stakeholder groups, understands their level of influence and takes their opinions, priorities and concerns into account when developing and reviewing strategy and supporting policies.

  • DMAIC Improvement Methodology

    EFQM
    1 January 2013
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    EFQM User Guide

    We all come across problems within our working environment.  The temptation is to immediately move into 'solution mode' before we really understand what's causing the problem we're observing. DMAIC is a structured approach for problem solving.  There is a clear alignment between the DMAIC approach and the RADAR, although the RADAR is an ongoing cycle which looks at continually improving and refining approaches over time.  The DMAIC approach is for a single improvement cycle.

  • EFQM Management Document

    EFQM
    1 January 2013
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    EFQM User Guide

    The EFQM Management Document provides a simple format for describing how the strategic objectives of an organisation are being implemented.  It uses the framework of the EFQM Excellence Model to describe the key approaches adopted, how they are being deployed and the results achieved.  The format was developed from the submission documents prepared when applying for recognition from the EFQM.  However, a number of organisations have found additional benefits in describing their activities and achievements in this format.

  • EFQM Framework for Enterprise 2.0

    EFQM
    15 November 2011
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    EFQM User Guide

    The EFQM User Guide for Enterprise 2.0 has been developed to provide organisations with a holistic and universal approach towards excellence in managing their Enterprise 2.0 strategy.  It is based on the 9 criteria of the EFQM Model to which specific Enterprise 2.0 issues have been linked.  It starts with a brief introduction to the topic of Enterprise 2.0, followed by three major sections:  Mapping Enterprise 2.0 to the EFQM Excellence Model, Planning and Assessing Enterprise 2.0 Excellence, and Information on the EFQM Model and Assessment.

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