Knowledge Base

  • Succeeding through People

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    VAMED-KMB has a number of approaches to align, develop, involve and value their employees. These enable them to work in partnership to ensure the success of the organisation.  VAMED-KMB aligns employees with its  business strategy and organisational structure through annual 'structured employee interviews' for all employees.

  • 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.

  • Ricoh Deutschland GmbH, Germany - EFQM Prize Winner 2011

    EFQM
    25 October 2011

    EFQM Prize Winner in Adding Value for Customers

    The award process has been a unique experience for us. The Assessors were truly professional and their work and feedback as delivered by their report will help us even further in our ongoing pursuit of business excellence.

  • Bosch Chassis Systems Control - EFQM Prize Winner 2011

    EFQM
    25 October 2011

    EFQM Prize Winner in Leading with Vision, Inspiration and Integrity

    The Assessors were particularly impressed with the leadership of Bosch Chassis Systems; ensuring the strategy and objectives are aligned through a robust cascade process and reviewed via a structured appraisal process, aligned to the company’s values.

  • Liverpool John Moores University, UK - EFQM Prize Winner 2011

    EFQM
    25 October 2011

    EFQM Prize Winner in Building Partnerships

    LJMU recognises that partnerships are crucial to future success, in terms of attracting students, securing additional income streams and enhancing their reputation; both within the UK and on the international market place.

  • Ricoh's Sustainability Optimisation Programme

    EFQM
    30 July 2011

    Ricoh Europe

    Ricoh has a long establish record for sustainability.  Ricoh is determined to keep up its efforts to realize its target of reducing its environment impact to one-eighth of the fiscal year 2000 levels by 2050 in absolute terms.  The company's philosophy is that it is important to generate profits and remain a going concern so that it could continue to contribute to reducing environmental impact and to help realize a sustainable society.

  • Sustainable Portfolio Management

    EFQM
    30 July 2011

    Solvay - Belgium

    Solvay is an international industrial group active in chemistry, offering a broad range of products and solutions that contribute to improving the quality of life.  Solvay sees sustainability as a central aspect of its strategy in a changing world.  Since a strategic review in 2008 the company has made a number of steps to accelerate its implementation of processes to improve sustainability, including detailed analysis and reporting and business planning that explicitly considers environmental objectives within product portfolio planning.  The Good Practice in details...

  • Plan-it Green : EICC's Sustainable Events Programme

    EFQM
    30 July 2011

    Edinburgh International Conference Centre - United Kingdom

    The world-class Edinburgh International Conference Centre (EICC) has been delivering outstanding events to the global events marketplace for sixteen years.  Plan-it green engages EICC stakeholders in a collaborative approach to delivering sustainable events. It targets reduced emissions, reduced cost and it offers a unique carbon sequestration option for the local environment.  The Good Practice in details...

  • Bosch Bamberg - The driving spirit

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    BaP has defined one of seven mission fields as 'Bosch Bamberg - The driving spirit'. This mission field is tied to the specific strategic goal of 'Enhancing motivation and qualification of our associates'. This strategic goal is part of the BaP scorecard and, therefore, areas such as associates' motivation, idea-generation and competency management directly impact strategic performance.

  • BrgP technology innovation and development

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal S.A.

    BrgP plant navigates in a highly competitive environment balancing between a continuous cost reduction focus and at the same time nurturing the creativity and innovation required for continuous development and implementation of new technologies required to deliver the product and solution roadmap defined by Bosch Car Multimedia division.

  • COPLANING's driving ambition: delighting customers

    EFQM
    15 July 2011

    CoPlaning S.a.r.l - Luxembourg

    COPLANING's driving ambition is to delight its customers with the highest quality level of customer service and product.  COPLANING has a well-defined customer relationship management approach which it uses to effectively build strong, trusting and long-term relationships with its customers.

  • Succeeding through People

    EFQM
    15 July 2011

    Hospital Kirchberg - Luxembourg

    So deeply felt is the sense of belonging and contributing in the Unit, that it has almost become a part of their DNA. There is a strong capability and desire to succeed in patient therapy and in the same way to play a strong role as THE motor in the psychiatric reform in Luxembourg.

  • Building Partnerships

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    LJMU has developed their "World of Work" programme in partnership with some of the UK's largest employers to ensure their students have the skills & competencies required for today's workplace.

  • LJMU creates value for its customers

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    LJMU has put in place a series of processes which aim to create value for its customers, students and commercial customers. It engages actively with them to design and offer those academic programmes and commercial products that make the difference.

  • LJMU's World of Work WoW

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    For LJMU World of Work WoW (Trademark) is the main and single unique selling proposition (USP) in a more and more competitive Higher Education market in UK. It is cited by UK Government as best practice and other universities seek to emulate the success of WoW. The main target of WoW is better employability of graduates (students = customers).

  • Taking Responsibility for a Sustainable Future

    EFQM
    15 July 2011

    Umicore Precious Metals Refining - Belgium

    UPMR pays great attention to the concepts of corporate social responsibility and sustainability and has improved its approach to these concepts over years. Social responsibility towards the community and environment is embedded in the UPMR culture and widely shared by employees at all levels in the organization.

  • Worthington's Leadership focus

    EFQM
    15 July 2011

    Worthington Cylinders Austria GmbH

    The leadership focus on the Succeeding through People concept has, without doubt, been a major success for WCA. The imperative has been the need to recruit and retain the very best staff in an area where there is very little unemployment.

  • Continuous Improvement Process - CIP

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal

    Bosch Car Multimedia Portugal uses Value Stream Mapping tool to identify areas which need to be improved regarding to the business requirements. Value Stream Maps show quality, cost and delivery (QCD) requirements for each value stream of the company.

  • Sharing Knowledge in the Organisation

    EFQM
    15 July 2011

    DB Schenker Poland

    DB Schenker Poland provides a full range of transport solutions including storage and modern IT technologies. DB Schenker Poland introduced a system to collect improvement ideas from employees in order to: increase employee engagement and their interest in corporate issues, share knowledge and good practices internally, integrate people involved in business excellence.

  • Corporate Responsibility System

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    Red Eléctrica is part of the electricity sector. Their functional scope is: high voltage electric power transmission (400 and 220 kV) from generation plants to distribution substations and operation (power production equal to consumption plus associated management) of the national power system. One of the Key Strategies of Red Eléctrica de España (REE) is: “Excellence and Responsibility in the development of its activities”, it defines all the key processes to manage the principles of the Corporate Responsibility of Red Eléctrica.

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