Knowledge Base

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    At BaP, leaders are role models of a culture of excellence in the way in which they set a clear strategic direction and communicate that effectively, consistently and regularly throughout the Bamberg Plant to ensure alignment and a shared culture so that all associates are clear about the role they play towards that strategic direction. BaP’s vision, mission and values are closely aligned to the Bosch Group and the Diesel and Gasoline divisions within the Automotive Business Unit. There are clear Bosch values which form the basis of the BaP leadership principles and standards.

  • 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.

  • Bosch's Suggestion Programme

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal S.A.

    The aim of the Suggestion programme is to involve all associates in improvements for the increase of productivity, improving the products, rising of quality and improving working conditions. It has different levels of motivation and therefore different award levels. For each suggestion accepted, the associate receives five points to use in the Bosch shop. The best suggestions are selected twice a year. The winners are awarded for their innovation and contribution to the company’s objectives.

  • 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.

  • Grundfos' Culture of excellence

    EFQM
    15 July 2011

    Grundfos Pumpenfabrik GmbH - Germany

    There is a genuine "culture of excellence" within Grundfos Wahlstedt Production (GWP). The leaders have created a culture of openness and creativity; based on the Grundfos company values there is an unconditional trust and belief in the direction set by the leadership team.

  • The effect of a consistent way of working

    EFQM
    15 July 2011

    Hospital Kirchberg - Luxembourg

    In a difficult and complex area of therapeutic care, the work done at this Unit is impressive. The effect of a consistent way of working, led and demonstrated by leaders at all levels, has ensured that the services provided for patients are both consistent and at a very high level. This ensures that the maximum manageable numbers of patients receive in-patient or out-patient care, and a careful record is kept of patients who, for any reason, have breaks in treatment, or relapses.

  • 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

    Red Electrica de Espana - Spain

    Since several years a comprehensive set of perceptions, outcomes and indicators, addressing all stakeholders and being consistent with strategy and policies, is being used and covers technical, economical, people, societal, and environmental dimensions.

  • Succeeding through People

    EFQM
    15 July 2011

    REGTSA - Spain

    Results of the past 10 years show very clearly that REGTSA managed a "turnaround" from a publicly funded tax collection agency to a self-funded (even saving!) public agency which even has become an innovation motor for their customers, the municipalities of the Salamanca province.

  • Adding Value for Customers

    EFQM
    15 July 2011

    Ricoh Deutschland - Germany

    Great team spirit developed and real belief and ownership of customer issues. Customer Service Centre staff do not like the word call centre, which is a significant factor in reflecting the correct attitude from the staff employed.

  • Adding Value for Customers and Society

    EFQM
    15 July 2011

    Umicore Precious Metals Refining - Belgium

    UPMR has developed a unique business model. This business model is based on (supplier) customer relations and the service process (precious metal refining) with the use of world-class environmental standards and business ethics, sustainability of results driven by the profitability of the supply rather than by the growth of the market share.

  • 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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