Knowledge Base

  • Benchmark Scoring Report

    EFQM
    28 October 2013
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    EFQM Excellence Award 2013

    In October 2012, we launched the 2013 version of the EFQM Excellence Model. This was used for the first time in the 2013 EFQM Excellence Awards assessments. The comparisons enclosed in this document are therefore of double interest. Not only do they provide a benchmark for you against the current group of leading organisations who applied for the EFQM Award in 2013, they also give some insights on the impact of the revisions made to the 2013 Model and the consequent increase in the "level of excellence" observed since 2010.

  • An EFQM Founding Members

    EFQM
    24 October 2013
    Videos
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    Fritz Farhni, Former-CEO of Sulzer, EFQM Founding Member

    Fritz Fahrni is one the 14 CEOs who, in 1988, signed the Letter of Intent that led to the creation of EFQM the following year. He was then CEO of Sulzer, a Swiss industrial engineering and manufacturing company.

  • Glasgow Housing Association, UK - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Leading with Vision, Inspiration and Integrity

    Leaders have created a culture of genuine empowerment. Of particular note are the extent to which leaders engage with stakeholders and partners, and also the extent to which they have secured the loyalty, commitment and trust of their employees.

  • Vamed-KMB, Austria - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Succeeding through the Talent of People

    VAMED-KMB people dedicate their individual contributions, based on educational skills, knowledge, experience, talent and problem solving capability, as well as showing passion to allow Vienna General Hospital to operate and function in its daily business without interruptions and malfunctions.

  • St Mary's College, Northern Ireland - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Sustaining Outstanding Results

    St Mary's College - coming a longer way with its pupils, and adding more value to them, and therefore to society, than equally performing schools - demonstrates strong focus on learners' outcomes demonstrated with outstanding examination performance. This is also reflected in outstanding Customer perception results.

  • Alpenresort Schwarz, Austria - EFQM Excellence Award Winner 2013

    EFQM
    23 October 2013

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

    The Guest is at the centre of all that Alpenresort Schwarz represents. Guest Loyalty is rewarded with annual Awards. The personal involvement of Pirktl family with the Guests shows how the importance of the Guest is perceived by the Pirktl family. The combined effort of these approaches is reflected in the consistently good Guest satisfaction results over nine years.

  • Wakefield and District Housing, UK - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Adding Value for Customers

    The needs of customers (or tenants, or residents) are clearly understood: captured by research; by survey; by meetings with their representatives; by the feedback from the people of WDH who work in the community, and by truly integrating the customer in everyday activity.

  • Stavropol State Agrarian University, Russia - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Harnessing Creativity and Innovation

    There are many examples of a culture open to new ideas, not only in the area of the education and scientific work but also in supporting functions. These include new and improved working conditions, new buildings and facilities, including the department of hospitality hotel and conference centre simulations.

  • Sanitas Hospitales, Spain - EFQM Finalist 2013

    EFQM
    23 October 2013

    EFQM Excellence Award Finalist 2013

    The management-team and the employees of Sanitas Hospitales (SH) have succeeded in creating an organization where everyone is dedicated to the Mission “of taking care of the client” to ensure their well-being while also keeping in mind the Vision of “Profitable Growth”.

  • GC Europe, Belgium - EFQM Finalist 2013

    EFQM
    23 October 2013

    EFQM Excellence Award Finalist 2013

    GCE has been able to increase or sustain good performance in dealer satisfaction since 2005, and since 2009 GCE is the benchmark compared with competition in 4 of 7 categories. These excellent achievements are mainly the result of process improvement in production and logistics, together with smart approach to sales which is evident in the markets where GC Europe operates.

  • BMW Plant Regensburg, Germany - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Managing with Agility and Sustaining Outstanding Results

    Unlike other car production facilities, the vast range of car types and permutations are constructed on one assembly line. This has been made possible by a structured and sustained approach to process management and process improvement over nine years. There are many examples of elegant and innovative improvements, from harnessing new technology to identifying parts at product line assembly by memorable pictures rather than serial numbers. This manufacturing flexibility is understood to be at global role model level.

  • Nilufer Municipality, Turkey - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Adding Value for Customers

    They do not only add value by understanding, and fulfilling customer needs, expectations and opportunities, but by anticipating future demands and expectations, contributing to the modern life standards enjoyed by Nilüfer citizens.

  • EFQM Award Assessor Guide

    EFQM
    17 October 2013
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    EFQM Excellence Award

    The purpose of this document is to create a reference for EFQM trained assessors through the EFQM Excellence Award process. This guide describes the key phases of the process; each phase is then divided into a number of tasks. For each task in the process you will find a basic description including the key deliverables and expected outcomes. In addition we have listed what the key input & outputs are for each task.

  • Assessor Workbook - EFQM Excellence Award

    EFQM
    16 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.

  • 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.

  • "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.

  • Live mobile and be socialised

    EFQM
    25 September 2013

    Bursagaz - Turkey

    Bursagaz, a natural gas distribution company located in Bursa, Turkey, provides natural gas distribution and customer services such as meter reading, contracting, subscription, gas activation, collection, supplies services for business and residential customer portfolio. Bursagaz has signed on the biggest mobile functionality project in the distribution market in Europe.

  • Involving Leaders in Management

    EFQM
    24 September 2013

    Mutualia - Spain

    Mutualia is one of 20 organisations currently authorised by the Spanish Ministry of Employment & Social Security to collaborate with the social security system in the management of work-related accidents and illness and financial benefits related to non-work related accidents or illness. The Lidera Project was launched not only to promote and extend the idea of more people becoming involved in the management of the organisation, but also to reach a consensus agreement with leaders on the leadership style to be adopted and as a forum for communication and generating opinion and ideas.

  • 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.

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