Knowledge Base

  • 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.

  • 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.

  • Quick Check 2013

    EFQM
    15 March 2013
    All
    All

    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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    All

    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".

  • EFQM Assessment Matrix 2013

    EFQM
    15 March 2013
    All
    All

    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
    All
    All

    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.

  • Using Lean & Six Sigma within the EFQM Framework

    EFQM
    2 January 2013
    All
    All

    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.

  • DMAIC Improvement Methodology

    EFQM
    1 January 2013
    All
    All

    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.

  • Understanding an organisation's stakeholders

    EFQM
    1 January 2013
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    All

    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.

  • Perception Surveys

    EFQM
    1 January 2013
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    All

    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.

  • Net Promoter Score

    EFQM
    1 January 2013
    All
    All

    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.

  • EFQM Management Document

    EFQM
    1 January 2013
    All
    All

    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.

  • Use of Internet Resources and Social Media

    EFQM
    30 July 2012

    SUE "Vodokanal of St. Petersburg" - Russia

    The history of Vodokanal St. Petersburg dates back to 1858. Today, Vodokanal provides potable water and sewerage services to nearly 5 Mio. inhabitants of the Russia's second largest city and to many thousands of companies using innovative technologies. Da-Voda.com is Vodokanal's social project. It is an Internet portal about water, the principal resource on the planet Earth, and about careful attitude to water resources.

  • Improving Service through Knowledge Management

    EFQM
    30 July 2012

    Comarca Bilbao de Osakidetza - Spain

    Comarca Bilbao Primary Healthcare District, or Bilbo Eskualdea (BiE) in the Basque language, is one of the 7 Primary Healthcare Districts under the direct governance of Osakidetza. In 2006, as a result of reflection and learning from the feedback report on external assessment, BiE opted for a new approach to knowledge management in the organisation. BiE decided to focus its approach on setting up a platform to enable the widespread sharing of knowledge throughout the organisation.

  • Social Media @Virgin Media

    EFQM
    30 July 2012

    Virgin Media - United Kingdom

    Virgin Media's objective was to build a new team for Social Media in the heart of the business, an active listening post where they can listen and participate in the conversation. They wanted to create the right processes, deploy the right technology and hire the right people, they wanted this team to be highly visible both internally and externally and most importantly they wanted to enhance the customer experience in a Virgin way. By listening to the conversation they will continue to develop and grow as the world of Social Media grows; so remain agile and innovative and willing to embrace the new.

  • Stakeholders

    EFQM
    15 July 2012

    Municipality of Dzierzoniow - Poland

    Dzierzoniow is a town with a total area of 20 square kilometers and a population of 34 thousand in Poland. Building partnerships became an impulse to create a new stakeholder map, include partnerships in process reviews and designate people who would be responsible for managing the relations with our partners.

  • Customer Perception Surveys

    EFQM
    15 July 2012

    JSC Medicina Clinic - Russia

    Medicina Clinic was established in 1990 as an interdisciplinary medical center with a a polyclinic, an inpatient facility, a trauma section and a 24 hour ambulance. JSC 'Medicina' has a mission to provide its patient with a full-scale individual medical assistance and involve them in decisions regarding their health and well-being.

  • Driving improvement initiatives through team effort

    EFQM
    15 July 2012

    Municipality of Dzierzoniow - Poland

    Recognising the impact of team work on the successful implementation of organisation wide systems, Municipality of Dzierzoniow (MoD) set up the TGV team The main goals of the team is to plan, implement and monitor all activities necessary to implement the EFQM Model and improve the operations of MoD.

  • Leaders developing Mission, Vision, Values and Ethics

    EFQM
    15 July 2012

    pom+Consulting Ltd - Switzerland

    pom+Consulting Ltd provides consulting services pertaining to real estate management and organisational development to companies and the public sector in Switzerland. pom+ grew from 2 to 50 employees. This success wouldn’t be possible without dedicated and enthusiastic employees lead by leaders who inspire others to achieve more.

  • Defining, driving and monitoring organisation's performance

    EFQM
    15 July 2012

    pom+Consulting Ltd - Switzerland

    pom+Consulting Ltd provides consulting services pertaining to real estate management and organisational development to companies and the public sector in Switzerland. pom+ leaders have driven the company through three major strategic phases in 15 years, resulting in multiplying its turnover. Success of the organisation is based on the use of right tools for defining, driving and monitoring its performance.

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  • 24 October 2017

    Good Practice Visit to Enagas - ORGANISATIONAL RESILIENCE AS A KEY FACTOR

    In an environment where efficiency and agility are decisive factors for success, continuous adapt

  • 24 October 2017

    GOOD PRACTICE VISIT to Hospital Moncloa – IMPROVEMENT OF THE INTEGRATED INFORMATION SYSTEM

    Today, an efficient and future-proof Hospital Information System is a key component of a viable h

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