Knowledge Base

  • 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
    All
    All

    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
    All
    All

    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
    All
    All

    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
    All
    All

    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
    All
    All

    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
    All
    All

    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
    All
    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.

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