Knowledge Base

  • 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.

  • Project Management

    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. All consulting services of pom+, core business activities of the company, as well as internal measures are managed as projects. Project management skills along with innovation, knowledge and skills are key success factors for pom+ to deliver their services.

  • Grundfos Value Website

    EFQM
    15 July 2012

    Grundfos - Denmark

    Grundfos is the world’s leading manufacturer of pumps and pump solutions. The company is based in Denmark, but has global activities and employs more than 17,000 people. Grundfos believes that to reach its short and long term strategic goals it is essential that every person in the company has a shared sense of purpose and direction. They know that their 2025 dream can only be realised if Grundfos remains one united company with clear vision and common values.

  • Adding Value for Customers

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    Since 1985, agreed in the Technical Operations Management contract (TBV), VAMED-KMB is assigned the technical operations management of the General Hospital.  VAMED-KMB's strategic ambitions have a real focus on the customer, which is clearly embedded in the Vision and Mission Statement and the strategic objectives.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    The EFQM model was chosen as a management model because it appealed to VAMED-KMB for two reasons: on the one hand because it considers the balance between the stakeholders, on the other hand because of the Radar-logic which had already been part of the contract with the customer since 1991 and it is especially this Radar-logic that is necessary for the sustainability of services.

  • Nurturing Creativity and Innovation

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    The VAMED-KMB Management Board is personally involved and committed within technology and innovation management and has set up the Platform Technology for People together with the General Hospital's Technical Directorate to align common strategic ambitions, to generate new ideas  and to coordinate projects.

  • 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...

  • 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.

  • 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).

  • 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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