Knowledge Base

  • Understanding an organisation's stakeholders

    EFQM
    1 January 2013
    All
    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
    All
    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.

  • Corporate Responsible Behaviour

    EFQM
    15 July 2012

    Alcan Iceland Ltd

    Alcan Iceland Ltd. (ISAL) is an aluminium producer and one of the largest companies in Iceland. Company's main goals are to increase production and productivity by investing in equipment and people. ISAL is convinced that the focus on health, safety and environment is a prerequisite for excellent performance.

  • Leading with Vision

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    BMW Plant Regensburg is driven by an inspirational leadership team which is leading the plant towards a clear vision: helps driving changes in performance as well as managing the global economic impact.

  • Sharing Knowledge in the Organisation

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    With its focus on business excellence, BMW Regensburg has created a comprehensive excellence approach comprising both process and product excellence. The company is striving for leadership with regard to quality, time and costs for the benefit of the customers.

  • 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.

  • 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.

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