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How to implement TQM using Baldrige Criteria to achieve Business Excellence and stay ahead of competitions ? How do you measure TQM successes ?
Below are Baldrige Criteria for Business Excellence based on the 2001 Malcolm Baldrige National Quality Award - source : NIST
P1 - Preface : Organization Profile
The Organizational Profile is a snapshot of your organization, the key influences on how you operate, and the key challenges you face.
the numbers and types of your competitors. (2) What are the principal factors that determine your success relative to your competitors? Include any changes taking place that affect your competitive situation. b. Strategic Challenges What are your key strategic challenges? Include operational, human resource, business, and global challenges, as appropriate. c. Performance Improvement System How do you maintain an organizational focus on performance improvement? Include your approach to systematic evaluation and improvement of key processes and to fostering organizational learning and knowledge sharing.
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Include your key processes, measures, and targets for regulatory and legal requirements and for addressing risks associated with your products, services, and operations. (2) How do you anticipate public concerns with current and future products, services, and operations? How do you prepare for these concerns in a proactive manner? (3) How do you accomplish ethical business practices in all stakeholder transactions and interactions? b. Support of Key Communities How do your organization, your senior leaders, and your employees actively support and strengthen your key communities? Include how you identify key communities and determine areas of emphasis for organizational involvement and support.
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(1) How do you develop and deploy action plans to achieve your key strategic objectives? Include how you allocate resources to ensure accomplishment of your action plans. (2) What are your key short- and longer-term action plans? Include key changes, if any, in your products/services, your customers/markets, and how you operate. (3) What are your key human resource plans that derive from your short- and longer-term strategic objectives and action plans? (4) What are your key performance measures/indicators for tracking progress relative to your action plans? How do you ensure that your overall action plan measurement system achieves organizational alignment and covers all key deployment areas and stakeholders? b. Performance Projection What are your performance projections for your key measures/indicators for both your short- and longerterm planning time horizons? How does your projected performance compare with competitors performance, key benchmarks, goals, and past performance, as appropriate?
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Process Model:
Within your response, include answers to the following questions: a. Customer Relationships (1) How do you build relationships to acquire and satisfy customers and to increase repeat business and positive referrals? (2) How do you determine key customer contact requirements and how they vary for differing modes of access? How do you ensure that these contact requirements are deployed to all people involved in the response chain? Include a summary of your key access mechanisms for customers to seek information, conduct business, and make complaints. (3) What is your complaint management process? Include how you ensure that complaints are resolved effectively and promptly and that all complaints are aggregated and analyzed for use in improvement throughout your organization and by your partners, as appropriate. (4) How do you keep your approaches to building relationships and providing customer access current with business needs and directions? b. Customer Satisfaction Determination (1) How do you determine customer satisfaction and dissatisfaction and use this information for improvement? Include how you ensure that your measurements capture actionable information that predicts customers future business with you and/or potential for positive referral. Describe significant differences in determination methods for different customer groups. (2) How do you follow up with customers on products/services and transactions to receive prompt and actionable feedback? (3) How do you obtain and use information on your customers satisfaction relative to customers satisfaction with competitors and/or benchmarks, as appropriate? (4) How do you keep your approaches to determining satisfaction current with business needs and directions?
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review and your organizations strategic planning? (2) How do you communicate the results of organizational-level analysis to work group and/or functionallevel operations to enable effective support for decision making? (3) How do you align the results of organizational-level analysis with your key business results, strategic objectives, and action plans? How do these results provide the basis for projections of continuous and breakthrough improvements in performance?
recognition, and related reward/incentive practices reinforce these objectives? (4) How do you accomplish effective succession planning for senior leadership and throughout the organization? (5) How do you identify characteristics and skills needed by potential employees? How do you recruit, hire, and retain new employees? How do your work systems capitalize on the diverse ideas, cultures, and thinking of the communities with which you interact (your employee hiring and customer communities)?
(2) How do you determine key business process requirements, incorporating input from customers and suppliers/partners, as appropriate? What are the key requirements for these processes? (3) How do you design and perform these processes to meet all the key requirements? (4) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and customer and supplier feedback are used in managing your business processes, as appropriate. (5) How do you minimize overall costs associated with inspections, tests, and process/performance audits, as appropriate? (6) How do you improve your business processes to achieve better performance and to keep them current with business needs and directions? How are improvements shared with other organizational units and processes, as appropriate?
dissatisfaction, including comparisons with competitors levels of customer satisfaction? (2) What are your current levels and trends in key measures/indicators of customer-perceived value, customer retention, positive referral, and/or other aspects of building relationships with customers, as appropriate? b. Product and Service Results What are your current levels and trends in key measures/indicators of product and service performance that are important to your customers.
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Back to top Award Winner & Prize Winner in Adding Value for Customers and Succeeding through the Talent of People Prize Winner in Managing with Agility and Sustaining Outstanding Results Prize Winner in Leading with Vision, Inspiration and Integrity Prize Winner in Adding Value for Customers Prize Winner in Sustaining Outstanding Results Prize Winner in Harnessing Creativity and Innovation Prize Winner in Succeeding through the Talent of People Prize Winner in Adding Value for Customers Finalist Finalist Back to top Award Winner & Prize Winner in Leading with Vision, Inspiration & Integrity; and Succeeding through People Prize Winner in Taking Responsibility for a Sustainable Future Prize Winner in Nurturing Creativity and Innovation Prize Winner in Adding Value for Customers Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Managing by Processes Prize Winner in Managing by Processes Finalist sso. information_SKG
2013
Alpenresort Schwarz BMW Plant Regensburg Glasgow Housing Association Nilufer Municipality St Mary's College Northern Ireland Stavropol State Agrarian University VAMED-KMB Wakefield and District Housing GC Europe Sanitas Hospitales Austria Turkey United Kingdom Turkey United Kingdom Russia Austria United Kingdom Belgium Spain
2012
Robert Bosch GmbH Bamberg Plant Coca Cola ecek A Ankara Plant VAMED-KMB JSC "Medicina" Germany Turkey Austria Russia
pom+Consulting AG Switzerland Bosch Tecnologie Diesel e Sistemi Frenanti S.p.A. Italy BMW Plant Regensburg Germany B. Braun Avitum Hungary Hungary 11 | P a g e Business Excellence Models and A
Nilufer Municipality Hospital Galdakao-Usansolo Ospitalea (Osakidetza) Wakefield and District Housing's (WDH) Mutualia Town Hall Dzieroniw
Finalist Finalist Finalist Finalist Finalist Back to top Award Winner & Prize Winner in Adding Value for Customers; Leading with Vision, Inspiration & Integrity; Managing by Processes and Achieving Balanced Results Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Adding Value for Customers Prize Winner in Achieving Balanced Results Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Building Partnerships Prize Winner in Taking Responsibility for a Sustainable Future Prize Winner in Adding Value for Customers Prize Winner in Leading with Vision, Inspiration & Integrity and Managing by Processes Prize Winner in Adding Value for Customers Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Prize Winner in Succeeding through People Prize Winner in Leading with Vision, Inspiration & Integrity and Succeeding through People Prize Winner in Adding Value for Customers and Succeeding through People Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Nurturing Creativity & Innovation and Leading with Vision, Inspiration & Integrity Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose
2011
Bilim Pharmaceuticals Bosch Chassis Systems Control Coplaning S..r.l. Grundfos Pumpenfabrik GmbH Hopital Kirchberg - Psychatric Department Liverpool John Moores University RED Electrica de Espana Ricoh Deutschland Turkey Global Luxembourg Germany Luxembourg United Kingdom Spain Germany
Robert Bosch GmbH - Bamberg Plant Germany Siemens Healthcare UK United Kingdom Bosch Car Mutlimedia Portugal Portugal Club Excelencia en Gestion via Innovacion Spain Comarca Bilbao de Osakidetza Spain Limited Liability Company LUKOIL Permnefteorgsintez Russia REGTSA - Recaudacion y Gestion Tributaria de Salamanca Spain State Unitary Enterprise "Vodokanal of St. Petersburg" Russia Umicore Precious Metals Refining Belgium Worthington Cylinders GmbH Austria
2010
VAMED-KMB Bradstow School Olabide Ikastola Eskiehir Maternity and Child Illnesses Hospital Austria United Kingdom Spain Turkey
Stavropol State Agrarian University Pirktl Holiday GmbH & Co KG, Alpenresort Schwarz Dr. Germain Becker & Associs Siemens Congleton Worthington Cylinders Robert Bosch Fahrzeugelektrik Eisenach GmbH Domino-World Osakidetza - Comarca Gipuzkoa Ekialde Liverpool John Moores University
Russia Austria Luxembourg United Kingdom Austria Germany Germany Spain United Kingdom
2009
EDF DCECL EST NXP Sound Solutions Volkswagen Motor Polska Sp. z o.o. 12 | P a g e France Austria Poland
Robert Bosch S.A.S Bradstow School St.Colmans College EiTB pom+Consulting AG Bilim Ilac A.S. Umicore Precious Metals Refining Colegio Sagrado Corazn Carmelitas Hospital Kirchberg Liverpool John Moores University
France United Kingdom Northern Ireland Spain Switzerland Turkey Belgium Spain Luxembourg United Kingdom
Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose Prize Winner in Continuous Learning, Innovation & Improvement Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Partnerships Development and Management by Process and Facts Award winner & Prize Winner in Partnerships Development Award winner & Prize Winner in Continuous Learning, Innovation & Improvement Customer Focus Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Management by Process and Facts Award winner & Prize Winner in Customer Focus Award winner & Prize Winner in Partnerships Development Award winner & Prize Winner in Results Orientation Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in People Development & Involvement Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Leadership & Constancy of Purpose
2008
Bosch Sanayi ve Ticaret A.S. Bursagaz Turkey Turkey
Council for the Curriculum, Examination and Assessment United Kingdom Gaiker United Kingdom Eskisehir Maternity and Child Illnesses Turkey Bursa Municipality Turkey Stavropol State Agrarian University Russia Clinica Tambre Spain Kautex Textron GmbH & Co. Kg Germany Volkswagen Motor Polska Poland TRW Airbag System Germany
2007
Lauaxeta Ikastola Sociedad Cooperativa The Cedar Foundation Villa Massa S.r.l. Tobermore Concrete Products Ltd OBI Baumarkt Franken GmbH & Co. KG Markt Schwabach Novia Salcedo Foundation Trimo, Engineering and production of prefabricated buildings, d.d. Siemens Standard Drives Congleton TNT Express Greece Comarca Gipuzkoa Ekialde - Osakidetza Nashuatec / NRG Group Benelux NXP Semiconductors Austria GmbH Business Line Sound Solutions Regional Distribution Center of Philips Lighting Distribution Ricoh UK Products Ltd Siemens Medical Solutions SIEMENS, S.A. Volkswagen Motor Polska Sp. z o.o. Spain United Kingdom Italy United Kingdom Germany Spain Slovenia United Kingdom Greece Spain Belgium Austria France United Kingdom United Kingdom Spain Poland
2006
BMW Chassis and Driveline Systems Production 13 | P a g e Germany
Grundfos TNT Express GmbH - Germany St. Mary's Knorr Bremse AG General Motors Powertrain - Hungary Ltd (opel) T-Systems MMS Sociedad Cooperativa de Enseanza Colegio Vizcaya TNT Express Worldwide EESTI AS Villa Massa Autoliv Cancor Cepsa E.ON Tiszntli ramszolgltat Zrt. FIAT Auto Poland, Tychy plant Luka Koper NRG benelux Post Denmark Stora Enso Packaging Boards, Fors Mill TNT Europe TNT Express Greece Lauaxeta Ikastola Agria Fonderie Montello Gaiker centro techn Govan Initiative Limited Nyirtavho Philips Lighting Terneuzen
Denmark Germany United Kingdom Germany Hungary Germany Spain Estonia Italy Turkey Spain Hungary Poland Slovenia The Netherlands Denmark Sweden United Kingdom Greece Spain Sweden Italy Spain United Kingdom Hungary The Netherlands
Award winner & Prize Winner in People Development & Involvement and Corporate Social Responsibility Award winner & Prize Winner in Customer Focus Award winner & Prize Winner in Partnerships Development Prize Winner in Results Orientation Prize Winner in Management by Process and Facts Prize Winner in People Development & Involvement Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in Customer Focus Prize Winner in Customer Focus Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Results Orientation Award winner & Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in Results Orientation Prize Winner in Results Orientation Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Prize Winner in Management by Process and Facts Prize Winner in Leadership & Constancy of Purpose Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in People
2005
FirstPlus Financial Group Plc TNT Express Information and Communication Services BMW Chassis and Driveline Systems Production Knorr-Bremse Systems for Commercial Vehicles Knorr-Bremse Systems for Rail Vehicles T-Systems Multimedia Solutions Siemens Automation & Drives Euskalit Fundacion Novia Salcedo Hospital de Zummarraga Fonderia del Montello Chambre de Commerce et d'Industrie Nice Cte d'Azur Clinica Tambre Villa Massa NRG Direct TNT Estonia United Kingdom United Kingdom Germany Germany Germany Germany United Kingdom Spain Spain Spain Italy France Spain Spain The Netherlands Estonia Turkey
2004
Kocaeli Chamber of Industry 14 | P a g e
YELL Siemens AG Power Transmission and Distribution TNT Post Group Information Systems T-Systems Nova GmbH Colegio Ursulinas - Vitoria Fonderie des Montello S.p.A. Hunziker and Co
Development & Involvement Award winner & Prize Winner in Leadership & Constancy of Purpose and People Development & Involvement Prize Winner in Results Orientation Prize Winner in People Development & Involvement Prize Winner in Customer Focus and People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in People Development & Involvement Prize Winner in Results Orientation Prize Winner in People Development & Involvement and Corporate Social Responsibility Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Leadership & Constancy of Purpose Award winner & Prize Winner in Leadership & Constancy of Purpose Award winner & Prize Winner in Results Orientation Award winner & Prize Winner in People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Results Orientation Prize Winner in Leadership & Constancy of Purpose Prize Winner in CSR Prize Winner in People Development & Involvement Prize Winner in Customer Focus Prize Winner in CSR Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner Prize Winner
Schindlerhof Klaus Kobjoll GmbH Germany EMAR Satis Sonrasi Musteri Hismetleri A.S. Turkey SKF Trk Sanayi ve Ticaret Ltd.STI Knorr-Bremse Systems for Commercial Vehicle Solvay Pharma TNT Express T-Systems Multimedia Solutions GmbH Lauaxeta Ikastola Sociedad Cooperativa Turkey Germany Spain Netherlands/UK Germany Spain
2003
Bosch Sanayi ve Ticaret AS Runshaw College Maxi Coco-Mat SA Edinburgh International Conference Centre Siemens Nederland NV Kocaeli Chamber of Industry Grundfos A/S Solvay Martorell Site TNT Post Group Information Systems Hunziker and Co Microdeco Robur S.p.A. Schindlerhof Klaus Kobjoll GmbH Fagor Electrodomesticos Medicor TNT Express Begonaspi Ikastola Fundacion Novia Salcedo Kossuth Lajos Secondary Grammar School Turkey United Kingdom Greece United Kingdom The Netherlands Turkey Denmark Spain United Kingdom Switzerland Spain Italy Germany Spain Hungary The Netherlands Spain Spain Hungary United Kingdom France Turkey Denmark Spain
2002
Springfarm Architectural Mouldings Ltd Dexia Sofaxis Bosch Sanayi ve Ticaret AS Customs and Tax Region Aarhus ASLE, Workers Incorporated Companies Association 15 | P a g e
Maxi Coco-Mat SA Banc International d'Andorra - Banca Mora Opel hungary Powertrain Ltd Schindler SA Siemens Nederland N.V. Siemens AG PTD PA Renault Engine Plant Delifruits SA MDG Metanifera di Gavirate SpA EMAr After Sales Services Inc. Norbolsa S.V.B. SA
Greece Spain Hungary Spain The Netherlands Germany France France Italy Turkey Spain United Kingdom Switzerland Portugal Hungary Greece Greece Germany Germany Hungary United Kingdom Switzerland Germany The Netherlands Denmark Germany United Kingdom Hungary France United Kingdom Switzerland United Kingdom
Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top
2001
St Mary's College Northern Ireland Zahnarztpraxis DHL Portugal Westel Mobile Communications Siemens Tele Industry SA Maxi Coco-Mat SA QMS AG Quality Management Services AG Infineon Technologies Opel Hungary Powertrain Ltd Oracle Support Services EMEA Schurter AG Electronic Components SEB AG Siemens Nederland Grundfos A/S Siemens AG A&D AS EWK Electronic Works Karlsruhe City Technology College, Kinghurst Columbian Tiszai Carbon Ltd Dexia Sofaxis Edinburgh International Conference Centre Ltd Hunziker & Co Sandora
2000
Nokia Mobile Phones, Europe and Africa Finland Inland Revenue, Accounts Office Cumbernauld United Kingdom Burton-Apta Refractory Manufacturing Ltd Hungary Arelik AS Turkey Eczacibasi Vitra Turkey Irizar Spain Arbejdsformidlingen - Ringkoebing AMT Denmark Foxdenton School and Integrated Nursery United Kingdom Water Team Italy Zahnarztpraxis Switzerland Avaya Ireland Ireland BfG Bank Germany Infineon Technologies Germany Opel Hungary Manufacturing Ltd. Hungary Oracle Support Services, EMEA United Kingdom Westel Mobile Telecommunications Hungary Marmara University - Faculty of Engineering Turkey Told Skat (Customs and Tax) Region Aarhus Denmark Brovary Road Building Department - 50 United Kingdom Maxi SA - Coco Mat Greece Columbian Tiszai Carbon Ltd Hungary Dexia Sofaxis France Edinburgh International Conference Centre Ltd United Kingdom
1999
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Yellow Pages Volvo Cars Gent DiEU Servitique Network Services BT Communications Northern Ireland Elais Sollac Banca International d'Andorra I Banca Mora Burton-Apta Refractory Manufacturing Ltd Alstom Transporte SA - Systems Maintenance BT Payphones Eczacibasi Yapi Gerecleri San. Ve Tic. A.S. Honeywell Europe Irizar S. COOP. Joh. Vaillant GmbH u. Co. Siemens AG Power Generation Group Siemens Semiconductors - Infineon TEE - Trk Elektrik Endstrisi A.S. Renault Motores Brovary Road Building Department - 50 Govan Initiative Ltd Meierhofer Ltd Mod-Lang S.L. Water Team SRL Bekaert-Stanwick Edinburgh International Conference Centre Ltd Ganz-David Brown Transmissions Kft
United Kingdom Belgium Denmark France United Kingdom Greece France Spain Hungary Spain United Kingdom Turkey Belgium Spain Germany Germany Germany Turkey Spain United Kingdom United Kingdom Switzerland Spain Italy Belgium United Kingdom Hungary United Kingdom Germany Turkey United Kingdom Turkey France United Kingdom Spain United Kingdom Denmark Turkey Spain Germany Italy Spain Slovenia Belgium Hungary France France Italy Turkey United Kingdom Turkey United Kingdom Spain United Kingdom France Switzerland
Award Winner Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist
1998
TNT Express United Kingdom Ltd Landhotel Schindlerhof Beko Ticaret BT Communication Northern Ireland NETAS - Northern Electric Telekomunikasyon AS Sollac Yellow Pages AVE (RENFE Division) Inland Revenue Cumbernauld DiEU Arelik AS GEC Alstom Espaa Siemens Power Generation Telecom Italia PCTB/MI Funderia Condals SA Hermes Softlab d.o.o. Bekaert Stanwick Burton-Apta Daramic SA Vallourec Composants Automobiles
1997
SGS Thomson Microelectronics Beksa British Telecom NETAS - Northern Electric Telekomunikasyon AS TNT Express United Kingdom Ltd Gasnala National Westminster Life Assurance Ltd Sollac ABB Semiconductors 17 | P a g e
D.D. Williamson
Ireland Turkey United Kingdom Turkey United Kingdom Greece United Kingdom United Kingdom France United Kingdom Austria United Kingdom Turkey United Kingdom Sweden EMEA France United Kingdom Belgium United Kingdom Italy United Kingdom United Kingdom United Kingdom Spain Belgium
Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Back to top Award Winner Prize Winner Finalist Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Finalist Finalist Back to top Award Winner Prize Winner Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner
1996
BRISA British Telecom NETAS - Northern Electric Telekomunikasyon AS TNT Express United Kingdom Ltd Elais SA (Unilever Group) National Westminster Life Assurance Ltd Ulster Carpet Mills Ltd
1995
Texas Instruments Europe TNT Express United Kingdom Ltd Alcatel Austria BT Operator Services Directorate NETAS - Northern Electric Telekomnikasyon AS
1994
D2D (Design to Distribution) Ltd Ericsson SA IBM (SEMEA) SCEMM Texas Instruments Europe
1993
Milliken European Division ICL Manufacturing Division Cablelettra SpA Varian-Tem Ltd
1992
Rank Xerox BOC Limited, Special Gases Industrial del Unbierna SA - UBISA Milliken European Division
Organisations frequently focus only on the things they need to improve and don't recognise their strengths. Identifying what you are doing well is equally important, not only so you keep doing them but also so you can understand how these strengths can help address the improvement areas identified. There a 2 ways to complete this assessment; internally (self-assessment) or externally (external assessment). Both are designed to help organisations identify their current strength and pin-point the areas where they need to improve their performance. The basic Assessment cycle is the same, regardless of which tool is being used. In most cases, this is an annual cycle, although it is more important to synchronise the assessment cycle with the planning cycle. 18 | P a g e Business Excellence Models and Asso. information_SKG
The 7 steps are: 1. 2. 3. 4. 5. 6. 7. Engage the Management Team Plan the Assessment Train the participants Conduct the Assessment Agree priorities Develop Action Plans Monitor Progress
EFQM provides several different training courses and tools to support organisations conducting self-assessment, ranging from simple questionnaires to simulating an Award Assessment. EFQM also trains assessors from our members, giving a pool of assessors who conduct the "peer to peer" external assessments. The teams are drawn from a variety of countries, cultures and backgrounds to maximise the learning opportunities for all.
and backgrounds to maximise the learning and insights gained. The size of the Assessor Team varies depending on the size, scope and complexity of the applicant. APPLYING FOR THE EFQM EXCELLENCE AWARD The Award process follows an annual cycle. In January, the applicants must provide a written submission explaining their organisation. The Assessor Teams meet in Brussels in March or April to review the information provided and meet representatives from the applicant to ensure they have understood the scope and operating environment. Each team will then spend a week on-site with the applicant in June to complete the assessment. The EFQM Jury, an independent body comprising of senior managers from leading organisations, meets in July to review all the applications and agree the level of recognition to be awarded. The Awards are then presented at the EFQM Forum in October. ORGANISATIONAL LEARNING & DEVELOPMENT Organisational learning happens throughout the process: Preparing the EFQM Management Document, which forms the written submission, brings people from across the organisation and the output provides a unique insight into the organisation. During the site visit, everyone involved in the interviews will be asked questions that make them think about what they do and why they do it from a new perspective. At the closing meeting the Assessors will provide the key learnings and conclusions. Finally, after the Jury Meeting, the applicants receive the full feedback report, highlighting the strengths and opportunities to improve the Assessors have observed. For more information, please contact us at info@efqm.org.
Self-assessment using the business excellence model: A study of practice and process
L Ritchie, B.G Dale
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Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach: a case study in the service sector
https://noppa.aalto.fi/noppa/kurssi/35e00500/materiaali/35E00500_efqm_eqa_sme_applicants.pdf
http://www.hkma.org.hk/qa/a ward.htm
The search for QUALITY has become the single most important force leading to organizational success and growth in both national and international markets in the new millennium. The organizations which will succeed are those that can maintain a dedicatio Quality in each and every organizational function.
The Quality Award was first launched in 1991 by The Hong Kong Management Associatio With this annual Award, the Association seeks not just to reward, but also bring public recognition to those organizations that have achieved outstanding standards of quality an made a lasting commitment to the process of quality management. MALCOLM BALDRIGE NATIONAL QUALITY AWARD
The Malcolm Baldrige National Quality Award, named after the late Secretary of Commer of the United States, was created by the US Congress in 1987. It is the highest level of national recognition for quality performance and practices that a US organization can receive. It is intended to spark interest and involvement in quality programmes, drive American products and services to higher levels of quality, and better equip organizations to meet th challenges of global competition. DEMING PRIZE
The Deming Prize was instituted in Japan in 1951 by a formal resolution of the JUSE (Un of Japanese Scientists and Engineers) Board of Directors in grateful recognition of Dr W Edward Deming's friendship and his achievements in promoting industrial quality control.
It has become customary in Japan for corporations intending to improve their performanc products or services to vie for the Deming Prize, not only for the prestige that goes with th 21 | P a g e Business Excellence Models and Asso. information_SKG
honour but also to benefit from internal improvements that result from the implementation total or company-wide quality control (TQC or CWQC) that is needed in order to qualify fo the award. EUROPEAN QUALITY AWARD
The European Quality Award was first presented in Europe in 1992 to honour the most successful exponent of Total Quality Management (TQM). To receive the Award, an appli must demonstrate that its approach to TQM has contributed significantly over the past few years to satisfying the expectations of customers, employees and others with an interest the company.
The purpose of the award is not just to reward commitment in an age of change, but also bring public recognition to those organizations that have achieved outstanding standards quality management.
The Award Presentation Ceremony provides public recognition that the winners of the Award embody a strong commitment in their implementation of quality, continuous improvement, and customer satisfaction. Winners serve as role models for others in the quest for excellence and may make appropriate reference to their attainment of the awa in their marketing effort. Winning the award further increases the morale of the organiza and brings prestige to the organization in the community at large. 2.FEEDBACK REPORT
This Award provides applicants with a golden opportunity to obtain consultation and adv from the most experienced and respected quality experts in Hong Kong. Shortlisted applicants will receive a detailed feedback report which provides a non-prescriptive description of strengths and areas for improvement based on the criteria. Valuable information is provided to help identify and implement improvements and lead to substa performance improvements. 3.INTERNAL ANALYSIS
The process of developing an application for the Award yields a number of positive ben to the applicant. The data gathering and analysis needed to write the Final Written Submission help the applicant identify for itself where its strengths and areas for improvement are. The internal analysis and external feedback can be used together for strategic planning with a focus on process improvement for delivering customer value, improvement of asset utilization and greater productivity.
All information and documents supplied by Award entrants including entrant identities commentaries developed during the review of entries are kept confidential and will be used only for the judging of the Award. All Judges and Examiners are required to declare in advance to the Award Secretariat any cases or situations which may create any apparent or potential conflict of interest. The Judge or Examiner in question would be barred from reviewing the entries concer or handling in any manner the materials submitted by the award entrant involved.
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Publishing models and article dates explained Published online: 25 Aug 2010 Article Views: 130
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Publishing models and article dates explained Published online: 25 Aug 2010 Article Views: 191
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Fornell (1992, Journal of Marketing , 56, pp. 6-21) has developed a method of measuring customer satisfaction by using structural equation modelling. He introduces structural models that represent a conceptual network of processes that are aimed at satisfying the customer. Themodel output is in the form of index measure of customer satisfaction and components of the customer satisfaction process. More recently, Kanji (1998, Total Quality Management , 7, pp. 633-643) has developed the Business Excellence model using customer satisfaction as a critical success factor for the organization. Here, the model measures 14 interrelated latent variables that are based on the modified pyramid model of Kanji and Asher (Kanji, 1996). The model is based on well-established theories and approaches on business excellence criteria and draws on various currently used quality principles including customer satisfaction. In this paper, the authors have used a condensed version of Kanji's generic Business Excellence model to measure organization with the help of 10 interrelated latent variables. A typical example of the BusinessExcellence Index (BEI) for a group of companies is given using the present method. The authors believe that the BEI methodology given in this paper will help the organization to measure and compare different areas of its business both directly and over time. A high score of BEI achieved by this method will encourage the organization to apply for the Quality Award.
Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model
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