Quick Check 2010 User Guide v0.2

Quick
Check
User Guide – EFQM Model 2010 Version

EFQM Shares what works
For the past twenty years we have shared what works between our member organisations as a
way to help them implement their strategies: a mission which is as important as ever.

Through our network of members comprising private and public organisations of every size and
sector, many active around the world, EFQM applies its know‐how and extracts outstanding
approaches by engaging with executives and front‐line managers.

Ricoh / EFQM Pact Project
In 2007, the EFQM Board of Governors developed the concept of PACT Membership. Leading
companies were invited to establish “Pact Projects”, forming a partnership to use their collective
knowledge, skills and experience to generate new and innovative products and services that would
benefit all EFQM Members. This Business Excellence Matrix tool has been developed as part of
the Ricoh / EFQM Pact Project.

We have been working closely with the EFQM Members to identify specific areas of interest and
best practice to improve the knowledge sharing between member organisations. As with most
“knowledge management systems”, there isn’t a single solution. We will be developing different
methods of sharing the knowledge and experience of members; giving real examples from real
organisations.

The output of this project will be a series of benchmarking reports, case studies and best practices
that will be made available to the membership in a variety of formats.

Through these, as well as through our other products and services, EFQM aim to "Share What
Works".

About this document
This document has been written to explain how to use the Quick Check Excel based tool. The tool
has been designed as a simple self‐assessment tool that can support an organisation on their
“Journey towards Excellence”.

The tool is designed to give a quick overview of your organisation’s current capabilities against the
EFQM Fundamental Concepts of Excellence, so is not as comprehensive as a full EFQM assessment.

If you have any comments on how this document or the self‐assessment tool can be improved,
please email matt.fisher@ricoh‐europe.com.

Author: Matt Fisher, Ricoh Europe
Published: 08/04/2010
Version: 0.2
Contents Page

Introduction ......................................................................................................................................... 3
EFQM Excellence Model 2010 ......................................................................................................... 4
Quick Check Assessment ...................................................................................................................... 5
Workshop Approach ........................................................................................................................ 5
Instructions for Completing the Quick Check Assessment .............................................................. 5
Assessment Criteria.......................................................................................................................... 6
Rating the Maturity of the Approaches ........................................................................................... 8
Rating the Impact on Strategy ......................................................................................................... 8
Agreeing Improvement Owners ....................................................................................................... 9
Implementing Improvements .............................................................................................................. 9
Next Steps .......................................................................................................................................... 10
Using the Business Excellence Matrix Self‐Assessment Tool ......................................................... 10
Gaining External Recognition from EFQM ..................................................................................... 11
EFQM Training ................................................................................................................................ 11
Further information and feedback .................................................................................................... 12
Improving this guide ...................................................................................................................... 12
Get involved ................................................................................................................................... 12
Quick Check
Introduction

The Quick Check is derived from the EFQM Excellence Model 2010. It has been designed to give a
quick overview of your organisation’s current capabilities against the EFQM Fundamental
Concepts of Excellence.

Excellent organisations will:
Have leaders who define a clear vision and mission for their organisation, uniting and inspiring
their people around a common purpose and set of values.
Set clear strategic objectives, based on the needs and expectations of their stakeholders, and
use a balanced set of results to review and improve their performance.
Understand that adding value for customers is their primary reason for being.
Systematically define, manage and improve the key processes required to achieve their
strategic objectives.
Value their people and strive to balance the achievement of personal and organisational goals.
Harness the creativity of their stakeholders to systematically drive innovation and
improvement.
Seek, develop and maintain relationships with partners to ensure ongoing mutual success.
Embed within their culture an ethical mindset that enables them to strive for economic, social
and ecological sustainability.

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.

It is designed as a “first step” on your journey to excellence and the exercise can be completed,
with an agreed action plan aligned to your strategy, in a 2 hour workshop. This simple assessment
can also form the basis for a “Committed to Excellence” submission.

Matt Fisher
CSR Division, Ricoh Europe

3
User Guide
EFQM Excellence Model 2010
The EFQM Excellence Model was developed in 1990 to provide a framework for organisations to
determine the effectiveness of their strategy development and implementation. It is not a “check
list”. It is non‐prescriptive and can be applied by any organisation, regardless of size or sector.

The Model has been reviewed a number of times over the past years, incorporating new ideas and
thinking, legislative and regulatory requirements and adapting to the changing global economic,
societal and political environment. The latest version is the 2010 Model.

The EFQM Excellence Model 2010 is made up of 3 parts;
The Fundamental Concepts of Excellence
There are 8 concepts of excellence which underpin the Model and are the “red threads”
that run through the 9 Box Model. These are used to provide a holistic overview.
The 9 Box Model
This is the most recognised part of the EFQM Model. There are 32 criterion parts grouped
under 9 criteria, each represented as one of the 9 boxes. These are used to understand the
details within the organisation.
RADAR
The RADAR is the tool used to assess and score during the assessment process. It is based
on a cycle of continuous learning and improvement.

The Quick Check criteria are based on the Fundamental Concepts of Excellence. The fundamental
concepts are the “Red Threads” that underpin the EFQM Excellence Model.

4
Quick Check
Quick Check Assessment
The Quick Check 2010 is an MS Excel based tool. It is designed to be completed in a workshop
with senior management and requires limited knowledge of the EFQM Excellence Model. There is
no scoring, so knowledge of the RADAR scoring is not required. It is designed to help
organisations taking their first step in applying the EFQM Excellence Model, using a simple
assessment to determine your current capabilities and prioritise the opportunities for
improvement identified.
Workshop Approach
The most effective method for completing the Quick Check assessment is with a group of senior
managers with a range of responsibilities in a workshop. This group should be able to:
Summarise the approaches currently in place, aligned to the Fundamental Concepts of
Excellence
Determine the current maturity level of the approach and the impact this approach has on
your ability to achieve your strategic objectives
Take ownership of any relevant improvement actions identified

The workshop can be completed in 2 hours, based on:
5 minutes summarising and rating each approach
20 minutes prioritising the improvements identified and agreeing the improvement owners for
the Top 3.

Instructions for Completing the Quick Check Assessment
Complete the "Input Sheet" first, which lists the common approaches used to implement the
EFQM Excellence Model
For each approach listed, briefly describe what you do in your organisation.
Based on your understanding, indicate the "Current Status" of this approach by selecting from
the drop down menu.
Rate the "Strategic Importance" based on how important you think this approach will be in
achieving your strategic objectives.
Based on the "Current Status" and "Strategic Importance", the "Quick Check" will calculate a
rating. Higher numbers indicate improvement priorities. For example, if you have "Nothing in
place" and the approach is considered "Critical" to achieving your strategic objectives, it will
get a rating of 10. This should then be an improvement priority. If it is not, revisit the
weighting.
For all approaches, you can note the improvement action you feel is required.
Sort the approaches based on the "Rating" from high to low. The highest should be your
priorities.
Select the improvement priorities and "copy & paste" them into the "Improvement plan" sheet.
Allocating an owner who is responsible for implementing the improvement action

5
User Guide
Assessment Criteria
The assessment criteria are grouped by Fundamental Concept. The approach title is a generic title
so you understand what is required. If the approach you use in your organisation has a specific
title, you can change the title in the box; for example, if you use a “Balanced Scorecard”, you can
change the title of the approach in row 3 to “Balanced Scorecard”. If you call the top level
management report the “KPI Monitor”, change it to this.

The guidance text is there to give you a further understanding of the type and scope of the
approach. The description you add should be summary of the approach used, where it is
implemented and how it works. 1 or 2 short sentences are sufficient. For example, if you’re
describing a “Balanced Scorecard” approach, you might say:
“We implemented the Balanced Scorecard 3 years ago. Performance is reviewed monthly at the
Board Meeting and the measures included are reviewed and updated in line with our 3 year
strategic plan.”

There is a column after the rating for each approach to note any improvement opportunities
suggested during the discussions.

No Fundamental Concept Approach Guidance
The approach you use for prioritising and planning
Achieving Balanced Business Planning
1 your future activities, in line with your stakeholder
Results Process
needs and expectations.
The approach you use for setting performance targets
Achieving Balanced for your key performance indicators, both financial
2 Target Setting Process
Results and non‐financial, in line with stakeholder
expectations.
The approach you use to develop the framework of
Balanced Scorecard or
Achieving Balanced measures you use to track performance against
3 Top Level Management
Results strategic objectives, usually for review by the
Report
Management Team.
The approach you have developed for understanding
Adding Value to Customer Relationship
4 and meeting the needs and expectations of your
Customers Management
customers.
Adding Value to Complaints The approach you use for ensure customer complaints
5
Customers Management Process are captured and resolved effectively and efficiently.
The approach you have for collecting structured
Adding Value to
6 Customer Survey customer perception data to enable the review of
Customers
"customer relationship management".
Leading with Vision, Clear Vision, Mission & The approach you have for defining and refining the
7
Inspiration and Integrity Values statements organisation's Vision, Mission and Values.
The approach you use to regularly review performance
Leading with Vision, KPI Report & Review against your key objectives and agree appropriate
8
Inspiration and Integrity Meeting improvement actions and tactical responses to
performance levels achieved.
The approach you use for defining and documenting
Process Framework
9 Management by Process the framework of key processes required to effectively
Defined & Mapped
implement your strategy.
Process Ownership The approach you use for defining ownership and
10 Management by Proces
Defined responsibility for managing your key processes.
6
Quick Check
No Fundamental Concept Approach Guidance

The approach used for identifying, prioritising and
Process Improvement implementing process improvements, including
11 Management by Process
Methodology ensuring they have had the desired impact on
improving the effectiveness and efficiency.
The approach you use for setting individual or team
Succeeding Through Employee Appraisal
12 objectives and reviewing and improving personal
People Process
performance.
The approach you have for collecting structured
Succeeding Through
13 Employee Survey people perception data to enable the review of HR
People
policies and processes.
The approach you have for comparing the
Nurturing Creativity and
14 Benchmarking Strategy effectiveness and efficiency of your key processes and
Innovation
approaches against suitable external benchmarks.
The approach you use for ensuring people, both within
and outside your organisation, have access to
Nurturing Creativity and Knowledge
15 accurate, reliable and timely information that will
Innovation Management Strategy
enable the effective execution of your key processes
and the achievement of your strategic objectives.
The approach you use for understanding changes and
Nurturing Creativity and Market Research &
16 performance levels within the external environment
Innovation Analysis
your organisation operates in.
The approach you use to effectively and efficiently
Standard Procurement acquire the external products and services your
17 Developing Partnerships
Policies organisation requires to deliver your strategic and
operational objectives.
The approach you use for identifying, forming and
Partnership Policy & developing relationships with external partners whose
18 Developing Partnerships
Guidelines core products and services compliment those of your
organisation.
The approach you have to determining, managing and
Taking Responsibility for Environmental
19 minimising the impact of your operations on the
a Sustainable Future Management Policy
environment.
The approach you have adopted to understanding and
Taking Responsibility for
20 CSR Policy maximising your contribution to society, whether
a Sustainable Future
locally or globally.
7
User Guide
Rating the Maturity of the Approaches
A simple rating scale is used to indicate the maturity of the approach you have in place. When
considering the maturity, you should also consider the scope of its deployment. Is it implemented
in all appropriate areas of the organisation? Does it cover all the relevant aspects of the guidance
point?

Rating Text Rating Score Description
There is no structured approach in place across
Nothing in place 5
all appropriate areas of the organisation.
You are in the process of developing an
Developing Approach 4 approach that will address this criteria but it is
not yet implemented.
You are in the process of systematically
Deploying Approach 3 deploying the approach in all relevant areas of
your organisation.
The approach is implemented and you are
Reviewing effectiveness of Approach 2 currently reviewing how effective and efficient
it is in delivering the results you expect.
You have a mature approach in place that you
have reviewed and have evidence to show it is
Mature Approach in place 1
effective and efficient in delivering the results
you expect.

Rating the Impact on Strategy
A simple rating scale is used to indicate the maturity of the approach you have in place. When
considering the maturity, you should also consider the scope of its deployment. Is it implemented
in all appropriate areas of the organisation? Does it cover all the relevant aspects of the guidance
point?

Rating Text Rating Score Description
You do not feel developing an approach in this
Very Low 1 areas will help your organisation achieve the
strategic objectives.
There will be some benefits but the impact on
Low 2
strategy is limited or not clear.
There will be some impact on specific
Medium 3 strategies but the organisation can survive
without this approach.
If an effective and efficient approach is not in
place, there is a high probability the
High 4
organisation will not achieve the strategic
objectives.
An effective and efficient approach is
Critical 5 considered critical to the ongoing success of
the organisation.

8
Quick Check
Agreeing Improvement Owners
The final step of the workshop is to agree the improvement action owners. For each of the
approaches, an Overall Rating is calculated by adding the “Maturity” and “Impact on Strategy”
ratings you have given. By sorting the assessment based on the Overall Rating, you should be able
to identify the improvement priorities.
Implementing Improvements
After the assessment, the agreed improvement owners will need to establish improvement teams
to implement the appropriate improvements.

There are 3 improvement templates included in the tool, although you can add more if you decide
to focus on more than 3 areas. The template is based on the DMAIC Improvement Methodology.
DMAIC stands for:
Define the Improvement Objective
Measure the Current Situation & Performance
Analyse the current situation and available data to identify the root cause
Implement the agreed improvement plan
Check the Improvement Objective has been achieved

Improvement Title
Improvement Owner
Improvement Team
Improvement Step Summary Status Date Due Date Complete

Define the Improvement
Not started
Objective
Measure the Current Situation &
Not started
Performance
Analyse the Current Situation to
Not started
Identify the Root Cause
Implement the Agreed
Not started
Improvement Plan
Check the Improvement
Not started
Objective has been achieved
DMAIC Based Improvement Template

9
User Guide
Next Steps
Once you have completed the agree improvement actions, you will be ready for the next step on
your journey to excellence. This could be completing a more comprehensive self‐assessment or
applying for external recognition from EFQM through the Levels of Excellence program.
Using the Business Excellence Matrix Self‐Assessment Tool
The Business Excellence Matrix (BEM) has been specifically designed as the “next step” following
the Quick Check. The data collected can be re‐used in this tool, meaning you don’t have to start
again with a blank sheet. The table below shows how the data from the Quick Check transfers to
the BEM:

No Approach BEM Step Comment
1 Business Planning Process 2.5
2 Target Setting Process 2.7
Balanced Scorecard or Top Assuming this describes the development, NOT how it
3 2.9
Level Management Report is used to monitor progress
Customer Relationship Could also cover aspects of 1.5 and 4.1 (if partners and
4 5.3
Management suppliers have “account managers”)
Complaints Management
5 5.9 Plus will feed into the Customer Results
Process
6 Customer Survey 5.9 Plus will feed into the Customer Results
Clear Vision, Mission &
7 1.1
Values statements
KPI Report & Review If Balanced Scorecard is used, this would be the
8 1.3
Meeting process for review progress against defined KPIs
Process Framework Defined
9 5.1 Partially covers this criterion
& Mapped
10 Process Ownership Defined 5.1 Partially covers this criterion
Looking at this from people involvement aspect,
Process Improvement
11 3.6 although could fit in 5.2 depending on approach
Methodology
adopted.
12 Employee Appraisal Process 3.4
13 Employee Survey 3.2 Plus will feed into People Results
14 Benchmarking Strategy 2.4
Knowledge Management
15 4.10
Strategy
16 Market Research & Analysis 2.1 or 2.2 Depending on approach taken
Standard Procurement Focus on supplier selection and differentiating
17 4.1
Policies between partners & suppliers
Partnership Policy &
18 4.1
Guidelines
Environmental Could also impact 5.10, depending on what you’re
19 4.6
Management Policy doing.
Assuming policy includes definition of key stakeholders
20 CSR Policy 1.6
and required reporting
10
Quick Check
Gaining External Recognition from EFQM
The EFQM “Levels of Excellence” scheme are designed to recognise where an organisation is on
their “Journey to Excellence”, starting with “Committed to Excellence” and ending with the “EFQM
Excellence Award”. The BEM is designed to support organisation from their first self‐assessment
through “Committed to Excellence” and “Recognised for Excellence” and provides a solid platform
for an application to the EFQM Excellence Awards.

An enabler map produced from the BEM, with a supporting organisational overview and result,
can be used as a submission document for both “Committed to Excellence” and “Recognised for
Excellence”. This means you can use the same tool for self‐assessment and external recognition
through these levels, avoiding duplication and simplifying the process.

After all, the focus should be on making your organisation better, not documenting what you’ve
done.
EFQM Training
EFQM offer training for Business Excellence and Managers to provide the knowledge and skills
required to effectively implement the EFQM Excellence Model in their organisation.

To support your journey to excellence, you may be interested in the following courses:
EFQM Leaders for Excellence
“Leaders for Excellence” is designed for managers who want to understand and apply the EFQM
Excellence Model within their working environment. Using real application documents, from
either the public or private sector, and simple, effective tools, participants will learn how to
identify areas for improvement and adopt a structured approach to effectively address them.
EFQM Assessor Training
Being an assessor is not merely a ’technical’ exercise but is a demanding task requiring a balance
of excellent interpersonal and analytical skills coupled with an understanding of the realities of
operating environment. During the course you will be assessed based on your team work
contributions, your information assimilations, your feedback and written exercises. Passing
formally qualifies you as an international EFQM Excellence Assessor.
For more information on EFQM Training courses, please visit our website, www.efqm.org, or
contact gianluca.mule@efqm.org.

11
User Guide
Further information and feedback
For more information on the EFQM Excellence Model 2010, you can:
Visit our website www.efqm.org for regularly updated information and a list of frequently
asked questions (FAQ List);
Attend one of the EFQM Training Courses to learn how to assess using the Model or practically
apply the concepts of excellence within your organisation;
Contact your EFQM Account Manager for further information on self‐assessment tools, case
studies and other opportunities to get involved.
Improving this guide
This document is designed to evolve with feedback from our Members, Assessors and other
stakeholders, based on their practical experiences of applying the EFQM Excellence Model 2010.

After reading this guide, if you are eager to contribute your ideas on how we can improve this
document, you can do so by writing to EFQM, at info@efqm.org.
Get involved
The EFQM is a Membership organisation. We rely on input, ideas and suggestions from you to
create a vibrant community.

Through EFQM, there are numerous opportunities for you to engage in interactive discussions or
activities on this or other topics. For more information, please contact us at info@efqm.org.
12

EFQM
Avenue des Olympiades 2
1140 Brussels, Belgium
Tel: +32 2 775 35 11
Fax: +32 2 775 35 96
info@efqm.org
www.efqm.org

© EFQM 2010
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any
means (be this electronically, mechanically, through photocopy, or recording or otherwise) without either the prior
written permission of, or a licence permitting restricted copying, and use for a third party, from the publisher.

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Improvement Step Summary Status Date Due Date Complete

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