Efqm Excellence Model 2010

Topics: EFQM Excellence Model, Management, Organization Pages: 18 (3364 words) Published: September 1, 2013
Introducing the EFQM Excellence Model 2010


Agenda for Today
Why change the Model?
Drivers of change The Core Team The Process

Introduction the EFQM Excellence Model 2010
Fundamental Concepts of Excellence Criteria and Criterion Parts RADAR and Scoring

Implementing the EFQM Excellence Model 2010
EFQM Excellence Award 2010 Assessor Training Implementation Guides Self-Assessment

Ongoing Review and Update Process

Drivers of Change
Key Drivers of Change
Feedback from EFQM Member Survey (Apr-09) Recognition of strong and emerging trends, such as innovation, risk management and sustainability Feedback from the National Partners, Assessors and Training Faculty Feedback from EU on improving the relevance and visibility of the Model

The Core Team should:
Represent the key stakeholders of EFQM, including key members, public sector, National Partners, assessor and training communities Seek addition feedback and input from academia and relevant EU departments Complete the review for launch at EFQM Forum 2009

The revised version of the Model must retain:
The “9 box” Model 8 Fundamental Concepts RADAR scoring

EFQM Board of Governors requested review (May-09)

The Core Team
EFQM Assessor Network
Christian Forstner, Andre Van Der Geest

Public Sector
Marie Lindsay, Jacques Philippaerts

Key Members
Matt Fisher

EFQM Trainers
Chris Hakes, Geoff Carter

EFQM National Partners
Andre Moll, Andreas Redling

Pierre Cachet, Herve Legenvre

Review Process
Appoint “Core Team”

Core Team
Identify “Working Group” Request input on key themes Consolidate inputs

Working Groups

Provide input on key themes

3 year cycle Identify “key themes” Review Concepts and RADAR Develop 1st Draft Model Develop design template Develop 2nd Draft Model Approve design template Print & distribute Approve final document Review & comment Review & comment Review & comment Review & comment

Design Principles
Model should be generic and applicable to all organisations Wording simplified and relevant to all sectors Focus on including emerging trends and topics Language targeted to managers Concepts are action oriented Fundamental Concepts integrated into the Criterion Parts and RADAR Build on the work done in 2005 on reviewing the Fundamental Concepts 7

If you want to ask questions…
At the end of each section, there will be the opportunity to ask questions. If you want to ask a question about the section you’ve just seen, put up your hand and someone will bring a microphone. There will be also time for more general questions at the end of the meeting. After the meeting, you can email us at info@efqm.org

Introducing the EFQM Excellence Model 2010

The Fundamental Concepts of Excellence

Achieving Balanced Results
Excellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them.

Key Change
Focus is now on developing the key set of results required to monitor progress against the vision, mission and strategy, enabling leaders to make effective and timely decisions. 11

Adding Value for Customers
Excellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations.

Key Change
Focus is now on clearly defining and communicating the value proposition and actively engaging customers in the product and service design processes. 12

Leading with Vision, Inspiration & Integrity
Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.

Key Change
The concept is now more dynamic, focusing on the ability of leaders to adapt, react and gain the commitment of all...
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