Radar card enabler

free-lancer

由 Europen fundation quality management 出台的 Radar card enablers

[upload=rar]download.asp?ID=4588[/upload]
[em01]

[此贴子已经被作者于2003-6-21 15:22:40编辑过]

Link

呵呵,多谢你的资料也多谢你的支持.
让我们共同努力, 建设好我们自己的家园!

Link

可能大家对Radar card enabler不是太清楚, 其实我也是~~, 从网上找来了一些详细的资料,感兴趣的家人可细读一下,我是看的眼都花了..........

                                  EFQM Excellence Model

Written by Ed Zeeuw, Marketing Manager, EFQM. EFQM







In 1988 the presidents of 14 leading European companies realised that the increasing global competition was threatening Europe's market position. On 15 September at a meeting in Paris they pledged personal commitment and funds to set up the European Foundation for Quality Management (EFQM). These founding members encouraged others to join, and on 19 October 1989 the Foundation was officially inaugurated at the first European Quality Management Forum held at Montreux, Switzerland. Its mission: to promote, and where possible to assist management in the understanding and application of total quality principles.

Now, there are over 850 members - organisations representing almost every sector, industry, and country in Europe - all committed to total quality and all dedicated to the pursuit of business excellence.

Over these past 10 years, EFQM has constantly expanded its range of activities, and has strengthened and broadened its scope according to members' needs. Activities like Benchmarking Study Projects and Working Groups provide people with unique opportunities to learn from best practice examples and leading-edge business developments. Training courses, conferences, workshops and seminars offer many learning and sharing opportunities.

The European Quality Award, which was devised and developed by EFQM in conjunction with the European Organization for Quality (EOQ) and with the support of the European Commission, has become the basis for 17 other national and regional quality award schemes. The associated EFQM Excellence Model against which The Award applications are assessed is a valuable communication and improvement tool and one that truly reflects the challenges facing European businesses today.

Model Background

The Model and the first cycle of The European Quality Award were launched at EFQM's 1991 annual Forum held that year in Paris. The first presentations were made at the annual Forum in 1992 (held in Madrid, Spain).

The Model had nine criteria, in two parts: five Enabler criteria (Leadership, Policy and Strategy, People Management, Resources, and Processes), broken down into 24 sub-criteria; and four Results criteria (Customer Satisfaction, People Satisfaction, Impact on Society, and Business Results), with two sub-criteria each.

The premise was that outstanding performance (excellence) in the Enablers ultimately leads to better business results. But, while there was obviously a strong relationship between some criteria (People Management and People Satisfaction, for example), some links were not clearly defined at the subcriteria level.

The Model also had a scoring system built into it. Enablers were scored on approach and deployment (on five levels), Results were scored on result and scope (also on five levels). The main advantage here was that the organisation's scoring profiles could then be compared with those of other organisations and with European Quality Prize and The Award winners.

Although the Model was developed initially for assessing applications for The Award, EFQM soon realised that many organisations had adopted the Model and Self-Assessment and were using it as a management tool or as the basis for their own quality and improvement programmes.

Thus, in 1996 the Executive Committee recognised the Model as EFQM's most important asset, made it the main focus of their activities and the basis of their strategic direction. Its continuous development and wider deployment became top priorities.

EFQM believed that the Model should reflect shifts in business emphasis and new management approaches and ideas as well as fulfil the requirements of large, small and medium-sized enterprises in the private and the public sectors. Their objective, therefore, became "to provide a Model that ideally represents the business excellence (TQM) philosophy and can be applied in practice to all organisations irrespective of country, size, sector or stage along their journey to excellence".

Development

Every year a review group collected suggestions for improving the Model and these (usually minor) adjustments were included in the Guidelines published annually (the last in 1997). However, from surveys in 1996, EFQM discovered that the majority of members wanted the Model to be continuously researched and regularly updated, so they decided to start reviewing and revising it on a two-year cycle.

The first step was the appointment of a Model Development Manager, and early in 1997 they set up the Model Development Steering Group (15 people from different backgrounds, sectors, experience, and countries in Europe) to focus specifically on the Model.

"We benchmarked with other award models from around the world, and gathered input from all our Model's stakeholders (members, assessors, applicants and trainers) at various events and activities we organised," Giovanni Quaglia (Model Development Manager) explains. "Then, using the concept mapping methodology, we analysed the enormous amount of data and identified the key requirements and strategies to be incorporated into the improved Model."

According to Quaglia, there were a number of specific reasons for improving the Model.




New areas of management and quality thinking (for example partnerships and innovation) had to be included.

Customer and market focus needed to be represented in the Enablers.

The improvement process Plan, Do, Check, Act had to be included.

The link between the criteria and sub-criteria needed to be emphasised.

Emphasis on scoring was not conducive to improvement efforts and progress.

The logic of the areas to address needed to be improved.



The second step was drafting the new version, and in April 1998 this was sent to more than 1000 users for testing. From feedback received, the Model was then refined and retested, and the Executive Committee approved the final version in January 1999. The result - the EFQM Excellence Model that will take organisations into the next millennium - was announced at the annual EFQM Representatives' Meeting on 21 April 1999 in Geneva, Switzerland.

Fundamental Concepts

The EFQM Excellence Model continues to be based on eight fundamental concepts that constitute organisational excellence.

Results Orientation

Excellence is dependent upon balancing and satisfying the needs of all relevant stakeholders (this includes the people employed, customers, suppliers and society in general as well as those with financial interests in the organisation).

Customer Focus

The customer is the final arbiter of product and service quality and customer loyalty, retention and market share gain are best optimised through a clear focus on the needs of current and potential customers.

Leadership and Constancy of Purpose

The behaviour of an organisation's leaders creates a clarity and unity of purpose within the organisation and an environment in which the organisation and its people can excel.

Management by Processes and Facts

Organisations perform more effectively when all inter-related activities are understood and systematically managed and decisions concerning current operations and planned improvements are made using reliable information that includes stakeholder perceptions.

People Development and Involvement

The full potential of an organisation's people is best released through shared values and a culture of trust and empowerment, which encourages the involvement of everyone.

Continuous Learning, Innovation and Improvement

Organisational performance is maximised when it is based on the management and sharing of knowledge within a culture of continuous learning, innovation and improvement.

Partnership Development

An organisation works more effectively when it has mutually beneficial relationships, built on trust, sharing of knowledge and integration, with its Partners.

Public Responsibility

The long-term interest of the organisation and its people are best served by adopting an ethical approach and exceeding the expectations and regulations of the community at large.

Model Revisions

The Model still has nine elements, classified as Enablers and Results. However, we have recognised that the innovative and learning capacity of an enterprise is one of the key factors for organisational excellence and is always connected through a feedback process to the results achieved. Thus, a new feedback arrow now indicates the importance of sharing knowledge and encouraging learning.

The revisions are in two main areas. Firstly, the content has been expanded to include more focus on customers, knowledge, partnerships, leadership, and a wider range of key performance results. Secondly, each Enabler criteria has the same structure for the sub-criteria which can be equated with the "lan, Do, Check, Act" cycle. This means the links between the Enablers and the Results are now clearer, and the sub-criteria are now directly related, but more importantly, all approaches for the different criteria can be analysed and compared.

The Results criteria are now

Customer Results - includes customers' loyalty and their perceptions of the organisation's image, products and services, sales and after-sales support;

People Results - covers employees' motivation, satisfaction, performance, and the services the organisation provides for its people;

Society Results - relates to the organisation's performance as a responsible citizen, its involvement in the community in which it operates, and any recognition it might have received;

Key Performance Results - shows the financial and non-financial outcomes of the organisation's planned performance, including things like cash flow, profit, meeting budgets, success rates, and the value of intellectual property.

These Results criteria are assessed firstly on perception measurements (obtained, for example, from surveys, focus groups, ratings, and complaints) and performance indicators (the internal measures an organisation uses to monitor, understand, predict and improve performance).
Results are taken to mean:


key results, including historical trends;

previous, current and future targets;

the organisation's performance compared with others;

cause and effect relationships that prompt improvement or change;

the scope of the measures.

The Guidelines provide a list of specific items to be considered for both the measurements and the indicators sub-criteria for each Result criterion.

There are still Five Enabler Criteria, but the terminology and areas to address have been extended to reflect the new thinking.

Leadership

How leaders develop and facilitate the achievement of the mission and vision, develop values required for long-term success and implement these through appropriate actions and behaviours, and are personally involved in ensuring that the organisation's management system is developed and implemented.

Sub-criteria

a. Leaders develop the mission, vision and values and are role models of a culture of excellence
b. Leaders are personally involved in ensuring the organisation's management system is developed, implemented and continuously improved
c. Leaders are involved with customers, partners and representatives of society
d. Leaders motivate, support and recognise the organisation's people

Policy and Strategy

How the organisation implements its mission and vision through a clear stakeholder-focused strategy, supported by relevant policies, plans, objectives, targets and processes.

Sub-criteria

Policy and Strategy are:
a. based on the present and future needs and expectations of stakeholders
b. based on information from performance measurement, research, learning and creativity
c. developed, reviewed and updated
d. deployed through a framework of key processes
e. communicated and implemented

People
How the organisation manages, develops and releases the knowledge and full potential of its people at an individual, team and organisation level, and how it plans these activities in order to support its policy and strategy and the effective operation of its processes.

Link

Sub-criteria
a. People resources are planned, managed and improved
b. People's knowledge and competencies are identified, developed and sustained
c. People are involved and empowered
d. People and the organisation have a dialogue
e. People are rewarded, recognised and cared for

Partnerships and Resources
How the organisation plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes.

Sub-criteria
Management of
a. external partnerships
b. finances
c. buildings, equipment and materials
d. technology
e. information and knowledge

Processes

How the organisation designs, manages and improves its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for, its customers and other stakeholders.

Sub-criteria

a. Processes are systematically designed and managed
b. All processes are improved as needed using innovation to fully satisfy, and generate increasing value for, customers and other stakeholders
c. Products and services are designed and developed based on customer needs and expectations
d. Products and services are produced, delivered and serviced
e. Customer relationships are managed and enhanced

The RADAR Card

While each Enabler criterion still has four or five sub-criteria, the main difference is that the results must now be evaluated in terms of "approach", "deployment", "assessment and review".

The approach considers:




a sound rationale (e.g., a clear statement of objectives and direction);

the needs of the stakeholders affected by it

the integration of andsupport for the organisation's Policy and Strategy and the desired results;

links with other criteria and sub-criteria where appropriate.



Deployment means translating into practice what is defined in the approach. It considers:




the extent of implementation
of each approach;

the systematic deployment
of each approach.



Assessment and Review means measuring and monitoring the approach, and considers:




the effectiveness and efficiency of the approach and its deployment

organisational learning;

analysis and use of measures and information

the improvements made.



All this is encapsulated in the acronym RADAR (Results, Approach, Deployment, Assessment and Review).

Not only is the Model the basis for The Award applications, but it is also a powerful Self-Assessment tool in its own right and helps to identify improvement opportunities and assists in formulating action plans. The RADAR logic now incorporated into the Model underlines that an organisation needs to:




determine the Results it wishes to achieve

plan and develop the Approaches it is to use
Deploy those approaches

Assess and Review the approaches and then prioritise, plan and implement improvements.


Applicants for The European Quality Award (or people carrying out self-assessments and wanting to score their performance) will use the RADAR Card (which replaces the Blue Card) for scoring. The card clearly shows specific attributes by which to assess the Enablers. For example, approach is scored on whether it is sound and integrated; deployment must be systematic and implemented; assessment and review is assessed on measurements, learning and improvements. All Results are assessed on trends, targets, comparisons, and scope. Scoring is on a sliding scale over five levels: the 0% range indicates no evidence, implementation or results; 25% indicates just getting started; 50% shows some progress being made; 75% means considerable progress has been made; 100%, of course, represents total excellence.

"The first time applications for The Award will be assessed against this Model is 2000," Quaglia explains. "For now, we will retain the 1000 point maximum, with 500 points to Enablers and 500 for Results. However, the exact distribution of the points will only be decided once we have had a chance to review this after the 2000 cycle."

"Each of the Enabler sub-criteria have the same weighting because we believe that the three elements have an equal importance in the chain of planning, implementing, reviewing and improving. For the Results sub-criteria, we believe that an excellent company needs to have strong performance measurements in place to proactively address customers' perceptions, so we rate performance and perceptions equally."

"But we also wanted to avoid the scoring syndrome that many people associated with the Model," he adds, "so the Model has been published without scores. Self-assessment does not necessarily have to include scoring, and the decision to score or not should be linked to the objectives of the self-assessment and to the culture of the organisation."

If an organisation chooses not to score, they will find the Pathfinder Card is a useful tool. It reflects the RADAR logic at the heart of the EFQM Excellence Model, but its purpose is to help people identify improvement opportunities and build improvement plans. It is a series of questions that can be answered quickly (at criterion, not sub-criterion level) while doing the self-assessment. Users can simply select a criterion and then apply the questions from the Results or Enablers section. Improvement activity should be focused on areas where gaps are identified.

The Pathfinder Card

DO THE RESULTS




Cover all appropriate stakeholders

Measure all the relevant approaches and deployment
of approaches using both perception and performance indicators

Show positive or sustained trends. If yes, for how long

Have targets. If yes, are the targets achieved

Have comparisons with others, for example competitors, industry averages or 'best in class'

Compare well with others

Show a cause and effect link to approaches

Measure a balanced set of factors both for now and
in the future

Give a holistic picture


Enablers
Approach Deployment Assessment and Review
Is the
approach:



Soundly based

Focused on stakeholder needs

Supporting policy and strategy

Prevention based

Integrated into planning

Sustainable

Innovative

Flexible


Is the deployment of the approach:



Implemented in all potential areas across the organisation

Implemented to its full potential / capability

Achieving all the planned benefits

Fast in application

Systematic

Understood and accepted by all stakeholders

Measurable


Are the approach and its deployment:


Measured for effectiveness regularly

Providing learning opportunities

Benchmarked with others, for example competitors, industry averages or best in class

Improved based on the output from learning and performance
measures



If an organisation wants a scoring profile as an outcome then it may prefer to design a scoring method directly related to its own needs.

Evolutionary approach

"The changes needed an evolutionary rather than a revolutionary approach," Quaglia concludes. "We had to retain the strengths of the current Model, while ensuring that the investment in training, knowledge and material would not be wasted. We believe that our approach of proposal, discussion and testing was the best way to proceed. In fact," he adds, "the Model is now easier to use and easier to adapt to individual organisations. The RADAR and Pathfinder Cards provide a common language and philosophy for all stakeholders. And as we move forward into the next millennium, the process will be repeated during the next two-year cycle to ensure that the EFQM Excellence Model maintains its position as an excellent model."

Brochures on the Model, the Fundamental Concepts, and guidance on Self-Assessment techniques have been published and are available from EFQM's Brussels Office. Other support material including a revised Self-Assessment Questionnaire for large organisations, a new case study and model score book, and an explanation of the changes, have also been prepared. Between mid-March and mid-April, EFQM held special refresher courses for open-market licensees to bring them up-to-date with the improved Model, and assessors for The Award will be fully trained in its use prior to using it to assess Award applications in 2000.

EFQM EXCELLENCE MODEL

The Excellence Model is pivotal to the Centre. If you haven’t seen it before, it is a business diagnostic tool. It is a holistic framework by which you can self assess, plan and implement change and business improvement. Imagine it as a framework of a perfect organisation.

It is not prescriptive, but gives you clear direction and open new areas of thinking about your business. Any company can use it, no matter what your line of work is.

The Quality Centre is the National Partner Organisation with the European Foundation for Quality Management. This means that we are the only people licensed in Wales to train people to assessor level against the Model.

We can help you to introduce and work with this Model in the best way for you.

ANNUAL SELF ASSESSMENT HELP

To help member companies to use the Excellence Model we offer everyone 2 free days a year to use for a self-assessment workshop. This is a great way for you to ‘step back’ from the day job and take a thorough look at what you do and how effective things are.

It’s an opportunity for a high level of staff involvement, which brings learning and benchmarking opportunities within your company.

It doesn’t take any pre-training, all we ask for is a good mix of staff from different roles and grades and a large room for the workshop to take place. The two days do not have to be consecutive if you would find it difficult to release people for this period of time.

The outputs of such a session is a clear understanding of the things that you’re good at, this is just as important as to identify the areas in which you could improve. People will learn off each other and understand the ‘big picture’ better; it’s also a useful feed for companies undertaking the Wales Quality Award. Outputs can also feed into your business planning process and any Improvement Teams you may have - and so aid staff involvement in quality.

It’s also good fun!

free-lancer

我倒是有 EFQM 的实际案例分析，因涉及版权，所以不敢共享出来。

Link

以下是引用alanzhyan在2003-6-17 14:14:13的发言：
我倒是有 EFQM 的实际案例分析，因涉及版权，所以不敢共享出来。

outstand

楼主用中文向大家解释一下吧，不然别人会不理解的。

[此贴子已经被作者于2003-6-21 16:17:59编辑过]

chaolas

以下是引用alanzhyan在2003-6-17 14:14:13的发言：
我倒是有 EFQM 的实际案例分析，因涉及版权，所以不敢共享出来。

我也是。现公司正实施这一体系。

Link

能讲讲它与其它体系的区别吗?[em07]

chenjerry

可以先把EFQM的标准上传一份，然后大家组成学习小组，进行讨论呀！
这样，对你和大家都有好处呀！