Quality Excellence – Not just an ISO Certification Matthaios Zervos

1. Quality Excellence – Not just an ISO Certification
07 April 2015

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The Premise
Any Quality journey
begins by clearly
defining the RESULTS

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Certification v.s Results – Paradox?
ISO
Certification
Achieving
the Results
Certification
DOES NOT
Guarantee
the
Results

4. 10%
9%
9%
8% 14%
15%
9%
20%
6%
Strategic Objectives
 Sustain growth
 Sustain profitability
 Company image
 Premium quality
 Customer loyalty
 Innovation

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The EFQM Excellence Model
 Developed by practitioners to provide a framework for and measure of improvement
 Not a prescription or a standard
 Involves some key principles
 Applicable to any organisation or sub-organisation
 Being adopted, extensively, across Europe
 An “umbrella” that sits over and pulls together all improvement initiatives
Dynamics of the EFQM Framework
 Be clear about what you need to achieve
 Ensure that you are measuring the right things
 Set targets, comparators and monitor trends
 Develop the appropriate methods
 Develop the appropriate methods
 Implement these
 Review effectiveness and performance
Expectations of Excellence
 The Model does not tell you what to do
 The Model and Scoring system have
expectations of an excellent organisation
 The Model requires that the sub-criteria be
addressed
 You need to consider:
– What should we do in this area?
– What can we do in this area?
– What do we do in this area?

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The logic of RADAR is:
 Determine the RESULTS required
 Develop APPROACHES to deliver
the results
 DEPLOY the approaches in a
systematic way
 ASSESS and REVIEW the
approaches
Assessing - RADAR concepts

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Quality Evolution ISO-wise

9. IMPROVEMENT = BENEFICIAL CHANGE
Many initiatives
have been launched
in the name of
improvement
How successful
have they been?
Continuous Improvement – The Virtuous Circle
Are there challenges
in holding others
accountable?
We depend on People to
drive Processes and
deliver Results

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How Did That Happen?
How Did I Let That Happen?
(BLAME)
(ACCOUNTABILITY)

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The Results Pyramid®

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The Blame Game®

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“What is the reality I (we) most need to
acknowledge?”
“How am I (are we) contributing to
the gap?”
“What else can I (we) do to close
the gap?”
“Who is accountable to do what, by
when?” (establish expectations)
How Did I Let That Happen?

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What is the difference between having an
expectation and establishing an expectation?
Question
Used with permission. All rights reserved.

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A Key Expectation
is an expectation where
NOT delivering is NOT an option.
“Critical Link” is the person(s) or group who,
for any reason, has the greatest potential for
breaking the path by not delivering on what you
expect.

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Feedback, Check in & Inspect
“Trust, but verify”
Inspect What You Expect!

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The more you hold people
accountable the wrong way, …
the less accountable they become.
The Accountability Paradox

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The Dictionary Definition of Accountability
subject to having to report, explain or justify;
responsible; answerable.
a personal choice to rise above one’s circumstances
and demonstrate the ownership necessary for achieving
Key Results; to See It, Own It, Solve It, Do It.
®
The Oz Principle® Definition of Accountability

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When it comes to getting things done:
If you don’t get
accountability right,
you probably won’t get
anything else right.
The Premise

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Four Kinds of People
People who make it happen!
People who watch it happen.
People who wonder what happened.
People who never knew anything happened.
“Only when you assume full accountability for
your thoughts, feelings, actions, and results can
you direct your own destiny; otherwise, someone

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