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New way to use EFQM business
excellence model for continual
improvement & business
transformation
                 V 1.3 9-10-2012

By
Jagadish C.A. (Rao) , Founder of q-Maxim
Adopted from the paper presented during
Middle-east International Quality summit
                                           1
THIS PRESENTATION DESCRIBES INTEGRATION OF
OF BUSINESS EXCELLENCE MODEL TO CONTINUAL
IMPROVEMENT STRATEGY OF ENTERPRISE
AND FOR BUSINESS TRANSFORMATION

ADOPTED FROM THE PAPER PRESENTED BY THE AUTHOR
DURING MIDDLE-EAST INTERNATIONAL QUALITY
SUMMIT


                                                 2
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q
                                q-Maxim


                                                      3
Business Excellence

  “Quality is never happens by accident”
   -Juran, Deming, Ichikawa…….
    (Quality gurus)
    Business Excellence is a organizational
     Quality model



                                              4
Introduction –Approaches to Business
Excellence
  • Several excellence models –
    Deming (Japan) , MBNQA (US), EFQM (Europe)
  • Several excellence awards in India :
    CII- Exim bank Excellence award, Rajiv Gandhi
    National Quality Award, individual company
    awards such as Tata group’s TBEM
  • Most are based on either EFQM or MBNQA
    award scheme

                                                5
Why companies go for Business
Excellence?
• Organization wide integrated quality approach – easy to
  comprehend
• Measurable – excellence score
• Under pressure to improve quality due to competitive
  pressures
• Brand building , recognition
• Impress - customers, suppliers, other stake holders
• Encouragement from corporate management,
   govt. and industry associations
• Number of studies on Excellent companies (EFQM,
  MBNQA,TQM) have shown significantly better financial
  performance and stock price compared to peers (see next
  slide)
                                                       6
Why companies go for
Business Excellence?
Results of award winning companies 5 years after winning




                                                       7
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q
                                q-Maxim


                                                      8
EFQM business excellence model

• Developed / managed by non-profit European
  foundation for quality (EFQM) organization
• EFQM supported by leading European companies
• A quality model, holistic management framework
 with a strong focus on delivering key results,
 stimulating innovation, ensuring sustainability and
 meeting the expectations of stakeholders. (source:
 EFQM)


                                                       9
EFQM business excellence model
overview
• 3 integrated components
  1. Fundamental concepts of excellence (basic principles)
  2. Criteria for organisations
  3. The RADAR (powerful tool for measurement)
• 8 fundamental concepts
• 9 criteria (5 enablers, 4 results), Each criteria has
  several sub criteria
• RADAR based on Deming’s PDCA cycle
      (next 6 slides on components of EFQM model)


                                                       10
EFQM business excellence model
fundamental concepts




                                 11
EFQM business excellence model
5 enabler criteria, 4 results criteria




The EFQM Excellence Model allows people to understand the cause and effect relationships
      between what their organisation does, the Enablers, and the Results it achieves.

                                                                                     12
EFQM business excellence model
  Each criteria has several sub criteria such as these
                                                                   1e
                                                              1d
                                                       1c
                                               1b
                                     1a
                       1                                                   Criteria parts
                   Leadership
                                                    Areas to consider



                                                              5e
                                                         5d
                                                5c
                                          5b
                       5        5a
                   Processes,
                                                                    Criteria parts
                   Products,
                    Services
                                                       Areas to consider

                                                                                       13
© 1998 EFQM   11
EFQM business excellence model
    RADAR - measurement / scoring system




What is RADAR?
Results (R) desired, Plan and develop Approaches (A), Deploy Approaches (DA),
Assess and review (AR)
                                                                                14
EFQM business excellence model –
RADAR based measurement scoring matrix for Enablers




                                                      15
EFQM business excellence model –
RADAR based measurement scoring matrix for Results




                                                     16
EFQM business excellence model-
excellence score -what does it indicate?
• Best in class companies score 500-700 / 1000
• Excellence score answer these basic questions:
  – Are the performance results due to carefully
    thought out & planned action by management ?
    (or is it simply fluke?)
  – To what extent?
  – Are these sustainable?



                                                   17
EFQM business excellence model –
scores- assessment methods
Three different ways exist in EFQM:
1. Submission documents by company (<= ~70
   pages) and assessment
2. Use of internal documentation
3. Management Workshop
Note:
1. Assessment done by approved assessors
2. Only method #1 used in India
                                             18
EFQM business excellence model
EFQM excellence levels
 Three different levels :
 1. award winner for each category
    (highest category, best in class companies)
 2. Recognised for excellence
    stars rating (R4-E stars) –[could be 3,4,5 stars]
    3 =~300 excellence score & so on.
    (for companies well on the way towards
    excellence)
 3. Committed to excellence
    - (for beginners)
 Note: Only type #1 is used in India

                                                        19
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q
                                q-Maxim


                                                      20
Excellence model traditional approach
assessment mechanism
1. Companies prepare and submit application
   (max 70 pages )
2. Preliminary Scoring by assessors
3. Site visit by assessors, final score
4. award winner for each category
5. all applicants get a assessment report
   (flow chart in next slide)


                                              21
Excellence model traditional approach
flow chart-assessment continuous improvement linkage

      Form a team , appoint
      criteria owner for each
              section


                                                                             Ring fence area :
                                              Formulate a plan-                information           Fill information as
          Form a small team                                                                          per Performa and
                                              dates, milestones              gathering , data
          of writers for each                                                                         write each area
                                                                                collection
                section


 Periodic project                    Finished
                                                                                                         Final submittal
  Status reviews                 Projects outputs


                                                                                                           Evaluation by
                                                                                                             assessors
 Project charters


                                                                                                         Raw score by each
   Meeting to                                                                                                assessor
   discuss &                           report:
    finalize                    scores, improvement                Awards
                                                                  ceremony           Final score       Site visit -discussions
    projects                            notes


                                                                                                                                 22
                    EVENT / ACTIVITY                                                LEGEND         Output / Information
EFQM model traditional approach –
shortcomings
• One company in each category wins – low probability
  of winning
• In most cases winning recognition / award basis as
  primary purpose
• Very few people involved in the exercise
• In most cases no action taken based on feedback report
• generally low/no linkage to cont. improvement efforts
• limited integration with org. strategy/ objectives
• Consequently, scores remain static over the years

                                                    23
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q
                                q-Maxim


                                                      24
New integrated continual improvement
approach
features
  • Roughly based on EFQM’s recognized for excellence
     (R4E stars) award scheme
  • Facilitated workshop assessment - no submission
  • Tight integration with business objectives and cont.
     improvement
  • Pre-assessment Implement Strategic quality
     improvement initiatives before award
     assessment
  • Emphasis on Continual improvement rather than
     winning
   (flow chart next slide)

                                                           25
New integrated continual improvement
approach
flowchart
  EFQM workshop Discuss
     business. context,
  Understand EFQM model,
      Do Gap analysis
                                          To BE RADAR
                                             Results
                                           Approaches                                         Objectives,CSF
         Start strategic                  Deployment                  Strategy workshops      KPI, Initiatives
        theme projects                 Assessment review                                            etc
                                       Possible Initiatives

                                                                                           Finalize projects based
                                                                                             on filtering criteria


                                                                                              Project charters

                            Periodic
                            Strategy                                   Finished              Periodic project
                            reviews                                Projects outputs           Status reviews
                                               EFQM R4E stars
              EFQM stars rating               award application,                             Completed projects
           improvement suggestions               assessment


                                                                                                                     26
             EVENT / ACTIVITY                                                 LEGEND         Output / Information
New integrated continual improvement
approach
some more detail
  • Steps in detail
    – STAGE: A
    – STAGE: B
    – STAGE: C
    – STAGE: D
    – STAGE: E
   (details in next 7 slides)

                                       27
New integrated continual improvement
approach
details -stage A: Pre-assessment
  • Pre-assessment by approved assessors / consultants
  • Preparation by documents studying , interviews (3-4
    days)
  • Facilitated management workshop assessment with
    top management (1-2 days)
  • Agenda: refresher on Business excellence / RADAR,
    org context, gaps, excellence score




                                                          28
New integrated continual improvement
approach
details -stage A: Pre-assessment
 • Agree on high level strategic theme projects
    – e.g. management system, process management
      framework
 • Suitable team structure
 • Output Pro-forma : As Is state, To Be state,
   gaps, list of initiatives (next slide)
 • Get sponsor Agreement


                                                   29
New integrated continual improvement
 approach
 details -stage A: Pre-assessment
                    Typical pro-forma of the high level project
                                     Organizational values are PLANNED, MANAGED AND IMPROVED USING RADAR
                                                                          AS IS/TO BE* (* delete as appropriate)
                Organizational values are developed………….
Activity and
Purpose:
RADAR                                          RADAR ELEMENT                                      OWNERSHIP
ATTRIBUTE

Results
(trended over
time)

Approach


Deployment


Assessment
and Review




                                                                                                           30
New integrated approach
stage C: project prioritization
  • Compile all initiatives companywide
  • Merge similar ones (e.g. by affinity diagram)
  • Prioritize as per filtering criteria (examples)
        •   Linkage to strategic goals
        •   Relation to key business processes
        •   Time needed to complete
        •   Resources needed, available
        •   Payback period
        •   Impact on EFQM excellence score
  • Compile a single org. wide cont. improvement
    projects list mapped to EFQM model (next slide)

                                                      32
New integrated continual improvement
approach
details- stage B : initiatives mapped to EFQM model
example
                    Enablers                                      Results


                       People            Processes ,   People results
 Leadership                                                                 Key results
                                         products &     Investors in
                    Investors in         services
                    people                              people


                     Strategy                          Customer results
                    Visioning                            B Score card
                    B Score card                         CRM
                                          ISO 9001                          B Score card
                    Partnerships          ISO 14001                         Performance
                    & Resources                        Society results
  ISO 9001                                Lean                              Dash boards
  Investors in       ISO 9001             Six Sigma      ISO 14001          Six Sigma
  people             ERP                  Kaizen         CSR


                                   Innovation and Learning

   © q-Maxim 2012
New integrated approach
details- stage D: Project management
  • Suitable project management structure
  • Train people: e.g. EFQM, project management,
    Quality tools, BSc, domain related trg. etc
  • Each team has a charter: Business Case, Opportunity
    Statement, Business Impact, Goal Statement: Success criteria,
    Project Scope- Boundaries, project plan / milestones, team
    constitution
  • Dashboard, individual project tracker (next slide)
    for monitoring project status
  • Mechanism to Assist laggards

                                                                    35
New integrated cont. improvement approach
details -stage D: project tracker
 Date:                                                       Progress Status                     Progress Track
                                                                                                 (vs. Plan)
 Team Lead:                                                            Planne       % Complete
                                                                        d
                  Team Members:                                                                  On Target              G


                                                                                                 Behind, can catch up   Y

                                                                                                 Behind, resource or
                                                                                                 scope change needed    R




    Accomplishments Since Last Update                       Actions/Activities Planned for Next Month




               Key Issues               Planned Actions to Resolve Issues                          Need Help?

                                                                                
New integrated cont. improvement approach
details -stage E: final assessment

  •   Workshop based assessment
  •   Done by approved panel of assessors
  •   two step process :
        1. Data compilation, interviews
        2. Facilitated management workshop
           assessment
  •   Output : Score in each area, stars rating
      (optional), improvement notes

                                                  37
New integrated cont. improvement
approach
advantages / benefits
  • Top management involvement &
    Involvement of People at all stages
  • No writing of time consuming submission
    document
  • Holistic continual improvement approach
    incorporating strategy, business objectives, EFQM
    model and EFQM fundamental concepts
  • Business excellence incorporated in daily
    working

                                                        38
New integrated cont. improvement
approach
advantages / benefits
  • Emphasis on improvement rather than
    winning award
  • Can also be used for business
    transformation
  • Internationally recognized R4E stars
    rating (optional)
  • Brand building
  • Implemented in several companies
                                       39
New integrated cont. improvement approach
advantages / benefits

  • New concept - convincing hurdles
  • Top management hands on involvement
    is a must at least in initial stages
  • Significant resource requirements in
    terms of time, finance, training,
    software, etc


                                           40
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q
                                q-Maxim


                                                      41
q-Maxim’s transformational approach
overview
  • The EFQM integrated continual
    improvement approach explained in the
    previous slides also forms the basis for
    q-Maxim’s 2 stage transformational
    approach
     (flow chart in next slide )



                                           42
q-Maxin’s
2 stage transformational framework
                                           Discuss with
       Study                                                                                 Assessment &
                                           people at all                                      gap analysis
       information                         levels, look at                                      based on
                                           evidence                                            q-Maxim’s
       Begin individual
                                                                                               proprietary
       initiatives e.g.
                                                                                              Methodology
       Taguchi DOE for
                                                                                             based on EFEM
       yield
                                                                                                 & Lean
       improvement
                                                     Discuss,
                                                     Prioritize      HOA Report :
                                                     OFI based       1.   Strong points
Organization wide OFI list                           on set          2.   OFI, suggestions
    id#, effort estimate, responsibility             criteria
    resources, timelines




                                                      confidential                                    43
•Business excellence models- what is it, why


•EFQM business excellence model details


•EFQM traditional approach based on submission


• The new integrated continual improvement approach


•q-Maxim’s transformational approach

•What next?
•
contacts, background of founder q-Maxim


                                                      44
QUESTIONS?
DOUBTS?
WHAT NEXT?
WOULD YOU LIKE TO DISCUSS FURTHER TO BEGIN
TRANSFORMATIONAL JOURNEY?
CONTACT US FOR DETAILS
(DETAILS NEXT PAGE)



                                             45
Contacts:
Need clarifications OR more detailed information OR preliminary free
assessment OR run similar program in your company?

                          q-Maxim
                     Jagadish C.A. (Rao)
                        (profile next slide)
                            Founder, President
                          jagadish.chandra@qmaxim.com
                              qmaxim001@gmail.com
                                  +91 9538328704
                                 +91 80 2693 1804
                     Visit us at : qmaxim.in
                  blog: qmaxim.wordpress.com
Note : Contents of this presentation, concepts, data, style are proprietary & confidential in nature and must
not be shared with third parties
Profile of Jagadish C.A.,
     Founder of q-Maxim
• B.Tech (Metallurgical Engg., NIT-K,Surathkal, India, 1st class distinction)
• ASQ (American society for quality) certified Six sigma Black belt
• ASQ certified Manager of Org. Excellence/ Quality
• Certified EFQM assessor extensive experience assessing companies,
  fashioning transformational roadmap & implementing EFQM model
• Juran QI facilitator, Cert. adv. Industrial experimentation, Analytics
• ISO 9001:2008,14001,QS-9000 (TS 16949) lead auditor
• ~30 years experience in Manufacturing and transactional fields, 5.5 years
  as management consultant
• Rich experience in Quality, process management, R +D, Technology, Cost
  reduction, Management consultancy. Extensive experience in using
  advanced methodologies for problem solving and optimization
• Extensive exposure/ knowledge of heavy process oriented manufacturing
  – Aluminium cast house, Steel, Welding, casting, foundry, Metallurgy, etc
• Widely travelled – India, north America, Europe, M.E.


                                                                            47

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New way to use EFQM business excellence model

  • 1. New way to use EFQM business excellence model for continual improvement & business transformation V 1.3 9-10-2012 By Jagadish C.A. (Rao) , Founder of q-Maxim Adopted from the paper presented during Middle-east International Quality summit 1
  • 2. THIS PRESENTATION DESCRIBES INTEGRATION OF OF BUSINESS EXCELLENCE MODEL TO CONTINUAL IMPROVEMENT STRATEGY OF ENTERPRISE AND FOR BUSINESS TRANSFORMATION ADOPTED FROM THE PAPER PRESENTED BY THE AUTHOR DURING MIDDLE-EAST INTERNATIONAL QUALITY SUMMIT 2
  • 3. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q q-Maxim 3
  • 4. Business Excellence “Quality is never happens by accident” -Juran, Deming, Ichikawa……. (Quality gurus) Business Excellence is a organizational Quality model 4
  • 5. Introduction –Approaches to Business Excellence • Several excellence models – Deming (Japan) , MBNQA (US), EFQM (Europe) • Several excellence awards in India : CII- Exim bank Excellence award, Rajiv Gandhi National Quality Award, individual company awards such as Tata group’s TBEM • Most are based on either EFQM or MBNQA award scheme 5
  • 6. Why companies go for Business Excellence? • Organization wide integrated quality approach – easy to comprehend • Measurable – excellence score • Under pressure to improve quality due to competitive pressures • Brand building , recognition • Impress - customers, suppliers, other stake holders • Encouragement from corporate management, govt. and industry associations • Number of studies on Excellent companies (EFQM, MBNQA,TQM) have shown significantly better financial performance and stock price compared to peers (see next slide) 6
  • 7. Why companies go for Business Excellence? Results of award winning companies 5 years after winning 7
  • 8. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q q-Maxim 8
  • 9. EFQM business excellence model • Developed / managed by non-profit European foundation for quality (EFQM) organization • EFQM supported by leading European companies • A quality model, holistic management framework with a strong focus on delivering key results, stimulating innovation, ensuring sustainability and meeting the expectations of stakeholders. (source: EFQM) 9
  • 10. EFQM business excellence model overview • 3 integrated components 1. Fundamental concepts of excellence (basic principles) 2. Criteria for organisations 3. The RADAR (powerful tool for measurement) • 8 fundamental concepts • 9 criteria (5 enablers, 4 results), Each criteria has several sub criteria • RADAR based on Deming’s PDCA cycle (next 6 slides on components of EFQM model) 10
  • 11. EFQM business excellence model fundamental concepts 11
  • 12. EFQM business excellence model 5 enabler criteria, 4 results criteria The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does, the Enablers, and the Results it achieves. 12
  • 13. EFQM business excellence model Each criteria has several sub criteria such as these 1e 1d 1c 1b 1a 1 Criteria parts Leadership Areas to consider 5e 5d 5c 5b 5 5a Processes, Criteria parts Products, Services Areas to consider 13 © 1998 EFQM 11
  • 14. EFQM business excellence model RADAR - measurement / scoring system What is RADAR? Results (R) desired, Plan and develop Approaches (A), Deploy Approaches (DA), Assess and review (AR) 14
  • 15. EFQM business excellence model – RADAR based measurement scoring matrix for Enablers 15
  • 16. EFQM business excellence model – RADAR based measurement scoring matrix for Results 16
  • 17. EFQM business excellence model- excellence score -what does it indicate? • Best in class companies score 500-700 / 1000 • Excellence score answer these basic questions: – Are the performance results due to carefully thought out & planned action by management ? (or is it simply fluke?) – To what extent? – Are these sustainable? 17
  • 18. EFQM business excellence model – scores- assessment methods Three different ways exist in EFQM: 1. Submission documents by company (<= ~70 pages) and assessment 2. Use of internal documentation 3. Management Workshop Note: 1. Assessment done by approved assessors 2. Only method #1 used in India 18
  • 19. EFQM business excellence model EFQM excellence levels Three different levels : 1. award winner for each category (highest category, best in class companies) 2. Recognised for excellence stars rating (R4-E stars) –[could be 3,4,5 stars] 3 =~300 excellence score & so on. (for companies well on the way towards excellence) 3. Committed to excellence - (for beginners) Note: Only type #1 is used in India 19
  • 20. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q q-Maxim 20
  • 21. Excellence model traditional approach assessment mechanism 1. Companies prepare and submit application (max 70 pages ) 2. Preliminary Scoring by assessors 3. Site visit by assessors, final score 4. award winner for each category 5. all applicants get a assessment report (flow chart in next slide) 21
  • 22. Excellence model traditional approach flow chart-assessment continuous improvement linkage Form a team , appoint criteria owner for each section Ring fence area : Formulate a plan- information Fill information as Form a small team per Performa and dates, milestones gathering , data of writers for each write each area collection section Periodic project Finished Final submittal Status reviews Projects outputs Evaluation by assessors Project charters Raw score by each Meeting to assessor discuss & report: finalize scores, improvement Awards ceremony Final score Site visit -discussions projects notes 22 EVENT / ACTIVITY LEGEND Output / Information
  • 23. EFQM model traditional approach – shortcomings • One company in each category wins – low probability of winning • In most cases winning recognition / award basis as primary purpose • Very few people involved in the exercise • In most cases no action taken based on feedback report • generally low/no linkage to cont. improvement efforts • limited integration with org. strategy/ objectives • Consequently, scores remain static over the years 23
  • 24. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q q-Maxim 24
  • 25. New integrated continual improvement approach features • Roughly based on EFQM’s recognized for excellence (R4E stars) award scheme • Facilitated workshop assessment - no submission • Tight integration with business objectives and cont. improvement • Pre-assessment Implement Strategic quality improvement initiatives before award assessment • Emphasis on Continual improvement rather than winning (flow chart next slide) 25
  • 26. New integrated continual improvement approach flowchart EFQM workshop Discuss business. context, Understand EFQM model, Do Gap analysis To BE RADAR Results Approaches Objectives,CSF Start strategic Deployment Strategy workshops KPI, Initiatives theme projects Assessment review etc Possible Initiatives Finalize projects based on filtering criteria Project charters Periodic Strategy Finished Periodic project reviews Projects outputs Status reviews EFQM R4E stars EFQM stars rating award application, Completed projects improvement suggestions assessment 26 EVENT / ACTIVITY LEGEND Output / Information
  • 27. New integrated continual improvement approach some more detail • Steps in detail – STAGE: A – STAGE: B – STAGE: C – STAGE: D – STAGE: E (details in next 7 slides) 27
  • 28. New integrated continual improvement approach details -stage A: Pre-assessment • Pre-assessment by approved assessors / consultants • Preparation by documents studying , interviews (3-4 days) • Facilitated management workshop assessment with top management (1-2 days) • Agenda: refresher on Business excellence / RADAR, org context, gaps, excellence score 28
  • 29. New integrated continual improvement approach details -stage A: Pre-assessment • Agree on high level strategic theme projects – e.g. management system, process management framework • Suitable team structure • Output Pro-forma : As Is state, To Be state, gaps, list of initiatives (next slide) • Get sponsor Agreement 29
  • 30. New integrated continual improvement approach details -stage A: Pre-assessment Typical pro-forma of the high level project Organizational values are PLANNED, MANAGED AND IMPROVED USING RADAR AS IS/TO BE* (* delete as appropriate) Organizational values are developed…………. Activity and Purpose: RADAR RADAR ELEMENT OWNERSHIP ATTRIBUTE Results (trended over time) Approach Deployment Assessment and Review 30
  • 31. New integrated approach stage C: project prioritization • Compile all initiatives companywide • Merge similar ones (e.g. by affinity diagram) • Prioritize as per filtering criteria (examples) • Linkage to strategic goals • Relation to key business processes • Time needed to complete • Resources needed, available • Payback period • Impact on EFQM excellence score • Compile a single org. wide cont. improvement projects list mapped to EFQM model (next slide) 32
  • 32. New integrated continual improvement approach details- stage B : initiatives mapped to EFQM model example Enablers Results People Processes , People results Leadership Key results products & Investors in Investors in services people people Strategy Customer results Visioning B Score card B Score card CRM ISO 9001 B Score card Partnerships ISO 14001 Performance & Resources Society results ISO 9001 Lean Dash boards Investors in ISO 9001 Six Sigma ISO 14001 Six Sigma people ERP Kaizen CSR Innovation and Learning © q-Maxim 2012
  • 33. New integrated approach details- stage D: Project management • Suitable project management structure • Train people: e.g. EFQM, project management, Quality tools, BSc, domain related trg. etc • Each team has a charter: Business Case, Opportunity Statement, Business Impact, Goal Statement: Success criteria, Project Scope- Boundaries, project plan / milestones, team constitution • Dashboard, individual project tracker (next slide) for monitoring project status • Mechanism to Assist laggards 35
  • 34. New integrated cont. improvement approach details -stage D: project tracker Date: Progress Status Progress Track (vs. Plan) Team Lead: Planne % Complete d Team Members: On Target G Behind, can catch up Y Behind, resource or scope change needed R Accomplishments Since Last Update Actions/Activities Planned for Next Month Key Issues Planned Actions to Resolve Issues Need Help? 
  • 35. New integrated cont. improvement approach details -stage E: final assessment • Workshop based assessment • Done by approved panel of assessors • two step process : 1. Data compilation, interviews 2. Facilitated management workshop assessment • Output : Score in each area, stars rating (optional), improvement notes 37
  • 36. New integrated cont. improvement approach advantages / benefits • Top management involvement & Involvement of People at all stages • No writing of time consuming submission document • Holistic continual improvement approach incorporating strategy, business objectives, EFQM model and EFQM fundamental concepts • Business excellence incorporated in daily working 38
  • 37. New integrated cont. improvement approach advantages / benefits • Emphasis on improvement rather than winning award • Can also be used for business transformation • Internationally recognized R4E stars rating (optional) • Brand building • Implemented in several companies 39
  • 38. New integrated cont. improvement approach advantages / benefits • New concept - convincing hurdles • Top management hands on involvement is a must at least in initial stages • Significant resource requirements in terms of time, finance, training, software, etc 40
  • 39. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q q-Maxim 41
  • 40. q-Maxim’s transformational approach overview • The EFQM integrated continual improvement approach explained in the previous slides also forms the basis for q-Maxim’s 2 stage transformational approach (flow chart in next slide ) 42
  • 41. q-Maxin’s 2 stage transformational framework Discuss with Study Assessment & people at all gap analysis information levels, look at based on evidence q-Maxim’s Begin individual proprietary initiatives e.g. Methodology Taguchi DOE for based on EFEM yield & Lean improvement Discuss, Prioritize HOA Report : OFI based 1. Strong points Organization wide OFI list on set 2. OFI, suggestions id#, effort estimate, responsibility criteria resources, timelines confidential 43
  • 42. •Business excellence models- what is it, why •EFQM business excellence model details •EFQM traditional approach based on submission • The new integrated continual improvement approach •q-Maxim’s transformational approach •What next? • contacts, background of founder q-Maxim 44
  • 43. QUESTIONS? DOUBTS? WHAT NEXT? WOULD YOU LIKE TO DISCUSS FURTHER TO BEGIN TRANSFORMATIONAL JOURNEY? CONTACT US FOR DETAILS (DETAILS NEXT PAGE) 45
  • 44. Contacts: Need clarifications OR more detailed information OR preliminary free assessment OR run similar program in your company? q-Maxim Jagadish C.A. (Rao) (profile next slide) Founder, President jagadish.chandra@qmaxim.com qmaxim001@gmail.com +91 9538328704 +91 80 2693 1804 Visit us at : qmaxim.in blog: qmaxim.wordpress.com Note : Contents of this presentation, concepts, data, style are proprietary & confidential in nature and must not be shared with third parties
  • 45. Profile of Jagadish C.A., Founder of q-Maxim • B.Tech (Metallurgical Engg., NIT-K,Surathkal, India, 1st class distinction) • ASQ (American society for quality) certified Six sigma Black belt • ASQ certified Manager of Org. Excellence/ Quality • Certified EFQM assessor extensive experience assessing companies, fashioning transformational roadmap & implementing EFQM model • Juran QI facilitator, Cert. adv. Industrial experimentation, Analytics • ISO 9001:2008,14001,QS-9000 (TS 16949) lead auditor • ~30 years experience in Manufacturing and transactional fields, 5.5 years as management consultant • Rich experience in Quality, process management, R +D, Technology, Cost reduction, Management consultancy. Extensive experience in using advanced methodologies for problem solving and optimization • Extensive exposure/ knowledge of heavy process oriented manufacturing – Aluminium cast house, Steel, Welding, casting, foundry, Metallurgy, etc • Widely travelled – India, north America, Europe, M.E. 47