Principles and foundations of EFQM organizational excellence model (Part 2)

efqm" Organizational excellence model : Systematic efforts to establish a framework of standards and processes intended to engage all employees to deliver value in the ...

Table of Contents




Preface:

 The Organizational Excellence Model (EFQM) is a management framework to help organizations drive on their own to excellence and increase competition.

The Certificate of Conformity has not been issued by the Standards Organization (EFQM) but is enforced

(FQM) is a non-profit global membership base with more than 500 members, covering more than 55 countries and 50 industries, and is based in Brussels. Brief history and description of the Excellence Model (EFQM) was introduced in 1992 as a framework for evaluating the organization for the Excellence Award (EFQM) and is currently the most widely used organizational framework in Europe. Released in 2010. The model is a non-prescriptive framework, not a key metric. There are five criteria of empowerment (leadership, policy and strategy, people, participation and resources and processes) and four criteria of “results” (customer results, employee results, community results, and key performance results). The “capable” criteria are the coverage of what the organization addresses. The “results” criteria are the coverage of what the organization achieves.

Principles and foundations of EFQM organizational excellence model (Part 1)

6- Nine criteria of organizational excellence model

Organizations need a special and appropriate tool for self-assessment and self-assessment with other organizations and have a management structure that excellence models have this feature.
This model has nine criteria. Five empowerment criteria: leadership, policy and strategy, employees, partnerships and resources, processes, and four outcome measures: customer results, employee results, community outcomes, and key performance outcomes. They cover and are the factors that enable the organization to achieve excellent results, and the criteria of results are the results that an organization achieves and express the achievements of the proper implementation of the enablers.

The Organizational Excellence Model (EFQM)
The Organizational Excellence Model (EFQM)

6-1- Leadership:

Superior leaders formulate the organization’s ideals and missions and facilitate their achievement. They create the values and systems desired for the sustainable success of the organization and implement them with their appropriate actions and behaviors. Transform the organization and encourage employees to follow it.

6-1-1- Leaders create the mission, mission, values, and ethics of the organization and are the model of the culture of excellence in the organization.

It can include the following:

• Creating and developing organizational mission, ideals, and culture
• Creating, developing, and modeling values, organizational ethics, and social responsibilities to support an organizational culture
• Review and improve the effectiveness of personal leadership behaviors
• Active participation in improvement activities
• Encourage empowerment (creativity), creativity, and innovation, for example through organizational restructuring, investment in education, and improvement activities
• Encourage, support, and act on the findings of learning activities
• Prioritize improvement activities
• Encourage and encourage cooperation within the organization

6-1-2- Participation To ensure the creation and use of management systems and their continuous improvement, participate in person.

It can include the following:
• Align the structure of the organization to support the implementation of policy and strategy
• Provide transparent owners for processes
• Ensuring the establishment and implementation of a process for the development, implementation, and updating of policies and strategies
• Ensuring the creation and establishment of a process for effective management of the organization
• Ensure the establishment and implementation of a process to measure, review and improve key outcomes
• Ensuring the establishment and implementation of a process or processes to encourage, identify, plan and implement improvement programs to empower approaches, for example through creativity, innovation, and learning activities.

6-1-3- Leaders interact with customers, business partners, and community representatives.

It can include the following:

• Meet, understand and meet needs and expectations
• Establishing and participating in business partnerships
• Establish joint improvement activities and participate in them
• Appreciation of stakeholders for cooperation in business, loyalty, etc.
• Participation in professional forums, conferences, and seminars, especially those related to the promotion and protection of excellence
• Promoting, supporting, and participating in activities aimed at improving the global environment and the organization’s cooperation with society or with respect for the rights and interests of future generations

6-1-4- Leaders strengthen the culture of excellence among the employees of the organization.

It can include the following:
• Understand staff’s mission, ideals, values, policies, and strategies, plans, goals, and objectives
• Available to employees Actively and inspiringly listen to them, unite them and be accountable to them.
• Helping and supporting employees to achieve their plans, goals, and objectives
• Motivate and empower employees to participate in improvement activities
• Timely and appropriate appreciation of individual and team efforts at all levels of the organization
• Promote and encourage equal opportunities and distinctions

6-1-5- Leaders identify and support organizational change

It can include the following:
• Understand the internal and external stimuli of organizational change
• Identify the required developments in the organization, including the organizational model and its external relations
• Leadership the creation of transformation programs
• Creating confidence and investing and allocating resources and supporting change
• Risk management and providing an overview of transformation plans
• Ensuring the effective implementation of developments and stakeholder management
• Understanding organizational changes and the reasons for their application to employees and other stakeholders
• Support and empower staff in transformation management
• Measuring and reviewing the effectiveness of developments and knowledge exchange

6-2- Criterion Two: Policy & Strategy

Transcendent organizations carry out their mission and aspirations by creating and formulating a strategy that focuses on the interests of stakeholders, taking into account the market and the sector in which they operate. Policies, plans, goals, and processes are formulated and implemented in order to implement strategies.
6-2-1- The policy and strategy are based on the needs and expectations of the present and future stakeholders.
It can include the following:
• Gather and understand information to determine the markets and market segments in which the organization operates now and in the future
• Identify, understand and anticipate the current and future needs and expectations of stakeholders including customers, employees, community partners, and stakeholders
• Identify, understand and predict the development of the market situation, including the activities of competitors.

6-2-2- Policy and strategy are based on information obtained from performance measurement, research, learning, and external activities.

It can include the following:
• Analyze output from internal performance entities
• Analyze the output of learning activities
• Analyze the external image of the organization and data related to brand awareness
• Analyze the performance of competitors and the best organizations in the same category
• Analyze data related to the core competencies of actual and potential business partners
• Analysis of short-term and long-term data on social, environmental, safety, and legal issues
• Analyze impact data and products and services throughout their life cycle
• Identify and understand economic and statistical demographic indicators
• Data analysis to determine the impact of technology and new business models on the performance of the organization.

6-2-3- Policies and strategies are created, reviewed, and updated.

It can include the following:
• Creating, reviewing, and updating policies and strategies consistent with the mission and organizational ideals and concepts of excellence
• Balancing the needs and expectations of short-term and long-term stakeholders
• Assess risks and identify ways to deal with them
• Identify present and future competitive advantages
• Identify core needs and capabilities for partnerships and agreements in order to implement the policy and strategy
• Re-emphasis on presence in current markets or the need to change the market approach
Align the organization’s strategy with business partners and allies
• Identify critical success factors
• Align and continuously develop social and environmental standards with business partners
• Evaluate appropriateness and effectiveness and policy and strategy

6-2-4- Policy and strategy are understood and implemented through the framework of key processes.

It can include the following:
• Identify, design, and understand the framework of key processes required to implement the organization’s policy and strategy
• Explain the policy and strategy to stakeholders and assess their awareness of it
• Align, prioritize, agree, implement and communicate plans, goals and objectives, and pursue achievements
Establish extensive reporting mechanisms throughout the organization to track progress.

6-3- Criterion three: Employees (People)

Transcendent organizations manage, develop, and utilize the full potential of their employees at the individual, team, and organizational levels. They promote justice and equality, involve employees in affairs, and delegate authority to them. These organizations pay attention to their employees, communicate with them and encourage and appreciate them in a way that motivates and commits them to use their skills and knowledge for organizational benefits.

6-3-1- Human resources are planned, managed, and improved.

These benchmark components can include the following:
• Develop and develop human resource policies, strategies, and programs
• Involvement of employees and their representatives in the creation and development of policies, strategies, and human resource planning
Align human resource programs with policy, strategy, organizational structure, and key process frameworks
• Recruitment management, career development, and succession planning
• Promote and ensure justice in all employment conditions, including policies, strategies, and programs to create equal opportunities.
• Use staff surveys and other feedback methods to improve human resource policies, strategies, and programs.
• Use innovative organizational methods to improve work methods, such as supply chain reorganization and flexible teamwork.

6-3-2- Knowledge and competence of employees are identified, developed, and maintained.

These benchmark components can include the following:
• Identity, categorize and adapt employees’ knowledge and competencies to the needs of the organization
• Create, develop and use training and development programs to ensure staff compliance with current and future organizational capabilities
• Develop, guide, and educate all individuals to assist in research and achieve all their potential
• Design and promote the individual, team, and organizational learning opportunities
• Employee development through work experience
• Develop teamwork skills
• Align individual and team goals with the goals of the organization
• Review and update individual and team goals
• Evaluate employee performance and help them improve their performance

6-3-3- Employees are given participation and empowerment.

These benchmark components can include the following:
• Encourage and support individual and team participation in improvement activities
Encourage and support staff participation, for example by attending in-house conferences, events and social projects
• Create opportunities to encourage participation and support innovative and creative behaviors
• Managing managers in order to create, develop and establish employee empowerment lines in carrying out their activities
• Encourage employees to work together as a team

6-3-4- Employees and the organization have a conversation.

These benchmark components can include the following:
• Identify communication needs
• Create and develop communication policies, strategies, and programs based on communication needs
Create, develop and use top-down, bottom-up, and horizontal communication channels
• Identify and ensure opportunities to exchange experiences and knowledge
6-3-5- Employees are rewarded, appreciated, and paid attention to.
These benchmark components can include the following:
• Align payments, reshuffle, downsizing and another hiring with policy and strategy
• Appreciate employees for maintaining their participation and empowerment
• Raising awareness and participation in health, safety, environmental, and social responsibility issues
• Determine benefit levels such as retirement plans, child health care
• Identify, pay attention to, differentiate, and differentiate in cultural fields in order to promote cultural and social activities
• Provide resources and services that meet legal requirements and in some cases go beyond these requirements.

6-4- Criterion Four: Partnerships & Resources

Outstanding organizations, external partnerships, and business partnerships plan and manage their internal suppliers and resources to support their policies and strategies and the effective implementation of their processes and programs.

6-4-1- External partnerships are managed.

These benchmark components can include the following:
• Identify key opportunities for organizational and social partnerships in line with the organization’s policy, strategy, and mission
• Structuring partnerships and relationships with suppliers in order to create and maximize value
• Forming supply chain partnerships to create added value for customers
• Identify and align the competencies of business partners and support bilateral development and ensure cultural compatibility and knowledge exchange with partner organizations
• Creating and supporting innovative and creative thinking through the use of partnerships
• Collaborate with each other to improve processes and create value in the customer/supplier chain

6-4-2- Financial resources are managed.

These benchmark components can include the following:
• Establish the development and implementation of financial strategies and processes in order to use financial resources in support of macro policy and strategy
• Designing a planning and reporting system to meet the financial expectations of stakeholders throughout the organization
• Determining and establishing reporting mechanisms
• Evaluate the amount of investment and withdrawal of capital from tangible and intangible assets
• Using financial parameters and mechanisms to ensure the efficiency and effectiveness of the specialized resource structure
• Develop and introduce financial resource management methodologies at all appropriate levels of the organization
• Establishing and establishing the central processes of the organization at all appropriate levels

6-4-3- Buildings, equipment, and materials are managed.

These benchmark components can include the following:• Create and develop strategies to manage buildings, equipment, and materials in support of the organization’s policy and strategy
• Manage the maintenance and use of assets to improve their performance throughout the life cycle
• Asset security management
• Measuring and managing any detrimental impact and assets of the organization on the community and employees (including ergonomics, health and safety issues)
Use resources appropriately and environmentally friendly during the cycle of a product
• Optimize material inventories
• Optimize the use of public services (such as telephone, electricity and)
• Waste reduction and recycling
• Minimize any detrimental effects of products and production processes and services
• Optimize transportation usage

6-4-4- Technology is managed.

These benchmark components can include the following:
• Create and develop management and technology strategies that support the organization’s policy and strategy
• Identify and evaluate alternative and new technologies in line with policy and strategy and their impact on community business
• Technology investment management, including identifying and replacing obsolete technologies
• Utilization and full utilization of innovative and environmentally friendly technologies (saving energy and resources, minimizing waste and pollution, encouraging recycling and reuse)
• Use of communication and information technologies to support and improve the effective operations of the organization
• Use technology to support improvement.

6-4-5- Information and knowledge are managed.

These benchmark components can include the following:
• Create and develop a strategy to manage information and knowledge in a way that supports the policy and strategy of the organization
• Identify the information and knowledge needs of the organization
• Collecting, structuring, and managing information and knowledge in support of policy and strategy
• Provide optimal access for users inside and outside the organization to information and knowledge related to them
• Use of information technology to support intra-organizational communication and knowledge and information management
Ensure and improve the credibility, integrity, and security of information
• Proper cultivation, development, and protection of proprietary intellectual property to record value for the customer
• Search to acquire, enhance and use knowledge effectively
• Creating creative and innovative thinking in the organization using relevant information resources and

knowledge6-5- Criterion Five: Processes

Outstanding organizations design, manage and improve their processes in order to achieve complete satisfaction and create added value for customers and other stakeholders.

6-5-1- Processes are systematically designed and managed.

It can include the following:
• Organizational process design, including the key processes required to implement the policy and strategy
• Identify stakeholders, processes, and management of common issues within the organization and external partners, in order to effectively and efficiently manage related processes
Establish a process management system
• Apply system standards to cover systems such as quality management systems, environmental systems, and occupational safety and health systems in process management.
• Use process indicators and set performance goals
• Review the effectiveness of the process framework in implementing the policy and strategy

 

6-5-2- Processes are improved if necessary, by using innovation in order to obtain complete satisfaction and create increasing value for customers and other stakeholders.

It can include the following:
• Identify and prioritize opportunities for improvement and other changes, including gradual and leap changes
• Use of functional and perceptual results and information obtained from learning activities in order to improve priorities and goals and improve operational methods.
• Encourage the emergence of creative and innovative talents of employees, customers, and business partners in gradual improvements
• Discover and apply new process designs, operating philosophies, and empowerment technologies
Establish appropriate methods for establishing change
Experimental implementation and control of the deployment of new or modified processes
• Inform all relevant stakeholders of process changes
• Ensure that staff are trained to implement new or modified processes prior to deployment
• Ensure that process changes achieve the expected results

6-5-3- Products and services are designed and created based on customer needs and expectations.

It can include the following:
Use market research, customer surveys, and other feedback to meet customer needs and expectations for products and services
• Predict and identify improvements aimed at improving products and services to meet the future needs and expectations of customers and other stakeholders
• Design and create new products and services with the cooperation of customers and partners in order to create added value for customers
• Understand and predict the impact and capabilities of new technologies on products and services
• Create new products and services for the current established market and access other markets
• Employing the creativity, innovation, and key competencies of employees within the organization and business cooperation outside to design and create competitive products and services.

6-5-4- Products and services are produced, delivered, and supported.

It can include the following:
• Production or supply of products and services, in line with design and development
• Marketing and informing the value created and selling products and services to actual and potential customers
• Delivery of products and services to customers
• Provide better service products and services including recycling services and products if needed.

6-5-5- Communication with the customer is managed and strengthened.

It can include the following:
• Determine and meet the daily communication needs of customers
• Handle feedback received from daily communication with customers
• Prospective partnerships with customers to exchange views and meet their needs, expectations, and interests
• Tracking and reviewing sales, support, and other contacts in order to determine the level of customer satisfaction with products, services, and other processes related to customers in the field of sales and support
• Strive to maintain creativity and innovation in sales and customer support relationships
• Partnership with value-added customers in the supply chain
• Using regular surveys and other structured methods, collecting data in daily contacts with customers in order to determine and strengthen the level of customer relationship satisfaction
• Advise customers to use products responsibly

6-6- Criterion Six: Customer Results

Outstanding organizations comprehensively measure and achieve important results in relation to their customers. This determines what the organization achieves in relation to its external customers.

6-6-1- Perceptual scales

These scales reflect the customers’ perception of the organization. For example, customer surveys, sample groups, vendor rankings, ratings, and complaints are obtained.
Due to the nature of organizations of these scales can include the following:
• Organizational image • Accessibility • Communication • Transparency • Flexibility • Futuristic behavior • Accountability • Products and services • Quality • Value • Reliability • Design innovation • Delivery • Environmental aspects • Sales and after-sales support • Capabilities And Employee Behavior • Advice and Support • Technical Documentation Texts Prepared for Customers • Complaints Management • Product Usage Training • Response Time • Technical Support • Warranty and Provision • Loyalty • Resolve Decision • Willingness to Purchase Other Organizational Products and Services • The desire to introduce and recommend the organization to others

6-6-2- Performance indicators

These indicators are internal indicators that are used by the organization to monitor, understand and predict and improve the performance of the organization and predict the perception of external customers.
Depending on the nature of the organization, examples of these scales could include the following:
• Organization image • Number of customer and nomination letters of appreciation for awards • Press coverage • Products and services • Competitiveness • Defects, error and return rates • Verification seals and labels • Provision of warranty and guarantee • Complaints • Logistic indicators • Cycle Product life • Design innovation • Product launch time • Sales and after-sales support • Demand for training • Complaints handling • Response rate • Loyalty • Communication duration • Effective recommendations • Frequency/value of orders • Value of communication duration • Number of complaints and appreciations • New or lost businesses • Customer retention

6-7- Criterion Seven: Results People

Transcendent organizations comprehensively measure and achieve important outcomes related to their employees. This determines what results the organization achieves in relation to its human resources.

6-7-1- Perceptual scale

These scales reflect the employees’ perception of the organization. For example, through structured surveys, sample groups, interviews, and evaluations.
Depending on the nature of the organization, examples of these scales could include the following:
• Motivation • Communication • Empowerment • Equal Opportunities • Leadership Participation • Learning and Success Opportunities • Acknowledgment • Setting Goals and Evaluations • Organizational Values, Mission, Ideal, Policy and Strategy • Training and Development • Satisfaction • Organizational Affairs • Employment Conditions • Facilities and Services • Safety and Health Conditions • Job Security • Salaries and Benefits • Partner Relations • Transformation Management • Organizational Policy and Impact • Organizational Role in Society • Workplace Conditions

6-7-2- Performance indicators

These indicators are internal indicators that are used by the organization to monitor, understand, predict and improve the performance of employees and predict their perception.
Depending on the nature of the organization, examples of these scales could include the following:
• Achievements • Competencies required by the organization compared to competencies required • Productivity • Success rate of staff training and development in achieving goals • External awards and letters of appreciation • Motivation and participation • Participation in improvement teams • Participation in the system Suggestions • Levels of training and development, measurable benefits of teamwork • Appreciation of individuals and teams • Rates of staff surveys • Satisfaction • Levels of absenteeism and illness • Accident rates • Complaints • Hiring process • Rates of recruitment and staff loyalty • Strikes • Utilization of facilities and benefits created by the organization • Services provided to the organization’s staff • Accuracy in the administrative affairs of the staff • Speed of responding to requests • Evaluation of training

6-8- Criterion Eight: Results Society

Transcendent organizations comprehensively measure and achieve important community-related outcomes.
Here’s what the organization achieves in relation to the local, national and international community.

6-8-1- Perceptual scale

These scales reflect the community’s perception of the organization. For example, they are obtained through polls, reports, articles, the press, public gatherings and community representatives and government officials. Some scales, which are proposed as perceptual scales, can be plotted in performance indicators and vice versa.
Depending on the nature of the organization, examples of these scales could include the following:
• Organizational image • Answering calls • As an employer • As a responsible member of the community • Performing as a responsible citizen • Disseminating information related to the community • Creating equal opportunities • impact on local, national and global economy • Communicating with officials Related • Ethical Behavior • Participate in the local community in which the organization operates • Participate in education and training • Participate in professional associations in related activities • Support welfare and health care • Support sports and leisure activities • Volunteer and humanitarian work • Reduce and prevent annoyance and damage caused by the organization’s operations or during the life cycle of products and services • Health hazards and accidents • Unpleasant odor • Risks (safety) • Pollution and release of toxins • Supply chain analysis • Performance evaluation Environmental and product life cycle assessment • Reporting activities to help conserve and sustain resources • Choosing shipping methods • Environmental consequences • Reducing and eliminating waste and packaging • Replacing raw materials and other inputs • Using services General such as gas, water and electricity • Recycling

6-8-2- Performance indicators

These indicators are internal indicators that are used by the organization to monitor, understand, predict and improve the performance of the organization and predict the perception of society.
Depending on the nature of the organization, examples of these scales could include the following:
• Managing changes in employment levels • Dealing with official authorities on issues such as certification, approvals, import or export, scheduling, product clearance, letters of appreciation, and awards received • Exchange of information related to best practices in the field of social responsibility, audits and reporting To the community.

6-9- Criterion nine: Results Performance Key

Transcendent organizations comprehensively measure and achieve important outcomes related to key policy and strategy elements.
This determines what the organization achieves in relation to its planned performance.

6-9-1- Key performance achievements

These indicators are the key outcomes defined by the organization that has been assigned to the organization’s policy and strategy. Depending on the nature and goals of the organization, some of the scales mentioned in the Key Performance Achievements Guide can be used in key performance indicators and vice versa.
Financial achievements can include the following:
• General and market-related data (sales, prices, stocks, dividends, etc.) • Profitability (gross profit margin, earnings per share, earnings before interest and taxes, margins, etc.) • Information related to Investments and assets (return on investment, return on net assets, return on investment, etc.) • Budget performance (performance throughout the organization or a single budget)
Non-financial gains can include the following:
• Market share • Time to introduce products or services to the market • Success rate • Volume • Process performance

6-9-2- Key performance indicators

These indicators are operational indicators that are used to monitor and understand processes and predict possible improvements in key performance gains.
Depending on the nature of the organization, examples of these scales could include the following:
• Financial • Cash flow • Depreciation • Maintenance costs • Project costs • Credit • Non-financial • Processes (performance, evaluations, innovations, cycle organization) • External resources including contributions (supplier performance, number, And value-added of partnerships, number, and value as a result of joint improvements with business partners) • Buildings, equipment, and materials (defect rates, inventory turnover, usage) • Technology (innovation rate, value of intellectual property, patents, ownership ) • Information and knowledge (accessibility, integrity, value of intellectual capital).

About KSRA

The Kavian Scientific Research Association (KSRA) is a non-profit research organization to provide research / educational services in December 2013. The members of the community had formed a virtual group on the Viber social network. The core of the Kavian Scientific Association was formed with these members as founders. These individuals, led by Professor Siavosh Kaviani, decided to launch a scientific / research association with an emphasis on education.

KSRA research association, as a non-profit research firm, is committed to providing research services in the field of knowledge. The main beneficiaries of this association are public or private knowledge-based companies, students, researchers, researchers, professors, universities, and industrial and semi-industrial centers around the world.

Our main services Based on Education for all Spectrum people in the world. We want to make an integration between researches and educations. We believe education is the main right of Human beings. So our services should be concentrated on inclusive education.

The KSRA team partners with local under-served communities around the world to improve the access to and quality of knowledge based on education, amplify and augment learning programs where they exist, and create new opportunities for e-learning where traditional education systems are lacking or non-existent.

Website | + posts

He was born in 1981 in Tehran. He is a graduate of Industrial Engineering from Tehran Polytechnic University. His experience and knowledge in the field of project management and production management.

QHSE manager at MAPNA Group (TABASOM) | Website | + posts

Ali karimi pashaki was born in lahijan
and holds a PhD in Natural Resources Engineering - Environmental Pollution

QHSE Manager ( TABASOM) at MAPNA
Group.
More than 20 years of experience in HSE(health, safety and environment ) and (QC quality control ) management in the field of oil and gas (upstream and downstream), power plants, and medical equipment.
Education: Ph.D in natural resources engineering _environmental pollution
Ms degree in HSE management system
Bs degree in occupational health engineering
Experience:
- QHSE manger & project manager MAPNA group 4 years
- HSE manger MAPNA group ( OGDC ) 6 years
- HSE manger MAPNA Group neyerperse 3 years
- HSE manager MAPNA GROUP oil project 4
- HSE manager Power plant 4 years
- Head of Occupational heath center of health (delijan) 9 years

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