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Improving organisational performance – your journey to excellence . Andrea Cross 24 January 2013. Domestics . Workshop objectives . By the end of the event you will be able to: Describe the 9 areas of the EFQM Excellence Model Understand how the Model can be used

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slide1

Improving organisational performance – your journey to excellence

Andrea Cross

24 January 2013

workshop objectives
Workshop objectives

By the end of the event you will be able to:

  • Describe the 9 areas of the EFQM Excellence Model
  • Understand how the Model can be used
  • See how other standards link to the Model
  • Explain “RADAR”
  • Carry out a simple assessment against the Model
exercise
Exercise
  • What makes an excellent organisation?
what is excellence
What is excellence……

Visionary and inspirational leadership

Harnessing creativity and innovation

Intimate understanding of customers

Adding value for customers

Succeeding through the talent of people

Creating a sustainable future

Value adding partnerships

Managing by processes and facts

slide6

EFQM Excellence Model

Enablers

Results

People Results

People

Leadership

Processes, Products & Services

Strategy

Customer Results

Business Results

Society Results

Partnerships & Resources

Learning, Creativity & Innovation

slide7

EFQM Excellence Model

People Results

People

Leadership

Processes, Products & Services

Strategy

Customer Results

Business Results

Society Results

Partnerships & Resources

slide8

Enablers…criterion parts

1. Leadership

2. Strategy

3. People

4. Partnerships & Resources

5. Processes

4a.

4b.

4c.

4d.

4e.

2a.

2b.

2c.

2d.

3a.

3b.

3c.

3d.

3e.

5a.

5b.

5c.

5d.

5e.

1a.

1b.

1c.

1d.

1e.

24 Criterion parts

slide9

People…criterion parts

3a. How people resources are planned, managed & improved

3b. How people’s knowledge & competencies are identified, developed & sustained

3c. How people are involved & empowered

3d. How people communicate effectively throughout the organisation

3e. How people are rewarded, recognised & cared for

slide10

Criterion part 3d …this may include

  • Identifying communication needs
  • Developing communications policies, strategies & plans based
  • on needs
  • Developing & using top down, bottom up & horizontal channels
  • Sharing best practice & knowledge

HOW?

balanced set of measures
Balanced set of measures

Customer Results

Perception Measures

Performance Indicators

People Results

Perception Measures

Performance Indicators

Society Results

Perception Measures

Performance Indicators

Business Results

Business Outcomes

Business Performance Indicators

exercise1
Exercise
  • What results should an “excellent” organisation measure ?
results
Results

Establishes a set of robust

and resilient measures

Shows what the organisation achieves in relation to planned performance

Realistic targets are established

Benchmarks are used to drive improvement

Leaders use information to improve organisation performance

slide14

IIP – contribution towards

excellence

Leadership

People Results

60%

People

50%

Performance Results

Processes etc

Strategy

Customer Results

30%

15%

Society Results

Partnerships & Resources

35%

25%

15%

Enablers

Results

slide15

ISO 9000 – contribution

towards excellence

People Results

People

10%

Leadership

Processes etc

Performance Results

Customer

Results

Strategy

10%

25%

Partnership & Resources

Society Results

20%

40%

10%

Enablers

Results

model uses
Model uses
  • For judging “Excellence Awards”
  • Organisational continuous improvement tool – internal use
  • Organisational continuous improvement tool – external validation
  • As a standard- Investors in Excellence
slide17

Weighting within the model

Enablers

50%

Results

50%

3

5

7

9

1

People Results

People

Leadership

10%

10%

Processes, Products & Services

2

6

Strategy

Customer Results

Business Results

10%

15%

4

8

Society Results

Partnerships & Resources

10%

10%

10%

15%

10%

Learning, Creativity & Innovation

radar logic
RADAR logic...

Determine

Results required

Assess and Refine

approaches and

their deployment

Plan and develop

Approaches

Deploy

Approaches

slide19

Drive Pro-active working

Doing the right things badly

Doing the right things well

What you do

Doing the wrong things badly

Doing the wrong things well

How you do it

scoring expectations
Scoring expectations

Typical scoring ranges……

  • 350 – 400 – Investors in Excellence standard
  • 375 – 450 – Regional Finalist (Midlands Excellence Awards)
  • 450 – 550 – Regional Winner
  • 550 – 650 – National Winner
  • 650 – 750 – European Winner
  • These are illustrative only as becoming a finalist or winner will depend on the competition!
efqm does it work
EFQM - Does it work ?

5 year European study revealed companies using Excellence Model out performed their industry median by:

  • 79% profit per employee
  • 76% greater return on assets
  • 76% higher profit margin
workshop objectives did we meet them
Workshop objectives – did we meet them?

By the end of the event you will be able to:

  • Describe the 9 areas of the EFQM Excellence Model
  • Understand how the Model can be used
  • See how other standards link to the Model
  • Explain “RADAR”
  • Carry out a simple assessment against the Model
diary dates
Diary dates
  • 6 February – Sub- contractor mandatory event
  • 26 February – Safeguarding for Designated Person LSIS Event
  • 28 February 24+ Learner Loan
  • 8 March Effective Health & Safety
  • 19 March Networking & Communications Event
  • 25& 26 March Consultative Selling LSIS Event
useful websites
Useful websites
  • www.investorsinexcellence.com
  • www.bqf.org.uk
  • www.efqm.org