Excellence One, a web-based

platform for sharing best

practices
* Comprehensive
Welcome to The Learning Platform for
Performance Excellence

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 What are the best
organisations doing to achieve
Excellence?
How do I improve the
performance of my
organisation by applying
management practices?
How can I have direct
contact with others that are
Balanced Scorecard - Zero Defect / Six Sigma - Leading Change - Leading In Crisis
Leading Today - Innovation and Creativity - Leading Teams - TPM - Managing

implementing quality
Partners - Impact on Society - Selecting Partners - Technology Road-Mapping -
Impact on Society - Knowledge Management - Effective Team Working -
Managing an Improvement Team - Creating a Competent Organisation - People
initiatives?
Performance System - Implement Policy Deployment - Strategy Formulation -
Process Based Organisation - Redesigning Key Processes - Customer Focus - Lean
Manufacturing - Product development - Process Management - Supply Chain
 The Core Knowledge

 Access to a comprehensive set of best

practices developed and validated by
some of Europe’s role model
organisations: The Learning Zone
 Access to original ideas and practices
coming from all organisations
committed to achieve Excellence: The
News Zone
 Direct access to peers knowledge and
expertise: The Networking Zone
The Learning Zone

 Over 600 pages on

key management
practices
 Online Self-
Assessment
 Insights from the best
organisations
 More than 70
practical tools
 The News Zone

 Cutting-Edge Quality
Management News
 New articles on the
latest ideas from Award
winning organisations
 Management Practices
from Europe and beyond
 The Networking Zone

 Interact with your peers and a network of

specialists
 Participate in Discussion Forums

 Join a Virtual Community of

Practice
 Request a Benchmarking
Partner
 Your Subscription
Includes:

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One online
 Toolbook with 70 everyday practical
tools
 CD-Rom with learning on the EFQM
Excellence Model
 Online Newsletter highlighting recent
news articles
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The EFQM Excellence
Model,
a set of validated
Management Practices
 EFQM Model & ISO 9000:2000
 An overall management  Guaranteeing a
philosophy supporting a minimum level of
growth strategy quality

 Critical Success Factors  Certificate proving that

for building an industry customer requirements
leader have been taken into
account
 EFQM Model as a movie  ISO 9000 certification as
providing a long term a snapshot showing
view of an organization’s conformity at one point
efforts & progress in time
 Implementation as a
commitment to a never  Implementation as a
ending process well defined project with
limited borders
 EFQM Model & ISO 9000:2000
 A non-prescriptive  An overview of quality
business management requirements and
framework whose prescriptive protocol to
adaptation requires meet these demands
freedom and creativity

 Focus on sustained  Focus on procedures

wealth generation,
continuous
improvement,
satisfaction of
stakeholders and impact
on society and the
environment
 increased focus of ISO
 Helps preparing the
future
and processes and the
need for a relevant
document-based
infrastructure
9000:2000 on PDCA,
customers, processes
and stakeholders
 EFQM Model & ISO 9000:2000
 A quest for Superior  Compliance with a basic
Corporate Performance requirement

 Infuses an organization  Creates a sense of

with challenge and a discipline
sense of excitement and
opportunity

 Substance of  Substance of ISO 9000 is

Organizational quality assurance
Excellence is
Management Practices

 The EFQM Excellence  ISO 9000 is the floor of

Model is the ceiling of the Corporate House
the Corporate House
 A Fundamental Trend
Quality of Quality of Quality of
Products Processes Relationship

80’s 90’s 00’s

Customers

Quality of
Employees Relationship Shareholders

Partners
 Concepts, Approaches,
Tools & Mgt Framework
 Concepts: the way we think about
work
 Approaches: the way we do our
job
 Tools: the way we solve problems
 Management Framework: the
model of how the organisation
achieves success.
 The Rationale

GOOD LEADERSHIP

GOOD STRATEGY

GOOD PROCESSES
supported by good People,
Resources and Partners

GOOD RESULTS
 Organisational Excellence

A customer-driven strategy
 A people-orientated strategy
 About leadership and
management involvement
 A result-orientated strategy
 Corporate Strategy

 I. Ansoff (1918): analytical approach to

business policy for growth and
expansion- gap analysis and MBO-
 The BCG matrix: market share &
growth
 M. Porter (1947): strategy and the
competitive advantage
 G. Hamel and CK Prahalad : core
competencies
 H. Minzberg (1939): strategy as craft
 Corporate Strategy (ct’d)

 David Norton & Robert Kaplan:The

Balanced Scorecard: a strategic and
measurement system that links
strategic objectives to comprehensive
indicators (1993)
 Bridgestone/Komatsu/JUSE: Policy
Management (Hoshin Kanri) a clear
distinction between daily mgt and
breakthrough mgt and deployment
and review process (1980)
 In the EFQM model, How
Policy and Strategy..
 are based on the present and future
needs…
 are based on information from
performance measurement…
 are developed, reviewed and updated
 are deployed through a framework of
key processes
 are communicated and implemented
 People Management & a
Human Relations School
 Mary Parker Follet (1868-1933): creating
situation where people contribute of
their own accord
 D. MacGregor ( 1906-1964): theory X
based on carrot and stick and theory Y
more optimistic.
 A. Maslow (1908-1970): a hierarchy of
needs
 Peter Senge( 1947) : learning
organisation & Scandia : intellectual
capital
 Investor In People: a British
Government initiative in the early 1990s
 People Management in the
EFQM model
 people planning and management
 knowledge and competencies
 people involvement and
empowerment
 communication
 rewarding, recognition and caring
 Business Process
Management

 Motorola and a consortium of US

corporations: Six-Sigma with a
supporting infrastructure, a toolkit
and certification of competencies
 J.Champy and Michael Hammer: Re-
engineering
 Lean manufacturing based on Just-in-
Time
 TPM Total Productivity Management
(JIPM) based on the Overall
Equipment Efficiency
 In the EFQM Model,
How ….
 processes are designed and managed
 processes are improved and innovated
 products and services are designed
and developed
 products and services are produced,
delivered and serviced
 customer relationships are managed
and enhanced
 Management ideas of the
90s
 Process reengineering & management
 Customer Relationship Management
 Supply Chain Management
 Knowledge Management
 Balanced Score card
 Back to Basics

 Elimination of variation: Six Sigma

 Elimination of waste: Lean thinking

 Emerging topics

 Reporting and valuation issues

 Business Continuity Planning
 Repositioning the organisation in the
value chain
 Developing a Robust decision making
process
 Raising white-collar productivity
The EFQM Excellence Model
fit to a new business era
 European Competitiveness
& Leadership ?

 In late 80’s awareness that poorly performing

European business and industry put at risk the
European Society
 Over the last 20 years , European productivity
growth has improved less than our competitors
USA and Asia
 Europe is facing new challenges
• declining population
• growing immigration
• enlargement of Europe
• growing environmental concerns
• globalisation
• speed of technological innovation
• threat from fast growing economies
 A turning point of a
corporate business era?

 A crisis in confidence about

corporations

 The emergence of new societal and

environment corporate issues

 The fundamental transformation of

companies and how they work
 A crisis of confidence
about corporations
 A pervasive business success doctrine aimed at
maximizing the short-term shareholder wealth

 The need for redefining new concepts of

performance
• re-balancing short-term results and long-range
prosperity of the enterprise

• maintaining a more equitable working balance

amongst the claims of the various
stakeholders
 employees
 communities
 customers
 shareholders
 New societal & environmental
corporate issues

 Sustainable Development
• social impact
• ethical impact
• environmental impact
 Corporate Social Responsibility
• part of the overarching framework of
Sustainable Development
 Voluntary & business-driven efforts
• not divorced from the productivity
challenge
• the best route
 Transformation of companies
and work
 New organisational forms enhance flexibility
in production, management, and marketing
since the 1980s
 Knowledge management and new information
technologies became essential to the
performance of organisations
 Shift from a vertical corporation model- with
a traditional division of labour- to an
horizontal model- network oriented
 Rise of professional, managerial and technical
jobs, business services and social services
 The 21st century management challenge: the
productivity of knowledge work and knowledge
worker
 Learning Points
 The convergence of the need for radical
changes in corporate governance and business
ethics, growing social and environmental
concerns and the fundamental transformation
of organisations into network and knowledge
oriented activities mark a new business era.
 The organisational flexibility required for a
successful implementation exceeds the
current abilities of most European
organisations.
 The EFQM Excellence model is one of the
most promising answers.
 Making the leap from
mediocrity to greatness
 Great companies first build a culture of
discipline- disciplined people
• who engage in disciplined thought
• and who take disciplined action -
• and create a business model that fits squarely
 what they can do best,
 a deep understanding of their economic
engine
 and the core values they hold.

• Jim Collins Newsweek April 29,2002

Thank you for your attention