RADAR Technique

Implemented by Group 5:

Eslam Samir Elsbaaei (19222107)

Eslam Al Sayad (18225377)
Khaled Elkhateeb (20221421)
Presented to: Ihab Moustafa Ibrahim (20221429)
Dr. Ashraf Labib Moamed Talha (20221242)
 RADAR Technique

CONTENT
o Concept of EFQM Model
o RADAR Technique
o RADAR Technique Scoring
o EFQM Excellence Model Criteria
o FEQM Fundamental Concepts:
Concept of EFQM Model
European Foundation for Quality Management (EFQM) Excellence
Model.

EFQM Excellence model is a non-prescriptive framework for

continuous quality improvement that can be used by any kind of
organization, regardless of sector, size, structure, or maturity. The term ‘excellence’ is used because the Excellence Model
focuses on:
(1) What an organization does?
The essential elements that constitute the EFQM are the fundamental
(2) What an organization could do?
concepts of excellence. to provide an excellent service or product to its customers,
service users or stakeholders
EFQM Excellence Model is one of the self-assessment tools helping
companies in regularly questioning their own activities and results of
activities and determining strong and weak points.

Five Versions is present for EFQM (1991, 1999, 2003, 2010 2013).
 European Foundation for Quality Management (EFQM) Excellence
EFQM Model Model.

The aim of this study is to investigate the relation

between results of basic performance, leadership,
partnership and resources, and process parameters of a
company operating manufacturing industry.

EFQM Excellence Model is a practical tool that
indicates the position of business organizations on
excellence path helps them to determine their
shortcomings and encourages appropriate solutions.
The term ‘excellence’ is used because the Excellence Model
focuses on:
(1) What an organization does?
(2) What an organization could do?
to provide an excellent service or product to its customers,
service users or stakeholders

EFQM Excellence Model was presented as an outline

framework at the beginning of 1992 for the
organizations that assess European Quality Award.

The aforementioned model is now used widely as an

organizational framework in Europe and provides a
basis for both national and regional quality awards as
well.
 Concept of EFQM Model
The prominent theme of the model is customer satisfaction,
employee satisfaction and excellent business results in
society.
Based on fact that numerous approaches may exist in order
to carry out sustainable excellence at all dimensions that are
related to performance (Comprehensive + Dynamic).
EFQM Excellence Model is based the statement “Excellent
results reflecting on performance, clients, employees and
society can be achieved with aid of an appropriate
understanding of policy and strategy, employees, resources
and processes.
•Excellence is not a theory.
It is necessary that the evidence concerning performance at
fundamental field of activities and processes are available.
The evidence is not limited to financial results indicating past
performance. Among evidence is customer satisfaction and
loyalty, employee motivation and competence, measured
excellence result concerning society loyalty as well.
EFQM Excellence Model always updates the model by
gathering inputs of the best applications that are executed
inside and outside Europe. Thus, the model is being dynamic
and provides current views about the management.
Accordingly, the model was reviewed four times in 1997,1999,
2003 and 2010 and current information and new approaches
were enhanced. As a result of the review in 1999, the model
was named “EFQM Excellence Model”
 RADAR Technique
EFQM Model has a logic called RADAR in its heart (as seen in
Figure).

RADAR is a dynamic assessment framework and powerful tool

management that provides a structural approach for the purpose of
examining the performance of any organization.

RADAR states that an organization must take the followings into

consideration:
 Determine the results; it is aiming for assessment consider trends,
targets, comparisons, causes and scopes.
 Plan and develop an integrated set of sound approaches to attain the
results.
 Deploy approaches in a systematic way.
 Assess and review the approaches by monitoring and analyzing the
results achieved.
RADAR Technique
As seen in Figure. RADAR Scoring Matrix is composed of these
components and elements:
- Results
- Approach
- Deployment
- Assessment
- Review
 RADAR Technique
Trend

Target

Results: Benchmarking

Causality
 Result dimension indicates what an organization has
obtained. Scope

 In an organization having reached excellence, the results

must always indicate positive tendency and/or a good
performance

 The targets must become appropriate and reachable; the

performance must become high when comparing to other
organizations;

 All results must be emerged from the approach. In addition

to these, the results must contain relevant areas and
activities.
Results:

Trend

Show the data obtained from the measurement processes of the results at successive time periods, allowing comparison
between these results and an estimate of the extent of their improvement or decline during this period.

Evaluation: The pattern of results is positive when there is a continuous improvement in the results and/or stability
in the positive results.

Target

The goal/objective or performance indicator that the organization seeks to achieve through the application of a certain
methodology, process or procedure.

Evaluation: The extent to which the results of the objective or indicator are achieved. The suitability of the
objective or indicator set (realistic, ambitious and challenging).
Results:

Benchmarking

Benchmarking / inter-comparison of the achieved results with corresponding results of the best organizations in the field
being compared.

Evolution: Compare the results with those of similar and distinguished institutions locally and globally.
Comparative analysis and determination of the institution's position in relation to those institutions

Causality

Organizations diagnose the causal relationship between the achieved results and the approaches and activities that cause
them.

Evaluation: The extent to which the organization relates the results to the approaches that cause them and to
identify improvement and development opportunities
Results:

Scope

Extent of coverage of the results of all areas and aspects related to the organization of services, products and relevant
categories.

Evaluation:
 The results cover all areas, measures and indicators related to the organization.
 The results are categorized into all targeted units, services, groups and sectors.

RADAR Technique
Approach:
 The approach contains what and why an organization
plans.
 In an organization having reached excellence, the approach
must become well based; that is it is expected that the
approach must be set a clear basis.
 It must become well-defined and have the developed
processes and focus on shareholder’s requirements clearly
and become integrated.
 On the other hand, it must comply with the policy and
strategy of organization as well as becoming associated
with other approaches.
Soundness:
• The logic in the approach used is clear and
specific to the methodology, specific and clear
work procedures and mechanisms
• The approach focuses on the needs of
customers and stakeholders
Integration:
• The extent to which the methodology
supports policy and strategy
• The extent to which the methodology is
interconnected with other methodologies
 Documented and established approach for doing the work.
 The approach ensures continuity and is not dependent on people.
 The approach supports policy and strategy.
 The approach is holistic, logical, flexible and interconnected.
 The approach focuses on the needs of the dealers.
 The approach contains specific procedures and responsibilities,
within a time schedule.
 The approach ensures effective and efficient implementation.
 The approach is measurable and trackable.
 The approach ensures continuous review and update.

RADAR Technique
Deployment
 The deployment contains what an organization does in
order to actualize its approach.
 In an organization having reached excellence, it is expected
that the approach is carried out systematically for relevant
areas.
Implementied
• The extent of the actual application of the
methodologies and methods documented
within the methodology.
• Evaluation: Apply the methodology in a
holistic manner, horizontally and vertically,
within all departments and administrative
units and at all organizational levels and
categories of stakeholders.
Systematic
• Apply documented methodologies in a
consistent, orderly, and continuous manner
without dependency on people.
• Evaluation: The methodology is applied in a
systematic manner, and implementation
mechanisms are documented and planned,
and are carried out in a sound, consistent and
continuous manner, in a manner that ensures
the effectiveness of the application of the
methodology.
 RADAR Technique

Measurement

Assessment and Review: Learning

Improvement

 This dimension contains an organization’s approach and

what it does so as to assess and review the deployment of
approach.

 In an organization having reached excellence, it is expected

that approach and its deployment are measured regularly
and learning activities are performed.

 As a result of these two activities, enhancement practice of

obtained information is determined. The priorities related
to this issue are determined and the approach is used so as
to plan and carry out enhancement.
Assessment and Review:

Measurement

Measuring the effectiveness of the methodologies used and the effectiveness of their application and measuring the
extent to which the desired results are achieved.

Evaluating the effectiveness of the review and “evaluation”:

• Periodic measurement of the effectiveness of the methodologies and methods used
• Periodic measurement of the effectiveness of applying methodologies in
• Achieving targeted results
• Appropriate measurement methods for the achieved results

Learning
Extent to use different learning activities (intercomparison, self or external evaluation, management review meetings,
audit) to identify appropriate opportunities for improvement.

Evaluation: Use learning activities and outcomes to learn about Best practices followed and identification of
appropriate improvement opportunities.
Assessment and Review:

Improvement

Analyzing the outputs derived from the means of measurement and information extracted from the various learning
activities for use in the improvement and development processes.

Evaluation: The extent to which the outcomes of assessment, measurement, and learning activities are analyzed to
identify areas for improvement, prioritize, plan, and implement improvements
RADAR Technique Scoring
Each component of RADAR Scoring Matrix must be associated with
sub-criteria of “Input” at EFQM Excellence Model in Figure and
“Results” criteria must be associated with sub-criteria of “Result”.

When an organization is scored in accordance with RADAR, a separate

weight coefficient is used for each criterion in order to determine total
score. These weight coefficients were first determined as a result of
extensive agreement all over the Europe in and the weight coefficients
are regularly reviewed by EFQM and the weight coefficients being
valid as 0f 2010 are shown in Figure.

In general, criterion weight coefficients are distributed to sub-criterion

equally. The score is given for each sub-criterion out of 100 points by
using RADAR assessment table that is the first step of scoring. This
scoring is carried out by taking dimensions and elements of RADAR
table being related to criteria.

As a consequence of putting these scores given out of 100 points in

relevant parts of summary table, total scoring is calculated out of 1000
points.
 RADAR Technique Scoring

Enables Results

Inputs Weighting Results Weighting

Leadership (10%) 100 points Customer Results (9%) 90 points
Employees (9%) 90 points Employee Results (20%) 200 points
Policy & Strategy (8%) 80 points Society Results (6%) 60 points
Partnership & Resources (9%) 90 points Key Performance Results (15%) 150 points
Processes (14%) 140 points

Total Enables 500 points

Total Results 500 points
RADAR Technique Scoring
Element Feature 0% 25% 50% 75% 100%
No Some evidence Clear Comprehensive
evidence evidence evidence evidence
Approach Rationality /
Soundness
Integration

2 Enables Deployment Implementation

Systematic

Assessment & Measurement

Review Learning
Improvement

No Results ¼ of ½ of ¾ of All Results

Results Results Results
Results Trend
Target
1 Results Benchmarking
Causality
Scope
EFQM Excellence Model Criteria
• INPUT CRITERIA
• 1. Leadership
• 2. Policy & Strategy
• 3. People
• 4. Partnership & Resources
• 5. Processes

• RESULT CRITERIA
• 6. Customers Results
• 7. Employees Results
• 8. Society Results
• 9. Key Performance Results

As the basis of EFQM Excellence Model, each concept has a direct

or indirect relationship with different criteria and sub-criteria. In
the model, there are 32 criteria in total, 24 of them are input
criteria while 8 of them result criteria. Sub-criteria consist of a
Arrows underside and upside of figure indicate dynamics
wide range of questions to be answered in the course of
assessment. of the model. These arrows indicate learning, creativity
and innovation approach providing enhancements at
Moreover, each main concept has an influence on the other. inputs and therefore leading to enhancements at results.
Criteria and sub-criteria
EFQM Excellence Model Criteria
EFQM Excellence Model Criteria

1. Leadership. This criterion shows how top managers shape the future state of
the organization, demonstrate the management flexibility and the
ability to quickly respond to changing business environment
conditions.

The criterion consists of five sub-criteria:

1 a. Mission, vision, values, moral principles, significance of the

EFQM model.

1 b. Development and application of the management system.

1 c. Interaction with customers, partners and society.

1 d. Internal interactions, motivation and efforts to develop a

model of improvement.

1 e. Identification and commitment to organizational change.

EFQM Excellence Model Criteria

2. Strategy. The criterion shows how the mission and vision take into account
the interests of all stakeholders. Evaluation by this criterion allows
to understand how the organization's development strategy is
implemented through policies, plans, goals and processes.

This criterion consists of four sub-criteria:

2 a. Current/future needs of stakeholders.

2 b. Execution, measurement, research and study.

2 c. Development, analysis and revision.

2 d. Relationship and deployment key processes.

EFQM Excellence Model Criteria
The personnel are one of the main values of the organization.
3. People.
This criterion evaluates the ability to achieve the organization and personnel goals
on a mutually beneficial basis.

The EFQM model takes into account the organization's ability to reward and
recognize the staff advantages, motivate employees, create conditions for the
development of skills and abilities and use these abilities for the organization
benefit.

The criterion consists of five sub-criteria:

3 a. Planning, management and improvement of human resources.

3 b. Knowledge and competencies.

3 c. Engagement and trust.

3 d. Two-way interaction.

3 e. Reward, recognition and care.

EFQM Excellence Model Criteria
This criterion evaluates how the organization plans interaction and manages external
4. Partnership & Resources. partners, suppliers and internal resources.

It is considered how these actions ensure the implementation of strategies, policies

and effective execution of processes.

The criterion consists of five sub-criteria:

4 a. External partners.

4 b. Financial resources.

4 c. Buildings, equipment and materials.

4 d. Technologies.

4 e. Information and knowledge.

EFQM Excellence Model Criteria
This criterion evaluates the ability of an organization to develop, manage and
5. Processes, Products & Services. improve processes, products and services.

These actions should give to increased value for consumers and other stakeholders.

The criterion includes five sub-criteria:

5 a. Development and management.

5 b. Process improvement.

5 c. Design and development.

5 d. Production, delivery and service.

5 e. Customers.
EFQM Excellence Model Criteria
The criterion consists of two sub-criteria:
This criterion evaluates the ability of an
6. Customers results organization to achieve outstanding results for 6 a. Performance indicators.
current needs of customer's satisfaction and
6 b. Customer perception measuring.
anticipating their future needs.

The criterion consists of two sub-criteria:

The EFQM model evaluates how an
7. People results organization achieves outstanding results for 7 a. Performance indicators.
current and future needs of employee's
satisfaction. 7 b. Employee's perception measuring.

This criterion evaluates how the organization The criterion includes two sub-criteria:
achieves outstanding results for current and
8. Society results. future needs of society and other 8 a. Performance indicators.
stakeholders.
8 b. Society perception measuring.

It evaluates how the organization achieves
9. Business results. outstanding results for current and future
needs of the business environment.
The criterion includes two sub-criteria:
9 a. Activity performance indicators.
9 b. Result performance indicators.
FEQM Fundamental Concepts:
Eight core values or key management principles that drive
sustainable success

In today’s organizations, the word “quality” is replaced by the

word “excellence.” The word “excellence” refers to strategy,
culture and philosophical change rather than a system.

Excellence is total efforts in order to have a long-term success by

estimating shareholder’s (customer, employees, society,
shareholders) satisfaction or having a skill to create extraordinary
results and sustain them for shareholders.

When viewed from this aspect, excellence can be created and

sustained by excellent cooperation established by employees and
necessary processes to satisfy customers.

To create sustainable success for any organization, a number of

main concepts are necessary.

These concepts can be used principal of necessary factors for an

excellent organizational culture. Main Concepts constitute a
common language of senior management.

These concepts are main concepts of excellence in some ways.

Main concepts of excellence creating the basis of EFQM
Excellence Model are valid irrespective of sector, industry or size
and relationships among concepts are shown in Figure.
FEQM Fundamental Concepts:
Actualizing Balanced Results
Excellent organizations meet short-term and long-term
requirements of all shareholders (shareholders, employees,
customers and society) in a planned way and therefore actualize
their mission thanks to balanced results and head for their vision.
The primary benefits are:
• To create a value for all stakeholders,
• To ensure sustainable long-term success,
• To establish mutually beneficial relationships,
• To make the measurements associated with all stakeholders,
including the leading domestic indicators.
Visionary, Inspiring and Total Leadership
Excellent organizations have leaders who shape and actualize the
future and set an example in line with organization values and
ethic values. A leader’s behaviors within an organization provide
clarity of target and cooperation and create an atmosphere where
both organization and employees are able to reach the excellence.
The primary benefits are;
• To maximize the stability and effectiveness of employees,
• To find out more clearly the direction of the organization,
• A respectable position in the market,
• All of the activities in a structured and systematic process,
enterprise-wide implementation of consistent and widespread.
Adding Value for Customers
Customer is the one who assesses product and service quality on the last
phase. The best way to create customer loyalty, gain customer and
obtain market share is to focus on the requirements of available and
potential customers clearly.
Excellent organizations are aware of innovations for their customers by
understanding or estimating customer’s requirements or expectations and
basic reason of customer’s existence as well as adding value to their
customers.
• The primary benefits are:
• To increase in market share,
• To produce value for the customer,
• To minimize transaction costs,
• Long-term success.
Management via Processes
Excellent organizations are managed thanks to processes by which
evidence based decisions are taken to create consistent, balanced and
sustainable results. The organizations show their best performances when
decisions that all related activities are managed systematically and
processes and enhancement take place are taken.
The primary benefits are:
• Focus on the desired results,
• The highest level of employee evaluation and resources,
• Consistency and variability of the results to be kept under control,
• Based on the data to determine realistic goals and strategic
orientation in relation to governance.
FEQM Fundamental Concepts:
Achieving With Employees
Excellent organizations value their employees and create an
authorization culture where individual targets are actualized in a
balanced way. Common values and a reliable and authorization
culture should be available in order that potential of employees in
an organization can be actualized ultimately. Such an atmosphere
enables everybody to take part in activities.
The primary benefits are;
• Highest level of participation, positive attitude and high morale,
• Gain and retention of members, effective sharing of data
retention,
• Provide opportunities for learning and developing new skills to
employees.
Creating Cooperation
Excellent organizations create reliable relationships with various
organizations and improve and sustain them in order to guarantee
mutual success. The cooperation can be created thanks to
customers, society, basic supplier, educational institution or non-
governmental organization. Whether an organization shows the
best performance depends on creating reliability with other
organizations; sharing knowledge; integration and creating mutual
beneficial relationships. The primary benefits are:
• To create value for all relationships,
• To gain a competitive edge through continuous relationships,
• Creating synergies on costs and resources.
Creativity and Maintaining Innovation
By prompting creativity of their shareholders, excellent organizations
create value and performance levels increased by permanent and
systematic innovation. If an organization’s performance is managed and
shared by enhancement culture, permanent learning and innovation, its
performance increases to top level.
The primary benefits are:
• Business agility,
• Cost reduction,
• Additional opportunities,
• Removing the optimum level of performance,
• Improvement of all employees in their daily work activities
Taking Responsibility for a Sustainable Future
The core culture of excellent organizations is composed of ethical
approach, well-defined values and high standards regarding
organizational behavior. These factors provide the sustainability of
organizations in terms of economic, social and natural environment.
Securing long-term benefits of the organization and its employees
depends on adopting an ethical approach and exceeding social
expectations and available regulations.
The primary benefits are:
• the organization's reputation increases,
• Performance increases
• Price increases,
• Community awareness, security, and self-confidence in others
 Advantage of EFQM Excellence Model
1. The model is regularly revised and updated, incorporating the contributions of EFQM consultants. Therefore, the set of constructs
underlying the model is not limited to a single researcher’s view of TQM, which also guarantees its comprehensiveness, dynamism and
tracking of the latest developments in TQM.

2. The model provides an extensive set of sub-criteria to detail the exact meaning of each criterion. This facilitates the items’ identification
in the scale development.

3. Additionally, award models are intended to be instruments for comparing an organization with its competitors in order to achieve and/or
maintain competitive advantage.

When survey data based on these models is provided to the firms, the self-assessment of TQM implementation and the identification of
areas for improvement in relation to the firm’s closest competitors is substantially facilitated, which increases the practical implications of
the research.

The EFQM Excellence Model has obvious prestige among European firms as a sound quality standard and there is an ever-increasing
number of firms involved in the recognition process to achieve the European Quality Award (EQA). As this happens, the benchmarking
utility of the model increases.
 Advantage of EFQM Excellence Model

4. In the case of the EFQM Excellence Model, the increasing convergence of European markets dissipates any concern regarding the
universalism issue. Therefore, empirical evidence relative to the effects on performance of TQM practices according to this model acquires
great relevance for all firms competing in the European Union.

5.Creating comprehensive framework for improvement, spreading the culture of continuous improvement, sustaining excellence,
enhancing
leadership skills and encouraging employees to innovate.

6.Optimizing resources by focusing on strategically important projects.


7.Roadmap for enhancing motivation for improvement.

Improving competitiveness by focusing on what matters.

8.Top management commitment to quality and to continuous organizational development which helps to develop the performance of
the institution.
Thanks ……….