A Model-Approach FOR Business Excellence

A MODEL-APPROACH
FOR
BUSINESS
EXCELLENCE
EFQM BUSINESS EXCELLENCE MODEL
ENABLERS RESULTS
PEOPLE
PEOPLE
RESULTS
9%
9%
POLICY & CUSTOMER KEY

LEADERSHIP STRATEGY PROCESSES RESULTS PERFORMANCE
10% 8% 14% 20% RESULTS
15%
PARTNERSHIPS SOCIETY
&RESOURCES RESULTS
9% 6%
INNOVATION & LEARNING

HOW LEADERS DEVELOP AND FACILITATE THE ACHIEVEMENT

OF THE MISSION AND VISION; AND HOW THEY DEVELOP VALUES
FOR LONG TERM SUCCESS.
HOW THE ORGANIZATION IMPLEMENTS ITS MISSION AND VISION

VIA A CLEAR STAKE HOLDERS-FOCUSED STRATEGY SUPPORTED
BY RELEVANT POLICIES, PLANS, OBJECTIVES,TARGETS AND
PROCESSES.
HOW THE ORGANIZATION MANAGES, DEVELOPS AND RELEASES

THE KNOWLEDGE AND FULL POTENTIAL OF ITS PEOPLE AT THE
LEVELS OF THE INDIVIDUAL, TEAM AND ORGANIZATION.
HOW THE ORGANIZATION PLANS AND MANAGES

ITS EXTERNAL PARTNERSHIPS AND INTERNAL
RESOURCES SUPPORT ITS POLICY AND
STRATEGY.
HOW THE ORGANIZATION DESIGNS, MANAGES
AND IMPROVES ITS PROCESSES TO SUPPORT ITS
POLICY AND STRATEGY.
WHAT THE ORGANIZATION IS ACHIEVING IN
RELATION TO ITS EXTERNAL CUSTOMERS.

REALTION TO ITS PEOPLE.

RELATION TO THE LOCAL, NATIONAL AND
INTERNATIONAL SOCIETY, AS THE CASE MAY
BE.

RELATION TO ITS PLANNED PERFORMANCE.
CRITERION 1: LEADERSHIP
1a. LEADERS DEVELOP THE MISSION, VISION AND
VALUES AND ARE ROLE MODELS OF A CULTURE OF
EXCELLENCE.
1b. LEADERS ARE PERSONALLY INVOLVED IN
ENSURING THE ORGANIZATION’S MANAGEMENT
SYSTEM IS DEVELOPED, IMPLEMENTED AND
CONTINUOUSLY IMPROVED.
1c. LEADERS ARE INVOLVED WITH CUSTOMERS,
PARTNERS AND REPRESENTATIVES OF SOCIETY.
1d. LEADERS MOTIVATE, SUPPORT AND RECOGNIZE
THE ORGANIZATION’S PEOPLE.
CRITERION 2: POLICY & STATEGY

2a. POLICY AND STATEGY ARE BASED ON THE PRESENT
AND FUTURE NEEDS AND EXPECTATIONS OF STAKE
HOLDERS.
2b. POLICY AND STRATEGY ARE BASED ON
INFORMATION FROM PERFORMANCE MEASUREMENT,
RESEARCH LEARNING AND CREATIVITY RELATED
ACTIVITIES.
2c. POLICY AND STATEGY ARE DEVELOPED, REVIEWED,
UPDATED.
2d. POLICY AND STATEGY ARE DEPLOYED THROUGH A
FRAMEWORK OF KEY PROCESSES.
2e. POLICY AND STATEGY ARE COMMUNICATED AND
IMPLEMENTED.
CRITERION 3: PEOPLE
3a. PEOPLE RESOURCES ARE PLANNED, MANAGED AND
IMPROVED.
3b. PEOPLE’S KNOWLEDGE AND COMPETENCIES ARE
IDENTIFIED, DEVELOPED AND SUSTAINED.
3c. PEOPLE ARE INVOLVED AND EMPOWERED.
3d. PEOPLE AND THE ORGANIZATION HAVE A DIALOGUE
3e. PEOPLE ARE REWARDED,RECOGNIZED AND CARED
FOR.
CRITERION 4: PARTNERSHIPS AND RESOURCES
4a. EXTERNAL PARTNERSHIPS ARE MANAGED.

4b. FINANCES ARE MANAGED
4c. BUILDINGS, EQUIPMENTS AND MATERIALS ARE
MANAGED.
4d. TECHNOLOGY IS MANAGED.
4e. INFORMATION AND KNOWLEDGE ARE MANAGED.
CRITERION 5: PROCESSES
5a. PROCESSES ARE SYSTEMATICALLY DESIGNED AND
MANAGED.
5b. PROCESSES ARE IMPROVED, AS NEEDED USING
INNOVATION IN ORDER TO FULLY SATISFY AND
GENERATE INCREASING VALUE FOR CUSTOMER AND
OTHER STAKEHOLDERS.
5c. PRODUCTS AND SERVICES ARE DESIGNED AND
DEVELOPED BASED ON CUSTOMER NEEDS AND
EXPECTATIONS.
5d. PRODUCTS AND SERVICES ARE PRODUCED,
DELIVERED AND SERVICED.
5e. CUSTOMER RELATIONSHIPS ARE MANAGED AND
ENHANCED.
CRITERION 6: CUSTOMER RESULTS

6a. PERCEPTION MEASURES
OVERALL IMAGE
PRODUCT & SERVICES
SALES & AFTER SUPPORT
6b. PERFORMANCE INDICATORS LOYALITY
CRITERION 7:PEOPLE RESULTS
MOTIVATION
SATISFACTION
ACHIEVEMENTS
MOTIVATION & INVOLVEMENT
7b. PERFORMANCE INDICATORS SATISFACTION
SERVICE PROVIDED
CRITERION 8:SOCIETY RESULTS
PERFORMANCE AS A RESPONSIBLE
CITIZEN INVOLVEMENT IN THE
7a. PERCEPTION MEASURES COMMUNITIES REDUCN. & PREVENTION
OF NUISANCE HARM
HANDINLING CHANGES IN
EMPLOYMENT LEVELS
PRESS COVERAGE DEALING WITH
7b. PERFORMANCE INDICATORS AUTHORITIES ON VARIOUS ISSUES
ACCOLADES AND
AWARDS RECIEVED
CRITERION 9: KEY PERFORMANCE RESULTS
9a. KEY PERFORMANCE OUTCOMES FINANCIAL OUTCOMES

NON-FINANCIAL OUTCOMES
PROCESSES EXTERNAL
RESOURCES/PARTNERSHIPS
FINANCIAL
9b. KEY PERFORMANCE INDICATORS BUILDING,EQUIPMENTS
& MATERIALS
TECHNOLOGY
INFORMATION
THE INTEGRATION : MAJOR ELEMENTS
6a to
9a
1d
1c 2a 3
6b 6a
2e 5c
7b 7a
1a 2c 2d 5d
5a 5b 8b 8a
5e
9b 9a
4
1b 2b
6b to
9b
1c
1b
ASSESSMENT OF BUSINESS EXCELLENCE USING
EFQM MODEL
1a. LEADERSHIP DEVELOP THE MISSION,VISION AND VALUES AND ARE ROLE
MODELS OF A CULTURE OF EXCELLENCE.
 DEVELOP THE ORGANIZATION MISSION AND VISION ;
 DEVELOP AND ROLE MODELLING ETHICS AND VALUES WHICH SUPPORT
THE CREATION OF THE ORGANIZATION’S CULTURE;
 REVIEWING AND IMPROVING THE EFFECTIVENESS OF THEIR LEADERSHIP
AND ACTING UPON FUTURE LEADERSHIP REQUIREMENTS;
 BEING PERSONALLY AND ACTIVELY INVOLVED IN IMPROVEMENT
ACTIVITIES;
 STIMULATING AND ENCOURAGING EMPOWERMENT CREATIVITY AND
INNOVATION, e.g BY CHANGING THE ORGANIZATION’S STRUCTURE,
FUNDING LEARNING AND IMPROVEMENT ACTIVITIES;
 ENCOURAGING, SUPPORTING AND ACTING UPON THE FINDINGS OF
LEARNINGS ACTIVITIES;
 PRIORITIZING IMPROVEMENT ACTIVITIES;
 STIMULATING AND ENCOURAGING COLLABORATION WITHIN THE
ORGANIZATION;
ASSESSMENT OF BUSINESS EXCELLENCE
USING EFQM MODEL
1b. LEADERS ARE PERSONALLY INVOLVED IN ENSURING THE ORGANIZATION’S
MANAGEMENT SYSTEM IS DEVELOPED, IMPLEMENTED AND CONTINUOUSLY
IMPROVED.
 ALIGNING THE ORGANIZATION’S STRUCTURE TO SUPPORT DELIVERY OF ITS
POLICY AND STRATEGY;
 ENSURING A SYSTEM FOR MANAGING PROCESSES IS DEVELOPED AND
IMPLEMENTED;
 ENSURING A PROCESS FOR THE DEVELOPMENT, DEPLOYMENT AND UPDATING OF
POLICY AND STRATEGY IS DEVELOPED AND IMPLEMENTED.
 ENSURING A PROCESS FOR THE MEASUREMENT, REVIEW, AND IMPROVEMENT OF
KEY RESULTS IS DEVELOPED AND IMPLEMENTED.
 ENSURING A PROCESS, OR PROCESSES, FOR STIMULATING, IDENTIFYING, PLANNING
AND IMPLEMENTING IMPROVEMNTS TO ENABLING APPROACHES, e.g THROUGH
CREATIVITY INNOVATION AND LEARNING ACTIVITIES, IS DEVELOPED AND
IMPLEMENTED.
USING EFQM MODEL
1c. LEADERS ARE INVOLVED WITH CUSTOMERS, PARTNERS AND
REPRESENTATIVE OF SOCIETY.
 MEETING, UNDERSTANDING AND RESPONDING TO NEEDS AND
EXPECTATIONS;
 ESTABLISHING AND PARTICIPATING IN PARTICIPATING IN PARTNERSHIP;
 ESTABLISHING AND PARTICIPATING IN JOINT IMPROVEMENT ACTIVITY;
 RECOGNIZING INDIVIDUALS AND TEAMS OF STAKEHOLDERS FOR THEIR
CONTRIBUTION TO THE BUSINESS, FOR LOYALITY etc.
 PARTICIPATING IN PROFESSIONAL BODIES, CONFERRENCES AND
SEMINARS, PARTICULARLY PROMOTING AND SUPPORTING EXCELLENCE;
 SUPPORTING AND ENGANGING IN ACTIVITIES THAT AIM TO IMPROVE THE
INVIRONMENT AND THE ORGANIZATION’S CONTRUBUTING TO SOCIETY.
USING EFQM MODEL
1d. LEADERS MOTIVATE, SUPPORT AND RECOGNIZE THE
ORGANIZATION’S PEOPLE
 PERSONALLY COMMUNICATING THE ORGANIZATION’S MISSION,
VISION, POLICY AND STRATEGY, PLANS, OBJECTIVES AND
TARGETS TO PEOPLE;
 BEING ACCESSIBLE, ACTIVELY LISTENING AND RESPONDING TO
PEOPLE.
 HELPING AND SUPPORTING PEOPLE TO ACHIEVE THEIR PLANS,
OBJECTIVES AND TARGETS;
 ENCOURAGING AND ENABLING PEOPLE TO PARTICIPATE IN
IMPROVEMENT ACTIVITY;
 RECOGNIGING BOTH TEAM AND INDIVIDUAL EFFORTS, AT ALL
LEVELS THE ORGANIZATION, IN A TIMELY AND APPROPRIATE
MANNER.
USING EFQM MODEL
CRITERION2:POLICY & STRATEGY
2a. POLICY AND STRATEGY ARE BASED ON THE PRESENT AND

FUTURE NEEDS AND EXPECTATONS OF STAKEHOLDERS
 GATHERING AND UNDERSTANDING INFORMATION TO

DEFINE THE MARKET AND MARKET SEGMENT THE
ORGANIZATION WILL OPERATE IN BOTH NOW AND IN THE
FUTURE;
 UNDERSTANDING AND ANTICIPATING THE NEEDS AND
EXPECTATIONS OF CUSTOMERS, EMPLOYEES, PARTNERS,
SOCIETY AND SHAREHOLDERS, AS APPROPRIATE;
 UNDERSTANDING AND ANTICIPATING DEVELOPMENT IN
MARKET PLACE, INCLUDING COMPETITOR ACTIVITY.
USING EFQM MODEL
CRITERION 2: POLICY & STRATEGY
2b. POLICY AND STRATEGY ARE BASED ON INFORMATION
FROM PERFORMANCE MEASUREMENT, RESEARCH
LEARNING AND CREATIVITY RELATED ACTIVITIES
 COLLECTING AND UNDERSTANDING OUTPUT FROM INTERNAL
PERFORMANCE INDICATORS;
 COLLECTING AND UNDERSTANDING THE OUTPUT FROM
LEARNING ACTIVITES;
 ANALYZING THE PERFORMANCE OF COMPETITORS AND BEST IN
CLASS ORGANIZATIONS;
 UNDERSTANDING SOCIAL, ENVIRONMENTAL AND LEGAL ISSUES;
 IDENTIFYING AND UNDERSTANDING ECONOMIC AND
DEMOGRAPHIC INDICATORS;
 UNDERSTANDING THE IMPACT OF NEW TECHNOLOGIES;
 ANALYZING AND USING SAKEHOLDERS’IDEAS
USING EFQM MODEL
2c. POLICY AND STRATEGY ARE DEVELOPED, REVIEWED,
UPDATED
 DEVELOPING POLICY AND STRATEGY CONSISTENT WITH THE
ORGANIZATION’S MISSION, VISION AND VALUES AND BASED ON
THE NEEDS AND EXPECTATIONS OF STAKEHOLDERS AND
INFORMATION FROM LEARNING AND INNOVATION ACTIVITIES;
 BALANCING THE NEEDS AND EXPECTATIONS OF STAKEHOLDERS;
 BALANCING THE SHORT AND LONG TERM PRESSURES AND
REQUIREMENTS;
 DEVELOPING ALTERNATIVE SCENARIOS AND CONTINGENCY
PLANS TO ADDRESS RISKS;
 IDENTIFYING PRESENT AND FUTURE COMPETITIVE ADVANTAGE;
 ALIGNING THE ORGANIZATION’S POLICY AND STRATEGY WITH
THE PARTNERS’POLICY AND STRATEGY;
 IDENTIFYING CRITICAL SUCCESS FACTORS;
 REVIEWING AND UPDATING POLICY AND STRATEGY.
USING EFQM MODEL
2d. POLICY AND STRATEGY ARE DEPLOYED
THROUGH A FRAMEWORK OF KEY PROCESSES
 IDENTIFYING AND DESIGNING THE FRAME OF KEY
PROCESSES NEEDED TO DELIVER THE ORGANIZATION’S
POLICY AND STATEGY;
 ESTABLISHING CLEAR OWNERSHIP OF THE PROCESSES;
 DEFINING THE KEY PROCESSES INCLUDING THE
IDENTIFICATION OF KEY PROCESSES TO DELIVER POLICY
AND STATEGY.
USING EFQM MODEL
2e. POLICY AND STRATEGY ARE COMMUNICATED
AND IMPLIMENTED
 COMMUNICATING AND CASCADING POLICY AND
STRATEGY, AS APPROPRIATE;
 USING POLICY AND STRATEGY AS THE BASIS FOR
PLANNING OF ACTIVITIES AND THE SETTING OF
OBJECTIVES AND TARGETS THROUGHOUT THE
ORGANIZATION;
 ALIGNING, PRIORITIING, AGREEING AND
COMMUNICATING PLANS, OBJECTIVES AND
TARGETS
 EVALUATING THE AWARENESS OF POLICY AND
STRATEGY
USING EFQM MODEL
CRITERION 3:PEOPLE
3a. PEOPLE RESOURCES ARE PLANNED, MANAGED AND IMPROVED
 DEVELOPING HUMAN RESOURCES POLICIES, STRATEGIES AND PLANS;
 INVOLVING EMPLOYEES AND THEIR REPRESENTATIVES IN DEVELOPING HUMAN
RESOURCE POLICIES , STRATEGIES AND PLANS;
 ALLIGNING THE HUMAN RESOURCE PLANS WITH POLICY AND STRATEGY, THE
ORGANIZATIONAL STRUCTURE AND FRAMEWORK OF KEY PROCESSES.;
 MANAGING RECRUITMENT AND CAREER DEVELOPMENT;
 ENSURING FAIRNESS IN ALL TERMS OF EMPLOYMENT INCLUDING EQUAL
OPPURTUNITIES;
 USING PEOPLE SURVEYS AND OTHER FORMS OF EMPLOYEE FEEDBACK TO
IMPROVE HUMAN RESOURCE POLICIES , STRATEGIES AND PLANS;
 USING INNOVATIVE ORGANIZATION METHODOLOGIES TO IMPROVE THE WAY OF
WORKING, e.g.RESTRUCTURING SUPPLY CHAIN, MATRIX WORKING, FLEXIBLE TEAM
WORK, HIGH PERFORMANCE WORK TEAM.
USING EFQM MODEL
CRITERION 3:PEOPLE
3b. PEOPLE’S KNOWLEDGE AND COMPETENCIES ARE
IDENTIFIED, DEVELOPED AND SUSTAINED.
 IDENTIFYING, CLASSIFYING AND MATCHING PEOPLES KNOWLEDGE AND
COMPETENCIES WITH THE ORGANIZATION’S NEEDS;
 DEVELOPING AND USING TRAINING AND DEVELOPMENT PLANS TO HELP ENSURE
PEOPLE MATCH THE PRESENT AND FUTURE CAPABILITY NEEDS OF THE
ORGANIZATION;
 DESIGNING AND PROMOTING INDIVIDUAL, TEAM AND ORGANIZATIONAL
LEARNING OPPURTUNITIES;
 DEVELOPING PEOPLE THROUGH WORK EXPERIENCE;
 DEVELOPING TEAM SKILLS;
 ALLIGNING INDIVIDUAL AND TEAM OBJECTIVES WITH THE ORGANIZATION
TARGETS;
 REVIEWING AND UPDATING INDIVIDUAL AND TEAM OBJECTIVES;
 APPRAISING AND HELPING PEOPLE IMPROVE THEIR PERFORMANCE;
USING EFQM MODEL
CRITERION 3:PEOPLE
3c. PEOPLE ARE INVOLVED AND EMPOWERED
 ENCOURAZING AND SUPPORTING INDIVIDUAL AND TEAM
PARTICIPATION IN IMPROVEMENT ACTIVITIES;
 ENCOURAZING AND SUPPORTING PEOPLE’S INVOLVEMENT THROUGH
IN-HOUSE CONFERRENCES AND CEREMONIES;
 PROVIDING OPPURTUNITIES WHICH STIMULATE INVOLVEMENT AND
SUPPORT INNOVATIVE AND CRAETIVE BEHAVIOUR;
 EMPOWERING PEOPLE TO TAKE ACTION;
 ENCOURAGING PEOPLE TO WORK TOGETHER IN TEAMS;
USING EFQM MODEL
CRITERION 3:PEOPLE
3d. PEOPLE AND THE ORGANIZATION HAVE A DIALOGUE
 IDENTIFYING COMMUNICATION NEEDS;

 DEVELOPING COMMUNICATION POLICIES, STRATEGIES AND
PLANS BASED ON COMMUNICATION NEEDS;
 DEVELOPING AND USING TOP DOWN, UP AND HORIZONTAL
COMMNICATION CHANNELS;
 SHARING BEST PRACTICES AND KNOWLEDGE.
USING EFQM MODEL
CRITERION3: PEOPLE
3e. PEOPLE ARE REWARDED, RECOGNIZED AND CARED
FOR.
 ALLIGNING REMUNERATION, REDEVELOPMENT, REDUNDANCY AND
OTHER TERMS OF EMPLOMENT WITH POLICY AND STRATEGY;
 RECOGNIZING PEOPLE IN ORDER TO SUSTAIN THEIR INVOLVEMENT AND
EMPOWERMENT:
 PROMOTING AWARENESS AND INVOLVEMNENT IN HEALTH, SAFETY, THE
ENVIRONMENT AND ISSUES ON SOCIAL RESPONSIBILITY;
 SETTING THE LEVELS OF BENEFITS,e.g PENSION PLAN, HEALTH CARE,
CHILD CARE;
 PROMOTING SOCIAL AND CULTURAL ACTIVITIES;
 PROMOTING FACILITIES AND SERVICES, e.g FLEXIBLE HOURS,
TRANSPORT.
USING EFQM MODEL
CRITERION 4: PARTNERSHIP AND RESOURCES
4a. EXTERNAL PARTNERSHIPS ARE MANAGED
 IDENTIFYING KEY PARTNERS & STRATEGIC PARTNERSHIP
OPPURTUNITIES IN LINE WITH POLICY AND STRATEGY;
 STRUCTURING PARTNERSHIP RELATIONSHIPS TO CREATE AND
MAXIMIZE VALUE;
 FORMING VALUE ADDING SUPPLY CHAIN PARTNERSHIPS;
 ENSURING CULTURAL COMPATIABILITY AND THE SHARING OF
KNOWLEDGE WITH PARTNER ORGANIZATION’S;
 SUPPORTING MUTUAL DEVELOPMENT;
 GENERATING AND SUPPORTING INNOVATIVE AND CREATIVE
THINKING THROUGH THE USE OF PARTNERSHIPS;
 CREATING SYNERGY IN WORKING TOGETHER TO IMPROVE
PROCESSES AND ADD VALUE TO THE CUSTOMER/SUPPLIER
CHAIN.
USING EFQM MODEL
4b.FINANCES ARE MANAGED
 USING FINANCIAL RESOURCES IN SUPPORT OF POLICY AND
STRATEGY;
 DEVELOPING AND IMPLEMENTING FIANACIAL STRATEGIES AND
PROCESSES;
 EVALUATING INVESTMENTS IN BOTH TANGIBLE AND NON-
TANGIBLE ASSETS;
 USING FINANCIAL MECHANISMS AND PARAMETERS TO ENSURE
AN EFFICIENT AND EFFECTIVE RESOURCING STRUCTURE;
 MANAGING RISKS TO FINANCIAL RESOURCES.
USING EFQM MODEL
4c. BUILDINGS, EQUIPMENTS AND MATERIALS ARE
MANAGED
 UTILIING ASSETS IN SUPPORT OF POLICY AND STRATEGY;
 MANAGING THE MAINTENANCE AND UTILIZATION OF ASSETS TO
IMPROVE TOTAL ASSET LIFE CYCLE PERFORMANCE.
 MANAGING THE SECURITY OF ASSETS;
 MEASURING AND MANAGING ANY ADVERSE EFFECTS OF THE
ORGANIZATION’S ASSETS ON THE COMMUNITY AND EMPLOYEES
(INCLUDING HEALTH AND SAFETY);
 OPTIMIZING MATERIAL INVENTORIE’S;
 OPTIMIZING CONSUMPTION OF UTILITIES;
 CONSERVING GLOBAL NON-RENEWABLE RESOURCES;
 REDUCING ANY ADVERSE GLOBAL IMPACT OF PRODUCTS AND
SERVICES.
USING EFQM MODEL
4d. TECHNOLOGY IS MANAGED
 IDENTIFYING AND EVALUATING ALTERNATIVE AND EMERGING
TECHNOLOGIES IN LIGHT OF POLICY AND STRATEGY AND THEIR
IMPACT ON BUSINESS AND THE SOCIETY;
 MANAGING THE TECHNOLOGY PORTFOLIO;
 EXPLOTING EXISTING TECHNOLOGY;
 INNOVATING TECHNOLOGY;
 HARNESSING TECHNOLOGY TO SUPPORT IMPROVEMENT;
 IDENTIFYING AND REPLACING “OLD” TECHNOLOGIES.
USING EFQM MODEL
4e. INFORMATION AND KNOWLEDGE ARE MANAGED.
 COLLECTING, STRUCTURING AND MANAGING INFORMATION AND
KNOWLEDGE IN SUPPORT OF POLICY AND STRATEGY;
 PROVIDING APPROPRIATE ACCESS, FOR BOTH INTERNAL AND EXTERNAL
USERS, TO RELEVANT INFORMATION AND KNOWLEDGE;
 ASSURING AND IMPROVING INFORMATION VALIDITY, INTEGRITY AND
SECURITY;
 CULTIVATING, DEVELOPING AND PROTECTING UNIQUE INTELLECTUAL
PROPERTY IN ORDER TO MAXIMIZE CUSTOMER VALUE;
 SEEKING TO ACQUIRE, INCREASE AND USE KNOWLEDGE EFFECTIVELY;
 GENERATING INNOVATIVE AND CREATIVE THINKING WITH IN THE
ORGANIZATION THROUGH THE USE OF RELEVAN INFORMATION AND
KNOWLEDGE RESOURCES.
USING EFQM MODEL
5a. PROCESSES ARE SYSTEMATICALLY DESIGNED AND MANAGED;
 DESIGNING THE ORGANIZATIONS PROCESSES, INCLUDING THOSE
KEY PROCESSES NEEDED TO DELIVER POLICY AND STRATEGY;
 ESTABLISHING THE PROCESS MANAGEMENT SYSTEM TO BE
USED;
 APPLYING SYSTEMS STANDARDS COVERING FOR e.g QUALITY
SYSTEMS SUCH AS ISO 9000, ENVIRONMENTAL SYSTEMS,
OCCUPATIONAL HEALTH AND SAFETY SYSTEMS IN PROCESS
MANAGEMENT;
 IMPLEMENTING PROCESS MEASURES AND SETTING
PERFORMANCE TARGETS;
 RESOLVING INTERFACE ISSUES INSIDE THE ORGANIZATION AND
WITH EXTERNAL PARTNERS FOR THE EFFECTIVE MANAGEMENT
OF END-TO-END PROCESSES.
ASSESSMENT OF BUSINESS EXCELLENCE USING EFQM
MODEL
5b. PROCESSES ARE IMPROVED, AS NEEDED USING INNOVATION IN ORDER
TO FULLY SATISFY AND GENERATE INCREASING VALUE FOR CUSTOMER
AND OTHER STAKEHOLDERS.
 IDENTIFYING AND PRIORITIZING OPPURTUNITIES FOR IMPROVEMENT, AND OTHER
CHANGES, BOTH INCREMENTAL AND BREAKTHROUGH;
 USING PERFORMANCE AND PERCEPTION RESULTS AND INFORMATION FROM
LEARNING ACTIVITIES TO SET PRIORITIES AND TARGETS FOR IMPROVEMENT AND
IMPROVED METHODS OF OPERATION;
 STIMULATING AND BRINGING TO BEAR CREATIVE AND INNOVATIVE TALENTS OF
EMPLOYEES, CUSTOMERS AND PARTNERS IN INCREMENTAL AND BREAKTHROUGH
IMPROVEMENTS;
 DISCOVERING AND USING NEW PROCESSES DESIGNS, OPERATING PHILOSOPHIES
AND ENABLING TECHNOLOGY;
 ESTABLISHING APPROPRIATE METHODS FOR IMPLEMENTING CHANGE;
 PILOTING AND CONTROLING THE IMPLEMENTATION OF NEW OR HANGED
PROCESSES;
 COMMUNICATING PROCESS CHANGES TO ALL APPROPRIATE STAKE HOLDERS;
 ENSURING PEOPLE ARE TRAINED TO OPERATE NEW OR CHANGED PROCESSES
PRIOR TO IMPLEMENTATION;L
 ENSURING PROCESS CHANGES ACHIEVE PREDICTED RESULTS.
USING EFQM MODEL
5c.PRODUCTS AND SERVICES ARE DESIGNED AND DEVELOPED
BASED ON CUSTOMER NEEDS AND EXPECTATIONS.
 USING MARKET RESEARCH, CUSTOMER SURVEYS AND OTHER
FORMS OF FEEDBACK TO DETERMINE CUSTOMER NEEDS AND
EXPECTATIONS FOR PRODUCTS AND SERVICES BOTH NOW AND IN
THE FUTURE AND THEIR PERCEPTIONS OF EXISTING PRODUCTS
AND SERVICES;
 ANTICIPATING AND IDENTIFYING IMPROVEMENTS AIMED AT
ENHANCING PRODUCTS AND SERVICES IN LINE WITH THE
CUSTOMER’S FUTURE NEEDS AND EXPECTATIONS;
 DESIGNING AND DEVELOPING NEW PRODUCTS AND SERVICES TO
ADDRESS THE NEEDS AND EXPECTATIONS OF CUSTOMERS;
 USING CREATIVITY AND INNOVATION TO DEVELOP TO DEVELOP
COMPETITIVE PRODUCTS AND SERVICES;
 GENERATING NEW PRODUCTS WITH PARTNERS.
USING EFQM MODEL
5d. PRODUCTS AND SERVICES ARE PRODUCED, DELIVERD AND
SERVICED.
 PRODUCTING OR ACQUIRING PRODUCTS AND SERVICES IN LINE
WITH DESIGNS AND DEVELOPMENTS;
 COMMUNICATING, MARKETING AND SELLING PRODUCTS AND
SERVICES TO EXISTING AND POTENTIAL CUSTOMERS;
 DELIVERING PRODUCTS AND SERVICES TO CUSTOMERS;
 SERVICING PRODUCTS AND SERVICES WITH APPROPRIATE.
USING EFQM MODEL
5e. CUSTOMER RELATIONSHOPS ARE MANAGED AND ENHANCED.
 DETERMINING AND MEETING CUSTOMERS DAY TO DAY CONTACT
REQUIREMENTS;
 HANDLING FEEDBACK RECEIVED FROM DAY TO DAY CONTACTS
INCLUDING COMPLIANTS;
 PROACTIVE INVOLVEMENT WITH CUSTOMERS IN ORDER TO DISCUSS AND
ADDRESSED THEIR NEEDS, EXPECTATIONS AND CONCERNS.
 FOLLOWING UP ON SALES SERVICING AND OTHER CONTACTS INORDER TO
DETERMINE LEVELS OF SATISFACTION EITH PRODUCTS. SERVICES AND
OTHER CUSTOMER SALES AND SERVICING PROCESSES;
 SEEKING TO MAINTAIN CREATIVITY AND INNOVATION IN THE CUSTOMER
SALES AND SERVICING RELATIONSHIP;
 USING REGUALAR SURVEYS, OTHER FORMS OF STRUCTURED DATA
GATHERING AND DATA GATHERED DURING DAY TO DAY CUSTOMER
CONTACTS IN ORDER TO DETERMINE AND ENHANCE CUSTOMER
RELATIONSHIP SATISFACTION LEVELS.
USING EFQM MODEL
OVERALL IMAGE:
ACCESSBILITY, COMMUNICATION, FLEXIBILITY, PRO ACTIVE BEHAVIOR,
RESPONSIVENESS.
PRODUCTS AND SERVICES:
QUALITY, VALUE,RELIABILITY, DESIGN INNOVATION, DELIVERY,
ENVIRONMENTAL PROFILE.
: SALES AND AFTER SUPPORT
CAPABILITIES AND BEHAVIOR OF EMPLOYEES, ADVISE AND SUPPORT,
CUSTOMER LITERATURE AND TECHNICAL DOCUMENTATION; HANDLING
OF COMPLIANTS, PRODUCT TRAINING, RESPONSE TIME, TECHNICAL
SUPPORT, WARRANTY AND GUARANTEE PROVISIONS.
LOYALTY :
INTENTION OF RE-PURCHASE, WILLINGNESS TO PUIRCHASE OTHER
PRODUCTS AND SERVICES FROM THE ORGANIZATION; WILLINGNESS TO
RECOMMEND THE ORGANIZATION.
USING EFQM MODEL
6b.PERFORMANCE INDICATORS
OVERALL IMAGE:
NUMBER OF CUSTOMER ACCOLADES AND NOMINATION FOR AWARDS,
PRESS COVERAGE.
PRODUCTS AND SERVICES:
COMPETITIVENESS, DEFECT ERROR AND REJECTION RATES, GUARANTEE
PROVISIONS AND WARRANTY, PROVISION, COMPLIANTS, LAGISTIC
INDICATORS, PRODUCT LIFE CYCLE, INNOVATION IN DESIGN, TIME TO
MARKET.
SALES AND AFTER SALES SUPPORT:
DEMAND FOR TRAINING, HANDLING OF COMPLIANTS, RESPONSE RATES.
LOYALITY:
DUARTION OF RELATIONSHIP, EFFECTIVE RECOMMENDATIONS,
FREQUENCY/VALUE OF ORDERS, LIFE TIME VALUE, NUMBER OF
COMPLIANTS AND COMPLIMENTS, NEW AND/OR LOST BUSINESS,
CUSTOMER RETENTION.
USING EFQM MODEL
CRITERION 7: PEOPLE RESULTS
MOTIVATION:
CAREER DEVELOPMENT, COMMUNICATION, EMPOWERMENT, EQUAL
OPPURTUNITIES, INVOLVEMENT, LEADERSHIP, OPPURTUNITY TO
LEARN AND ACHIEVE, RECOGNITION, TARGET SETTING AND
APPARAISAL, ORGANIZATION’S VALUES, MISSION, VISION, POLICY
AND STRATEGY, TRAINING AND DEVELOPMENT.
SATISFACTION:
ORGANIZATION’S ADMINSTRATION, EMPLOYMENT CONDITIONS,
FACILITIES AND SERVICES, HEALTHY AND SAFETY CONDITIONS, JOB
SECURITY, PAY AND BENEFITS, PEER RELATIONSHIPS,
MANAGEMENT OF CHANGE, ORGANIZATION’S ENVIRONMENTAL
POILICY AND IMPACT, ORGANIZATIONAL ROLE IN THE COMMUNITY
AND SOCIETY, WORKING ENVIRONMENT
USING EFQM MODEL
CRITERION 7: PEOPLE RESULTS
ACHIEVEMENTS:
COMPETENCY REQUIREMENTS VERSUS COMPETENCIES AVAILBLE, PRODUCTIVITY,
SUCCESS RATES OF TRAINING AND DEVELOPMENT TO MEET OBJECTIVES
MOTIVATION AND INVOLVEMENT:
INVOLVEMENT IN IMPROVEMENT TEAMS, INVOLVEMENT IN SUGGESTION SCHEMES,
LEVELS OF TRAINING AND DEVELOPMENT, MEASURABLE BENEFITS OF TEAM
WORK, RECOGNITION OF INDIVIDUALS AND TEAMS, RESPONSE RATES TO PEOPLE
SURVEYS
SATISFACTION:
ABSENTEEISM AND SICKNESS LEVELS; ACCIDENT LEVELS, GRIEVANCES,
RECRUITMENT TRENDS, STAFF TURNOVER, STRIKES, USE OF BENEFITS, USE OF
ORGNIZATION PROVIDED FACILITIES ( e.g.RECREATIONAL, CRECHE)
SERVICES PROVIDED TO THE ORGANIZATION’S PEOPLE:
ACCURACY OF PERSONNEL ADMINISTRATION, COMMUNICATAION EFFECTIVENESS,
SPEED OF RESPONSE TO ENQUIRIES, TRAINING EVALUATION
ASSESSMENT OF BUSINESS EXCELLENCE USING EFQM
MODEL
CRITERION 8: SOCIETY RESULTS
8a. PERCEPTION MEASURES:
PERFORMANCE AS A RESPONSIBLE CITIZEN:
DISCLOSURES OF INFORMATION RELEVANT TO THE COMMUNITY; EQUAL
OPPURTUNITIES PRACTICES, IMPACT ON LOCAL AND NATIONAL ECONOMIES,
RELASHIONSHIP WITH RELEVANT AUTHORITIES,, ETHICAL BEHAVIOR;
INVOLVEMENT IN THE COMMUNITIES WHERE IT OPERATES:
INVOLVEMENT IN EDUCATION AND TRAINING, SUPPORT FOR MEDICAL AND WELFARE
PROVISION, SUPPORT FOR SPORT AND LEISURE, VOLUNTARY WORK AND
PHILANTHROPY.
ACTIVITIES TO REDUCE AND PREVENT NUISANCE AND HARM FROM ITS
OPERATIONS AND/OR THROUGH OUT THE LIFE CYCLE OF ITS
PRODUCTS:
HEALTH RISKS AND ACCIDENTS, NOISE AND ODOUR, HAZARDS(SAFETY), POLLUTION
AND TOXIC EMMISSION.
REPORTING ON ACTIVITIES TO ASSIST IN THE PREVENTION AND
SUSTAINABILITY OF RESOURCES:
CHOICE OF TRANSPORT, ECOLOGICAL IMPACT, REDUCTION AND
ELIMINATION OF WASTE AND PACKING, SUBSTITUTION OF RAW
MATERIALS OR OTHER INPUTS, USAGE OF UTILITIES e.g GASES WATER
ELECTRICITY NEW RE-CYCLED MATERIALS.
USING EFQM MODEL
CRITERION 8:SOCIETY RESULTS

 HANDLING CHANGES IN EMPLOYMENT LEVELS
 PRESS COVERAGE;
 DEALINGS WITH AUTHORITIES ON ISSUES SUCH AS:
 CERTIFICATION
 CLEARANCES
 PRODUCT RELEASE
 ACCOLADES AND AWARDS RECEIVED
USING EFQM MODEL
CRITERION 9:KEY PERFORMANCE RESULTS
9a.KEY PERFORMANCE OUTCOMES
FIANCIAL OUTCOMES INCLUDING:
SHARE PRICE, DIVIDENDS, GROSS MARGINS, NET PROFITS,
SALES, MEETING OF BUDGETS.
NON BENEFICAIL OUTCOMES INCLUDING:
MARKET SHARE, TIME TO MARKET, VOLUMES, SUCCESS
RATES .
ASSESSMENT OF BUSINESS EXCELLENCE USING EFQM MODEL
PROCESSES 9b:KEY PERFORMANCE INDICATORS
PERFORMANCE, DEVELOPMENT, ASSESSMENTS, INNOVATION, IMPROVEMENT.CYCLE
TIME DEFECT RATES MATURITY, PRODUCTIVITY, TIME OF MARKET.
EXTERNAL RESOURCES INCLUDING PARTNERSHIPS:
SUPPLIER PERFORMANCE, SUPPLIER PRICE, NUMBER ABD VALUE ADDED OF
PARTNERSHIPS. NUMBER AND VALUE ADDED OF INNOVATIVE PRODUCTS AND
SERVICES SOLUTIONS GENERATED BY PERTNERS. NUMBER OF VAUE ADDED OF
JOINT IMPROVEMENTS WITH PARTNERS, RECOGNITION OF PARTNERS
CONTRIBUTION.
FINANCIAL:
CASH FLOW ITEM, BALANCE SHEET ITEMS, DEPRECIATION, MAINTENANCE COSTS. RETURN ON
EQUITY RETURN ON NET ASSETS CREDIT RATINGS.
BUILDINGS, EQUIPMENTS AND MATERIALS:
DEFECT RATES, INVENTORY TURNOVER, UTILITY CONSUMPTION, UTILIZATION.
TECHNOLOGY:
INNOVATION RATE, VALUE OF INTELLECTUAL PROPERTY, PATENTS, ROYALITIES
INFORMATION AND KNOWLEDGE:
ACCESSBILITY, INTEGRITY RELEVANCE, TIMELINESS, SHARING AND USING
KNOWLEDGE.VALUE OF INTELLECTUAL CAPITAL.
THANK YOU !

A Model-Approach FOR Business Excellence

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A Model-Approach FOR Business Excellence

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A MODEL-APPROACH

POLICY & CUSTOMER KEY

INNOVATION & LEARNING

HOW LEADERS DEVELOP AND FACILITATE THE ACHIEVEMENT

HOW THE ORGANIZATION IMPLEMENTS ITS MISSION AND VISION

HOW THE ORGANIZATION MANAGES, DEVELOPS AND RELEASES

HOW THE ORGANIZATION PLANS AND MANAGES

WHAT THE ORGANIZATION IS ACHIEVING IN

WHAT THE ORGANIZATION IS ACHIEVING IN

WHAT THE ORGANIZATION IS ACHIEVING IN

CRITERION 2: POLICY & STATEGY

CRITERION 4: PARTNERSHIPS AND RESOURCES

4a. EXTERNAL PARTNERSHIPS ARE MANAGED.

CRITERION 6: CUSTOMER RESULTS

CRITERION 7:PEOPLE RESULTS

CRITERION 8:SOCIETY RESULTS

CRITERION 9: KEY PERFORMANCE RESULTS

9a. KEY PERFORMANCE OUTCOMES FINANCIAL OUTCOMES

2a. POLICY AND STRATEGY ARE BASED ON THE PRESENT AND

 GATHERING AND UNDERSTANDING INFORMATION TO

 IDENTIFYING COMMUNICATION NEEDS;

CRITERION 8:SOCIETY RESULTS

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