Transcript Recognised for Excellence Application

Excellence Models
and Stakeholders
1
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Your presenter:
•The role of Chris Hakes & the
Faculty’s tutors is to facilitate,
share knowledge, challenge
misconceptions, coach good
practices and represent the
Mission and Values of EFQM.
•Knowledge base today own
experiences as trainer, parent,
and governor in using the model
and outcome of European wide
study on SA Good practice
•[email protected]
2
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Learning Connections
Comparisons
Benchmarking
• Focused on results
• Used to compare
performance and set
improvement targets
• Helps identify good
organisations
• Need to ensure “apples
and apples”
3
• Focused on how results
achieved
• Used to learn from best
practice
• Need to understand
own process first
• Need to think outside
own sector
• If the self assessment
process is relevant to
you keep listening…
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Measure/inform a Management System
(its not a system in itself)
Plan
Do
Check
the Organisation
what is needed
progress
Business
Plans
2 Policy and
Strategy
80 p
4 Partnerships
and Resources
90 p
EFQM
5 Processes
140 p
6 Customer
Results
200 p
7 People
Results
90 p
3 People
90 p
1 Leadership
100 p
2 Policy and
Strategy
80 p
EFQM
5 Processes
140 p
4 Partnerships
and Resources
90 p
7 People
Results
90 p
3 People
90 p
1 Leadership
100 p
ISO 9001
8 Society
Results
60 p
9 Key
Performance
Results
150 p
8 Society
Results
60 p
Potential
improvements
Act (improve)
the organisation
Prioritised
Improvement Plan
4
6 Customer
Results
200 p
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
9 Key
Performance
Results
150 p
Love it or hate it…..
People
People
Management
Management
People
People
Satisfaction
Satisfaction
Leadership
Leadership
Policy&&
Policy
Strategy
Strategy
Resources
Resources
5
Processes
Processes
Customer
Customer
Satisfaction
Satisfaction
Impact
Impacton
on
society
society
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Business
Business
Results
Results
A way to vision and measure
People
People
Management
Management
People
People
Satisfaction
Satisfaction
Leadership
Leadership
Policy&&
Policy
Strategy
Strategy
Resources
Resources
Processes
Processes
Customer
Customer
Satisfaction
Satisfaction
Business
Business
Results
Results
Impact
Impacton
on
society
society
< 1% Winners/Symbolic use, 99%+ Deciding or acting on it
6
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Well shared values?
www.efqm.org/downloads
Customer Focus
People development
& improvement
Public-Societal responsibility
(CSR)
Results
orientation
Management by
process and facts
Partnership
Development
Continuous learning,
innovation &
improvement
Leadership & constancy of purpose
7
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Vision and Measurement
People
Results
Key
Performance
Results
Customer
Results
Society
Results
Results
People
Processes
Policy &
Strategy
Partnerships &
Resources
Enablers
-Work from right to left
8
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Leadership
Be really clear on your aims?
GET
BETTER
CURRENT
STATUS
9
•At satisfying
“Customers”
•At Excellence
•…………….?
•..…………...?
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
“Suitcase” words?
Three common favourites:
SATISFACTION
CUSTOMERS
EXCELLENCE
Suitcase words in which everyone
places the things that suit them….
10
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Success Factors….
1. You research and develop deep insight into the
characteristics and needs of present and
future stakeholders and conclude which
elements of this you will address. –It won’t be
everything!
2. You systematically get ongoing external
feedback on the key features you have chosen
3. You have an appropriately comprehensive range
of internal measures to track the performance
of the organisation’s processes (Those that are likely
to impact on the targeted external stakeholders Features)
4. Your people are appropriately empowered to
resolve the majority of customer grievances you
receive
11
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
In summary…
People
Results
Key
Performance
Results
Customer
Results
Society
Results
People
Processes
Policy &
Strategy
Leadership
Partnerships &
Resources
EFQM & Stakeholders…Key
learning: Decide for yourselves, be
specific, carry on with life
12
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Our Learning in detail…
Action
Prioritise
Action Plans
Establish
Importance
Deployment
Score
Importance/
Performance
Make
Learning
Connections
Review
Profile
Highlight
Priorities
Consensus
Assessment
Information
Determine
stakeholders
Identify
Information
Gather
Information
13
Agree
Picture
Strengths
Areas for
Improvement
Source EFQM 2002-3 Strategy benchmarking study
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Review and Questions….
14
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
EVOLUTION TOWARDS EXCELLENCE
3
1
Commercial strategy
integration (*)
Benchmarking,
Workshop for Directors
People Score Card
Training
2
Employee Survey
Mission, Vision & Values
communication
Share Holders Value
IPS (1)
Benchmarking
Internal Magazine
WCM
BSC
Sales Conference
EFQM Presentations
Club del Barril
Supply Chain
Management
Abaco
Abaco Project
Project
ISO 9001
5
Satisfaction &
loyalty measure
system
K.A.M. (2)
TQM Teams
Benchmarking
ISO 14000
Technical Service
Corporate
Accountability
Loyalty and satisfaction
(1) I.P.S.= Improvement Suggestion System
(2) K.A.M. = Key Account Management
15
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Learning Connections
Comparisons
• Focused on results
• Used to compare
performance and
set improvement
targets
• Helps identify good
organisations
• Need to ensure
“apples and apples”
16
Benchmarking
• Focused on how
results achieved
• Used to learn from
best practice
• Need to understand
own process first
• Need to think
outside own sector
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
A final thought
-Integration is important
Vision
17
Outcome
Strategy
Vision

Culture

Structure
 Resources
=
?

Culture

Structure
 Resources
= Confusion
Vision

?
 Structure  Resources
= Resistance
Vision

Culture

=
Vision

Culture
 Structure 
?
 Resources
?
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Results
Anxiety
= Frustration
Some Challenges
The Feedback Acceptance Model
Denial
(II)
Mood
Shock
(I)
Internalisation
(VII)
Disillusionment
(III)
Risk of
Resistance Abandoning
Self
Time
to
Wasting
Change Assessment
Letting Go
(IV)
Consolidation
(VI)
Testing
(V)
Learn to Unsystematic Systematic Routine use
ImproveValue
of
Improvement
Feedback
Feedback
ment
Adapted from : Adams,Hayes and Hopson (1976)
Time
With kind permission from R Simpson (BT Northern Ireland), Dr S Meegan (The British Quality Foundation), Dr F Hill & SA Hazlett
(The Queens University of Belfast), E O’Neill (University of Ulster). Adapted from Adams, Hayes and Hopson (1976)
18
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
1.2 The Fundamental Concepts Exercise
So what do we
really mean by
excellence ?
©19
1998 EFQM
5
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Death by Initiative?
Leadership
Competencies
Leadership
Six Sigma
People
People
Results
Policy &
Strategy
Customer
Results
Processes
Partnerships
& Resources
Balanced
Scorecard
20
ISO 9000
Balanced
Scorecard
EMS
Survey
Key
Performance
Results
Society
Results
Process
Survey
Tools
Environment
Survey
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Customer
Survey
Vision (1)
CURRENT
FUTURE
Objective: Define future, desired, organisational state and
link needed activities and targets
21
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Integration (2)
Plan
the Business
Business
Plans
Do
the Business
Check
the Business
Enablers
ISO 9001
Results
7 People
Results
90 p
3 People
90 p
1 Leadership
100 p
2 Policy and
Strategy
80 p
5 Processes
140 p
4 Partnerships
and Resources
90 p
6 Customer
Results
200 p
8 Society
Results
60 p
Innovation and learning
Potential
improvements
Act (improve)
the Business
Prioritised
Improvement Plan
22
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
9 Key
Performance
Results
150 p
A way to vision and measure
People
People
Management
Management
People
People
Satisfaction
Satisfaction
Leadership
Leadership
Policy&&
Policy
Strategy
Strategy
Resources
Resources
23
Processes
Processes
Customer
Customer
Satisfaction
Satisfaction
Impact
Impacton
on
society
society
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Business
Business
Results
Results
Be specific if you are serious
•be clear on What/Who/How of stakeholders…..
•WHAT Example: “Provide learning
centered on the real needs of students,
professions, markets and society”
•Who: Be transparent on specific segments
of students/others you intend to address
•How: Build an internal consensus on
how…….
24
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
‘Causal’ Measures
Enabled
People
Less Error
Motivated
People
Satisfied
Customers
Accessible
Resources
25
Shorter
Cycle
Times
Credible
Image
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Better
Educated
Students
Learning Connections
Comparisons
• Focused on results
• Used to compare
performance and
set improvement
targets
• Helps identify good
organisations
• Need to ensure
“apples and apples”
26
Benchmarking
• Focused on how
results achieved
• Used to learn from
best practice
• Need to understand
own process first
• Need to think
outside own sector
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
What are you challenges?
-
-Is your customer strategy clear?
27
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Why –Why Not
• “I’m too busy we don’t need more
systems”
• “Accountability is an affront to
professionalism”
• “Not another initiative”
•Do as I’m told
•See if it works
•Identify and action improvements
•Inform the planning process
•Change the culture
28
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Radar is Important!
Element
Results
Attributes
Approach

Deployment
Assessment &
Review
29
trends
 targets
 comparisons
 causes
 scope

sound
 integrated
 implemented
 systematic
 measurement
 learning
 improvement
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Effective strategy and planning with
Excellence Models
30
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
You have a clear view on the opportunity gap between current performance of
the organisation and what needs to be achieved
The lead times and time horizons of the organisations management processes
match those of the external environment
Your management processes achieve a targeted level of balance between
demand for change and the organisation's capacity for excellent execution
Your people understand the overall strategic gameplan and their role in it
31
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Your presenter:
•EFQM, amongst many other
things, maintain and share
the EFQM Excellence model
See www.efqm.org
•The role of Chris Hakes &
the Faculty’s tutors is to
facilitate, share knowledge,
challenge misconceptions,
coach good practices and
represent the Mission and
Values of EFQM.
32
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Integrated Management Systems
Plan
the Business
Do
the Business
Check
the Business
Business
Plans
Enablers
Results
7 People
Results
90 p
3 People
90 p
1 Leadership
100 p
2 Policy and
Strategy
80 p
5 Processes
140 p
4 Partnerships
and Resources
90 p
6 Customer
Results
200 p
8 Society
Results
60 p
Innovation and learning
Potential
improvements
Act (improve)
the Business
Prioritised
Improvement Plan
33
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
9 Key
Performance
Results
150 p
What are you trying to do?
Objectives
 Make improvements
across the
organisation
 En-grain a transparent
process to manage
cultural change
CURRENT
STATUS
34
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
SUSTAINABLE
EXCELLENCE
How could you do it?
1
Define what you intend
2
Assess progress
3
Prioritise the gaps
4
Establish and deploy
action plans leading to
SUSTAINABLE
EXCELLENCE
best practice
CURRENT
STATUS
35
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
What does it mean for you?
Which
organisations
do you most admire?
Why?
(-What are the values or
achievements that underpin your
belief)
36
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Well shared values?
www.efqm.org/downloads
Customer Focus
People development
& improvement
Public responsibility
Results
orientation
Management by
process and facts
Partnership
Development
Continuous learning,
innovation &
improvement
Leadership & constancy of purpose
37
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
A way to vision and measure
People
People
Management
Management
People
People
Satisfaction
Satisfaction
Leadership
Leadership
Policy&&
Policy
Strategy
Strategy
Resources
Resources
38
Processes
Processes
Customer
Customer
Satisfaction
Satisfaction
Impact
Impacton
on
society
society
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Business
Business
Results
Results
Our Learning in detail…
Action
Prioritise
Action Plans
Establish
Importance
Deployment
Score
Importance/
Performance
Make
Learning
Connections
Review
Profile
Highlight
Priorities
Consensus
Assessment
Information
Determine
stakeholders
Identify
Information
Gather
Information
39
Agree
Picture
Strengths
Areas for
Improvement
Source EFQM 2002-3 Strategy benchmarking study
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
EVOLUTION TOWARDS EXCELLENCE
3
1
Commercial strategy
integration (*)
Benchmarking,
Workshop for Directors
People Score Card
Training
2
Employee Survey
Mission, Vision & Values
communication
Share Holders Value
IPS (1)
Benchmarking
Internal Magazine
WCM
BSC
Sales Conference
EFQM Presentations
Club del Barril
Supply Chain
Management
Abaco
Abaco Project
Project
ISO 9001
5
Satisfaction &
loyalty measure
system
K.A.M. (2)
TQM Teams
Benchmarking
ISO 14000
Technical Service
Corporate
Accountability
Loyalty and satisfaction
(1) I.P.S.= Improvement Suggestion System
(2) K.A.M. = Key Account Management
40
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Review and Questions….
41
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
“Suitcase” words?
Three common favourites:
SOCIETY
CUSTOMERS
EXCELLENCE
Suitcase words in which everyone
places the concepts that suit
them….
42
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Key Lessons …..
MISSION
43
STRATEGY
PROCESSES
VALUES
OBJECTIVES
ACTIVITIES
BELIEFS
OUTCOMES
TASK
BEHAVIOURS
RESULTS
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Why –Why Not
• “I’m too busy we don’t need more
systems”
• “Accountability is an affront to
professionalism”
• “Not another initiative”
•Do as I’m told
•See if it works
•Identify and action improvements
•Inform the planning process
•Change the culture
44
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
What are your challenges?
Is your planning process effective?
45
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Radar is Important!
Element
Results
Attributes
Approach

Deployment
Assessment &
Review
46
trends
 targets
 comparisons
 causes
 scope

sound
 integrated
 implemented
 systematic
 measurement
 learning
 improvement
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Death by Initiative?
Leadership
Competencies
Leadership
Six Sigma
People
People
Results
Policy &
Strategy
Customer
Results
Processes
Partnerships
& Resources
Balanced
Scorecard
47
ISO 9000
Balanced
Scorecard
EMS
Survey
Key
Performance
Results
Society
Results
Process
Survey
Tools
Environment
Survey
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Customer
Survey
Use the EFQM Model?
A rigorous and structured approach
to organisational improvement that
can:
• act as a powerful diagnostic tool
• drive consistency of direction/vision
• help obtain a consensus on needed resources
• helps integrate various change management
and organisational improvement efforts
• Track progress
48
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Integration is important
Vision
49
Outcome
Strategy
Vision

Culture

Structure
 Resources
=
?

Culture

Structure
 Resources
= Confusion
Vision

?
 Structure  Resources
= Resistance
Vision

Culture

=
Vision

Culture
 Structure 
?
 Resources
?
Copyright EFQM 2004 Quality in Educational Systems 28-29th October 2004
Results
Anxiety
= Frustration