1. EFQM 25 Years of Excellence – the Book

    October 25, 2014 by BPIR.com Limited

     

    Introduced by forewords of two Presidents of the European Commission as well as the EFQM Board, this publication gathers a broad spectrum of testimonies from organisations at different stages of their excellence journey. We hope they will inspire you in your quest for sustainable excellence. Here’s to the next 25 years!

    This is your direct access to stories from various organisations. They are categorised by Fundamental Concept. This is optimised for tablet. Click on the “Columns to display” button to select your concepts of interest for a better screen view.

    Click here to read the book


  2. Tips from Baldrige Award-Winning Businesses

    October 23, 2014 by nick.halley

    Originally Posted by Christine Schaefer on Blogrige, the official Baldrige blog

    The following have been compiled from interviews of presenters at the Baldrige Program’s 26th Annual Quest for Excellence® conference.

    How to Get Started Using the Baldrige Framework:

    • Communicate: Make sure you have the support of senior leadership and employees. Instigating organizational change is not a one-person challenge, and the only way to truly sustain change and excellence is if everyone is on the same page.
    • Share/steal: The Baldrige community is so generous and open; take advantage of conferences and best-practice sessions. If you’re struggling in a certain area, it’s likely that other organizations have been down the same path and come out on the other side. There’s no sense in reinventing the wheel when so many great leaders and organizations are eager to share their stories with you.
    • Keep going: It’s a journey, and one that will take you longer than you might expect. The Baldrige framework is not about an award or a temporary fix. It’s about lasting, continuous improvement and a systematic framework for excellence. You will never “master” the Criteria. Instead, you can use it every year, every month, every day, to ensure that your organization is striving for excellence in every aspect.

    These tips are from Kelsey May, general counsel of MESA (2006 and 2012 Baldrige Award recipient, small business). Read the complete interview at http://nistbaldrige.blogs.govdelivery.com/2014/03/19/growing-by-leaps-and-baldrige/.

    customer service desk graphic

    How to Build a Customer-Focused Strategy:

    • Don’t treat continuous improvement, Lean, or another improvement strategy as an add-on to your current operations or a “bolt-on accessory.” Integrate improvement with your culture and how you do business.
    • Build ownership for your strategy among the workforce. This means that you have to get people’s buy-in, but understand that some things are non-negotiable, such as safety, health, morals, and ethics.
    • Work on a “demand-pull” approach of people wanting your products, rather than a “supply-push” approach.
    • Don’t focus on efficient measures (these are noble, but you can wind up with lousy measures); instead, try for effective measures that are focused, do what they are supposed to do and are not overburdened with too many different purposes.

    These tips are from Ken Dean, vice president/director of quality systems with the Customer Development Group of Nestlé Purina PetCare Company (2010 Baldrige Award recipient, manufacturing). Read the complete interview at http://nistbaldrige.blogs.govdelivery.com/2014/03/26/what-could-you-discover-about-your-customer-strategy/.

    How to Manage Organizational Change:

    • Shrink the change to effect change.
    • Build on your “bright spots” (people, processes) to effect change.
    • Understand that information is not necessarily the key to change; the key is not only to inform but also to demonstrate the change and ensure understanding through accountability checks.
    • Innovate to sustain the change. To achieve different results, you have to do things a different way. Thinking of new ways to conduct value-added processes is key to growth.

    These tips are from Jan Englert, RN, principal of quality and safety at Premier (2006 Baldrige Award recipient, service business). Read the complete interview at http://nistbaldrige.blogs.govdelivery.com/2014/03/18/expect-change-be-innovative-and-steer-the-elephant/.

    How to Align an Organization and Manage Performance for Improvement/Change:

    • Consider these three key accelerants to the organizational alignment needed for an improvement journey: (1) Highest-ranking officers who are personally committed to steering the journey, (2) senior executives who hold leaders accountable for metric-based performance outcomes through a performance management and evaluation system, and (3) senior teams who provide their leaders with the skills needed to maximize their own potential by providing mandatory, quarterly leadership training.
    • Address chronically low-performing members of the team to prevent negative impacts on the culture of the organization, and reward successes of high-performing individuals so that you don’t miss out on the opportunity to maximize the potential of the lifeblood of the organization: the solid performers who need mentoring and coaching. A key work process for high-performing organizations includes a consistently practiced, fair, documented, and objective series of discussions with high, solid, and low performers to sustain the momentum for the arduous journey of cultural transformation.

    These tips are from Craig Deao, member of the senior executive team of Studer Group (2010 Baldrige Award recipient, small business). Read the complete interview at http://nistbaldrige.blogs.govdelivery.com/2014/03/27/changing-culture-insights-from-a-2010-baldrige-award-winner/.


  3. Excellence in Education – Strategic Planning

    August 30, 2014 by BPIR.com Limited

     

    Watch the video above to learn about how Strategic Planning impacts learning and involves all stakeholders in Pewaukee School District.

    Pewaukee School District (PSD) is a small school district in Wisconsin, USA. PSD captured the attention of America by winning the prestigious Malcolm Baldrige National Quality Award which honours performance excellence in education, healthcare and business organizations. The Pewaukee School District (PSD), an innovative public school system, was one of only three organizations nationwide to receive the 2013 award. Winning the nation’s highest Presidential honour for performance excellence and visionary leadership is no small feat. The Pewaukee school system, which totals 2,791 students has only one high school, one middle school and two elementary schools.

    PSD planners state that – “In order to reach Strategic Planning goals, and thereby, achieve our Mission, we must have specific strategies in place to guide our work. Each year the Strategic Plan initiatives take into account the recommendations and opinions of citizens, staff, parents, and administration in two meetings designed to explore each strategy in the plan.” The strategies are as follows:

    Strategy:Teaching and Learning
    Pewaukee School District will provide a rigorous and relevant curriculum delivered by high quality educators who use innovative, research-based strategies to prepare students to compete in a global environment in the 21st century.

    Strategy: Technology
    Create classroom environments where students engage in collaborative, inquiry-based learning, facilitated by educators who are able to use technology to transform knowledge and skills into solutions, new information, and products.

    Strategy: Communication & Community Engagement
    Pewaukee School District will communicate, engage and develop partnerships with students, staff, and citizens to help reach our mission of academic excellence and positive citizenship for all students.

    Strategy: Workforce Engagement & Development
    Pewaukee School District will utilize best practices to hire, retain, engage, and develop a skilled and talented workforce that will enable the District to achieve its mission.

    Strategy: Facilities & Operations
    Pewaukee School District will provide safe, healthy, and efficiently operated schools to ensure the success of all students and accountability for all stakeholders.

    Neil Crawford
    BPIR.com


  4. A New Model for Excellence in South Africa

    August 14, 2014 by nick.halley

    Originally Posted by Christine Schaefer on Blogrige, the official Baldrige blog

    On August 1, the South African company Business Assessment Services (BAS)—acting on behalf of the new South African Excellence Foundation (SAEF)—publicly launched the latest South African Excellence Model (SAEMXIII™). The nonprofit SAEF will use the model as a basis for business assessment and development services for organizations in South Africa.

    The Baldrige Program has long participated in a global excellence council, and the Baldrige Award and Criteria for Performance Excellence have long been emulated in countries around the world. So it is not surprising that BAS CEO Ed van den Heever gives partial credit to both the Baldrige Program and the Fundação Nacional da Qualidade (FNQ) of Brazil for inspiring the new SAEM.

    I recently asked, van den Heever—developer of the SAEMXIII and co-author of the previous SAEM1997 standards model—to share more information about the history of organizational excellence initiatives in his country. Following are his responses.

    Tell us about your background and experience with the Baldrige Award and national program?

    I have great admiration for the leader role of the Malcolm Baldrige National Quality Award (MBNQA) program. I also have fond memories of (retired Baldrige program director) Dr. Harry Hertz—a great man! My support for MBNQA goes back to the mid-1990s when I attended a Baldrige examiner course in South Africa conducted by Dr. Richard Chua of Juran Institute Incorporated (JII).

    Ed van den Heever photo
    Ed van den Heever

    A year earlier, the Council for Scientific Industrial Research (CSIR) of South Africa had opted to go the Baldrige Award route. I had the great fortune, coming from the private sector, to join as an executive facilitator of CSIR Total Quality Management for four years. That role included exposing the CSIR Management Team to Baldrige examiner training. After 1995 examiner training in South Africa was presented by Dr. Chua of JII, I conducted the remainder of the Baldrige examiner sessions in 1996 and 1997. As lead examiner, I facilitated Baldrige Award-based assessments in 10 CSIR business units at the same time and publishing the consolidated findings.

    In 1996, the CSIR and the South Africa Quality Institute (SAQI) agreed to launch a South African Criteria model (SAEM1997) and a foundation. I was appointed as the inaugural CEO of the former South African Excellence Foundation, which was formally launched in August 1997 as a not-for-profit company with ten sponsors.

    How is the SAEMXIII model similar to the Baldrige Criteria for Performance Excellence?

    Besides the SAEM1997, the Baldrige Criteria revisions of 2006, 2008, and 2010 had a direct impact on the road ahead [toward the SAEMXIII]. However, involvement with BHPBilliton in Australia in 2008 and exposure to the FNQ Model in 2013 greatly impacted the final outcome.

    Among similarities, the SAEMXIII has merged the SAEM1997 Results Criteria (7–11) into a single criterion 7 (similar to the Baldrige Criteria and FNQ model). Also, similar to the Baldrige Criteria process evaluation factors of ADLI (Approach, Deployment, Learning, Integration), SAEMXIII uses PDCA (Plan, Do, Check, Act) elements for scoring of processes. And similar to the Baldrige Criteria results evaluation factors of LeTCI (Levels, Trends, Comparisons, and Integration), SAEMXIII uses RTCK (Results/Targets/Comparative/Key performance indicator match) elements for scoring of results.

    The Baldrige Criteria largely dictated the selection and qualification of Criteria guidelines, key characteristics, and Criteria description. Globally the Baldrige Performance Excellence Program led the way in this area.

    How have the Baldrige Criteria for Performance Excellence and the European Foundation for Quality Management (EFQM) helped inspire the development or updates to the SAEM?

    For the SAEM1997 (11 Criteria model), the EFQM (1997), consisting of nine Criteria, formed the basic framework. The EFQM Model had gaps that needed focus for application in a developing country such as South Africa. Revisions included adding Baldrige Criteria-based categories on customer focus and supplier focus.

    The SAEM1997 was adapted for application in large (Level 1), medium (Level 2), and small (Level 3) companies or organizations. Organizations could opt for Level 1, Level 2, or Level 3, using 100 percent, 50 percent, or 25 percent of the Criteria content, respectively. The related South African Excellence Foundation (SAEF) Awards process was accordingly structured.

    A classic case is that Mercedes-Benz SA opted to start at Level 3, then moved to Level 2 (in-house only) in final preparation for their Level 1 Application—culminating in winning the 2000 SAEF Award.

    A downfall of SAEM1997 is that it was never updated! Although the model was classic by U.S. and European standards, South African companies could not reach the expected heights at the time. Unfortunately, the original SAEF last issued awards in 2002 and was liquidated by creditors in 2004.

    Tell us about the BAS’s services and the kinds of organizations benefitting from those offerings in your country today?

    With a specialty in operational excellence, BAS offers an SAEMXIII-based toolkit and guides that were developed to facilitate the Management System of Operational Excellence (MSOE), which is concordant with ISO 9004:2010. The materials offered include training materials and case studies on governance excellence and operational excellence, as well as framework, criteria, and assessment guidelines. The toolkit fits the private sector (large/medium/small businesses) and the public sector (national/provincial/local government).

    Other offerings include cost of quality training, training based on the MSOE Toolkit, and SAEMXII Assessor Training.

    Users include the Eastern Cape Provincial Government (nine departments), the Department of Transport (Eastern Cape Government, winner of the 2009 Public Sector Innovation Award), SA Revenue Services (call centers), Tsebo Cleaning Services (South Africa) Ltd., Arwyp Private Hospital Ltd., and Border Cricket (South Africa) East London.

    What’s next for excellence in South Africa?

    This year we will finalize the launch of the SAEMXIII. In 2014 we also plan to find a not-for-profit company to house the intellectual property. And we plan to facilitate funding for SAEF outside governmental control (similar to the Baldrige Foundation) and promote the new SAEF on November 13, 2014, World Quality Day. We also plan to rejoin the Global Excellence Model Council. In 2015, we plan to relaunch the South African Excellence Awards!


  5. EFQM Award 2014

    August 5, 2014 by nick.halley

    The EFQM Excellence Award 2014 Nominees

    This year’s Nominees are (listed in alphabetical order):

    BMW AG Werk Regensburg

    Plant Regensburg has been manufacturing vehicles for BMW AG since 1986. In 2013, 295,417 vehicles (daily production output: 1,100 units) made in Regensburg were delivered to customers all over the world. So Plant Regensburg is the third largest plant in the BMW Group production network. Products include BMW series 1, series 3 (Sedan), series 4 (convertible), M3 Sedan, M4 convertible, Z4.

    BOSCH Tecnologie Diesel e Sistemi Frenanti S.p.A.

    BarP is an operational unit of the Diesel Systems Division which is part of the Automotive Technology Business Sector of the Bosch Group. BarP produces Common Rail diesel fuel injection pumps. With nearly 1,700 associates and more than 240 million Euros sales, it is the largest Bosch entity in Italy and the biggest automotive plant in Apulia.

    Infineon Technologies Austria AG IFAT

    Infineon Technologies Austria is Infineon`s globally leading competence unit for power semiconductors. It draws on synergies in R&D expertise, manufacturing excellence and global business responsibility to drive the company`s success worldwide.

    One Vision Housing

    One Vision Housing is a Registered Provider of Social Housing with more than 11,500 homes across Sefton, Merseyside. It was formed in October 2006, following a successful stock transfer from Sefton Council and are a  not for profit organisation, regulated by the Homes and Communities Agency. One Vision Housing is part of the Sovini Group which was formed in December 2011 and also includes Pine Court Housing Association, Sovini Property Services and Teroma (trade supplies).

    Pompes Grundfos SAS

    Pompes GRUNDFOS SAS France (internally designated as PGF) is one of Grundfos fifteen production companies. Established in 1972 and located in Longeville-lès-Saint-Avold in Moselle, PGF is the result of the commitment to internationalisation and development of the Group outside Denmark. The key sectors of PGF are the customisation, manufacturing and distribution of circulators and pump systems.

    REGTSA – Recaudacion y Gestion Tributaria de Salamanca

    REGTSA is an Autonomous Body attached to the Province Council (Diputación Provincial) of Salamanca (Spain), established in 1992 with the purpose of providing tax management and collection services to the municipalities in the province. It started up on 1st January 1993, with the secondment of the staff of the former Provincial Tax Collection Service.

    Siemens Motion Control, Congleton

    Siemens Congleton, based in Cheshire UK, is an operational manufacturing unit within the Drive Technologies division (DT) which is a part of the Industry sector. DT comprises several business units with 45 factories worldwide. Siemens Congleton is a contract manufacturer for the Motion Control business unit (MC) within DT, supplying over 1.2 million electrical devices, including 500,000 variable speed drives (known as Inverters), to Siemens MC and is 1 of 9 global MC manufacturing facilities.

    The Cedar Foundation

    The Cedar Foundation (Cedar) is a leading voluntary organisation in Northern Ireland focusing on inclusion for people with disabilities. Cedar is a service provider and their purpose is summarised in their Vision and Mission statements. The Vision is a society accessible to all. The Mission is to provide exceptional services that support children and adults with disabilities to participate in all aspects of community life.

    Join us at the EFQM Excellence Award ceremony on the 20th of October in the Autoworld museum, Brussels. Click here for more information on the EFQM Forum and the Celebration Dinner.