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EFQM Excellence Model
September 21, 2007 | Author: PM Hut | Filed under: Quality Management
EFQM Excellence Model
By Craig Brown
The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organisations for the European Quality Award. It is now the most widely used organisational framework in Europe and it has become the basis for the majority of national and regional Quality Awards.
The premise behind EFQM is that:
Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People, Partnerships and Resources, and Processes.
The Model represent the criteria against which to assess an organisation’s progress towards Excellence. Each of the nine criteria has a definition, which explains the high level meaning of that criterion.
The framework defines excellence long the flowing measures:
- Results Orientation - Excellence is achieving results that delight all the organisation’s stakeholders.
- Customer Focus - creating sustainable customer value.
- Leadership and Constancy of Purpose - visionary and inspirational leadership, coupled with constancy of purpose.
- Management by Processes and Facts - managing the organisation through a set of interdependent and interelated systems, processes and facts.
- People Development and Involvement - maximising the contribution of employees through their development and involvement.
- Continuous Learning, Innovation and Improvement - challenging the status quo and effecting change by utilising learning to create innovation and improvement opportunities.
- Partnership Development - developing and maintaining value-adding partnerships.
- Corporate Social Responsibility - exceeding the minimum regulatory framework in which the organisation operates and to strive to understand and respond to the expectations of their stakeholders in society
This framework seems to me to be an improvement on the quality frameworks I have looked at to date with their emphasis very strongly on process. This model includes a focus on process but also includes consideration of people, something that aligns with much academic work I have read into key success indicators for businesses.
Craig Brown has worked as a project manager and business analyst mainly in the Australian ITC and the banking industries. He has also worked in the law, education and welfare industries, including starting a law firm. Craig now has a Master’s degree in project management from RMIT university, and is currently working with a Melbourne based IT consulting firm called OptimiseIT. Craig’s personal blog can be found at http://betterprojects.blogspot.com.
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