...EFQM Excellence Model What does it mean? The EFQM is the abbreviation of European Foundation for Quality Management and is a not-for-profit membership foundation in Brussels, established in 1989 to increase the competitiveness of the European economy. The initial impetus for forming EFQM was a response to the work of W. Edwards Deming and the development of the concepts of Total Quality Management. What kind of model it is? The EQFM has a model which provides a holistic view of the organisation and it can be used to determine how different methods fit together and complement each other. The Model can therefore be used in conjunction with any number of tools, based on the needs and function of the organisation, as an overarching framework for developing sustainable excellence. There is not a specific type of companies which can participate in the competition some of the main areas we can find here are: education, energy & utilities, healthcare, IT & Technologies, Manufacturing, Material, NGO/Associations, Public Administration, Retail, Services and Transport & Logistics. But in order to become a member of this organization you must pay a fee which is based on the annual turnover of the organization Annual Turnover | Category | Standard Fee | More than 1 billion Euros | A | €11,000 | Between 100 million and 1 billion Euros | B | €5,500 | Between 5 million and 100 million Euros | C | €2,700 | Less than 5 million Euros | D | €1,350 | What...
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...of EFQM model 2010 can be used to provide a framework for the enhancement of organizational performance. Various issues have been identified facing the Hotel group, including lack of a formal method of collecting information; the demand of beds by the tourists compared to the supply; competition and tight budgets set by the head office. It is evident that the application of the EFQM model, especially the nine criteria, will enable the company to overcome these issues and improve on its performance. This is based on the fact that some companies, especially in Europe, have made use of the model and have turned out to be successful. In order to be successful, the Squire Hotel Group should make sure that it offers proper training to the employees, develops constant enhancement processes; incorporates self assessment procedures into policy development and business planning cycles, and collects suitable data and employs it during the day to day management. However, some of the drawbacks faced during implementation encompass active commitment from senior management, development of novel skills in the organizational individuals, as well as efficient communication between the people and the management. Introduction The EFQM model 2010 is a non-rigid framework that is founded on nine principles. These criteria encompass leadership; strategy; people; partnership and resources; processes, products and services; customer results; society results; people results; and key results (EFQM, 2010)...
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...La excelencia es el objetivo de este modelo Lecturas: 35 La Fundación Europea para la Gestión de la Calidad (EFQM por sus siglas en inglés) creó, en 1988, el Modelo de Calidad Europea EFQM; contó con la ayuda de la Organización Europea para la Calidad (EOQ) y de la Comisión Europea. Desde entonces, este modelo ha sido utilizado por empresas, instituciones, centros educativos... para aumentar su eficacia y eficiencia. Desde este año, la fundación Codefe es representante en el país del modelo EFQM, que funciona también como una certificación de calidad. Codefe califica a empresas para que puedan brindar asesoría de calidad con el sello de EFQM. Además otorga las validaciones y los cursos. Así lo indica Carla Villena, presidenta de la fundación. El propósito principal del modelo es proporcionar un marco de acciones para diagnóstico y evaluación del nivel de excelencia en las organizaciones. Este ya es utilizado en planteles educativos a escala nacional. Incluso en el enlace ciudadano 311, Augusto Espinosa, el entonces ministro coordinador de Conocimiento y Talento Humano, señaló al EFQM junto con el ISO, como uno de los certificaciones internacionales que servirán de medición en la implementación del Programa Nacional de Excelencia. Este sistema resulta un eje transversal estratégico para las empresas. Su concepto fundamental es la autoevaluación que sirve para consolidar la calidad administrativa. Entre sus componentes están desarrollar alianzas, favorecer la creatividad y la innovación...
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...Dec 2011) ABSTRACT There have been fundamental changes in management since 1950, and these changes are still affecting enterprises around the glob. Quality as the main issue of these changes has received special consideration. The European foundation for quality management (EFQM) was established in 1988 in order to achieve quality leadership and continuous improvement. EFQM is a model which is designed for all kinds of organization and with utilizing self assessment as a strategic tool helps companies to identify their weaknesses, strengths and areas of improvement. This paper reviews some of the studies conducted in developing countries about applying EFQM in enterprises with special attention to small and medium-sized enterprise (SMEs). The main purpose of this study is to find whether EFQM model have been successful in building winning and efficient organizations in developing countries. Due to the situation of global market and competitive environment, SMEs in developing countries realized that they need to have a proper quality model in order to recognize their weaknesses and strengths, and the areas of their improvement to be able to compete in the international market. The results indicates EFQM gives better outcome for private organizations in comparison with public organizations and the best excellence model which fits...
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...Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management Name: Shaun Amirthalingam 0705668 Matthew Peh Voon Yang 0805185 Boo Tong Kwong 0805183 Table of Content Title | Page Number | 1.0 Introduction | 3 | 2.0 Learning Organisation2.1 Inspiration and Motivation2.2 Empowerment2.3 Accumulating and Sharing Internal Knowledge2.4 Gathering and Integrating External Information2.5 Enabling Creativity | 4-5 | 3.0 European Foundation of Quality Management3.1 The Good of EFQM3.2 EFQM Developing Organisation Learning3.3 Limitation of Organisation Learning | 6-13 | 4.0 Conclusion | 14 | Referencing and Bibliography | 15-18 | Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management 1.0 Introduction It is a huge change that has accelerated over the past few decades in the economy. During the 20th century, organisations always focused at traditional factors for production on tangible resources such as equipment, land and money. Almost every organization was seeking for ways to reduce the cost and boost the sales to survive in the market. Quoted...
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...SQUIRE GROUP OF HOTELS CASE STUDY The Squire’s group hotel has been doing good performance wise, even though it has several issues. The rooms department is actually executing well because of the hotel becoming continuously maintained at higher occupancy levels. Nevertheless, the food and also beverage part of the hotel group is not completing the task effectively. This is certainly pointed out by the Restaurant Manager, Elizabeth Dickens, just who says the fact that she actually is compelled by higher management to lessen expenses which consequently tend to be influencing her restaurant to the level that she actually is losing customers. These are generally excellent methods of any hotel's performance. The complaints program is inadequate that makes being able to access customer fulfillment very hard, which makes it challenging to measure exactly how the company does regarding trying to keep customers pleased. The organization nevertheless is attempting to boost their own place within the market as well as continuously trying to attain a top quality associated with services, nevertheless with no real proof they are attaining these objectives via feedback through surveys or even feedback coming from customers, it is difficult to gain access to this particular apart from to state that actually they are succeeding because of the undeniable fact that occupancy at their own hotels is definitely higher. Also, Is actually the senior administration ‘away from reality’? Senior administration...
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...of the EFQM model to manage institutions of higher education", Quality Assurance in Education, Vol. 14 Iss 2 pp. 99 – 122. Arvinder P.S. Loomba Thomas B. Johannessen, (1997),"Malcolm Baldrige National Quality Award", Benchmarking for Quality Management & Technology, Vol. 4 Iss 1 pp. 59 – 77. Bell, R. and Keys, B. (1998), “A conversation with Curt W. Reimann on the background and future of the Baldrige Award”, Organizational Dynamics, Vol. 26 No. 4, pp. 51-61 . Bou-Llusar, J.C., Escrig-Tena, A.B., Roca-Puig, V. and Beltran-Martin, I. (2009), “An empirical assessment of the EFQM excellence model: evaluation as a TQM framework relative to the MBNQA model”, Journal of Operations Management, Vol. 27 No. 1, pp. 1-22. Chris Hakes (2007). The EFQM excellence model for Assessing Organizational Performance (Google eBook). uk: Van Haren. p12. Constanze Clarke (2006) Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-Benz (Google eBook). 5th ed. uk: Springer Science & Business Media. p60. Dahlgaard, J., Kristensen, K. and Kanji, G.K. (2007), Fundamentals of Total Quality Management, Routledge, New York, NY. Decarlo, N.J. and Sterett, W.K. (1990), “History of the Malcolm Baldrige National Quality Award”, Quality Progress, Vol. 23 No. 3, pp. 30-2. EFQM. (2012). Fundemental Concepts. Available: http://www.efqm.org/efqm-model/radar-logic. Last accessed 10th April 2015. EFQM. (2012). Radar Logic. Available: http://www.efqm.org/efqm-model/radar-logic...
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...Assignment draft Mohamed El Banna M00292942 Executive Summary EFQM, which falls under the non prescriptive framework for the management of organisations, is designed specifically to assist entities. This is particularly in the drive of entities as they strive to become more competitive within their fields of operations and the economy as a whole. EFQM Excellence Model is without doubt a successful framework that plays a vital role in supporting organisations achieve success with minimal hiccups. This report discusses the various roles that the EFQM Excellence Model plays in organisations. In addition, it looks at organisations that have employed the model in their daily operations, and the success they have received. In a nutshell, this reflection pays attention to the success the organisations achieve as far as encompassing EFQM Excellence Model is concerned. Through the EFQM Excellence Model, organisations are able to integrate the framework into existing management systems and attain success (The Author, 2003). The report also gives various recommendations that Squire Hotel Group should practice ensuring 100% occupancy of the hotels both during weekdays and weekends. By harnessing a number of suggestions that have been put forward, Squire Hotel Group will improve its performance thus achieving sustainable performance (Osseo-Asare, 2002). It is evident that EFQM Excellence Model has underlying principles that are the essential foundations in attaining...
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...door to EFQM. Courtyard by Marriott. Avenue des Olympiades 6 - 1140 Brussels Tel : +322 516 9200 brussels.reservations@marriott.com 2. How to reach EFQM | EFQM www.efqm.org/contact/how-to-find-us/how-to-reach-efqm Shuttle service to the Courtyard Hotel (next to EFQM Offices): It is free of charge from Airport to Hotel and costs from Marriott Courtyard to Airport. Reservations ... 3. Efqm Squire Hotel Group - Term Paper - Thomascy www.termpaperwarehouse.com › Business and Management 4 Mar 2014 - Read this essay on Efqm Squire Hotel Group . ... 2010 can be used to provide a framework for the enhancement of organizational performance. 4. All UK Excellence Award winners | The British Quality Foundation www.bqf.org.uk › ... › Awards and recognition › UK Excellence Award City Technology College, Kingshurst; Marriott Hotels; Northern Ireland ... We offer a range of performance improvement publications including the EFQM ... 5. Hospitality Management and Organisational Behaviour books.google.co.uk/books?isbn=0582432251 Laurie J. Mullins - 2001 - Medical The measurement of productivity QUALITY STANDARDS FOR HOTELS SERVICE .ESS PERFORMANCE ORGANISATION DEVELOPMENT The role of top ... 6. Neil Cook - United Kingdom | LinkedIn uk.linkedin.com/pub/neil-cook/5/618/92b Bristol, United Kingdom - Catering & Facilities Management Consultant Led 'as is' review of performance issues, facilitated the development of a prioritised ... 27000 and the EFQM (European...
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...Joseph Juran Joseph Moses Juran (December 24, 1904 – February 28, 2008) was a Romanian-born American management consultant and engineer. Dr. Joseph Juran is considered to have had the greatest impact on quality management after W. Edwards Deming. He is principally remembered as an evangelist for quality and quality management, having written several influential books on those subjects including the Quality Control Handbook and Managerial Breakthrough. In 1941, after discovering the Pareto principle by Vilfredo Pareto, he began to apply it to quality issues. In later years, Juran preferred "the vital few and the useful many" to signal the remaining 80% of the causes should not be totally ignored. Although his philosophy is similar to Deming’s, there are some differences. Whereas Deming stressed the need for an organizational “transformation,” Juran believes that implementing quality initiatives should not require such a dramatic change and that quality management should be embedded in the organization. One of his important contributions is his focus on the definition of quality and the cost of quality and poor quality. He extended his quality management to encompass nonmanufacturing processes, especially those that might be thought of as service related. Juran is credited with defining quality as fitness for use rather than simply conformance to specifications. Juran was one of the first to think about the cost of poor quality. This was illustrated by his "Juran trilogy"...
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...actual de una organización a través de modelos (actuales) y evaluar la dirección estratégica, planteando arquitecturas y modelos de escenarios (futuros) para una mejor toma de decisiones. La evolución de AE ha tenido un fuerte impulso al convertirse en una herramienta que podría resolver el problema de la alineación del negocio con las tecnologías de Información (TI). FACTORES CLAVES: Los factores claves para la implementación de AE son principalmente: un marco de referencia, combinar procesos y modelamiento y priorizar áreas que demanden crear arquitecturas o trabajar incrementalmente en cada capa de dominio de arquitectura, añadiendo valor en cada paso. Se propone un marco de referencia que incluya la AE en conjunto con el modelo EFQM para tener un mecanismo de autoevaluación y el Cuadro de Mando Integral o BSC para poder establecer indicadores y medir el desempeño operativo de la organización ya que esto no cubre un AE. CONCEPTO DE ARQUITECTURA EMPRESARIAL: “Arquitectura Empresarial es un conjunto coherente de principios, métodos y modelos que son usados en el diseño y en la realización de la estructura organizacional empresarial, procesos de negocio, sistemas de información e infraestructura” AE es una disciplina que abarca aspectos del negocio y técnicos, permite manejar la creciente complejidad y por ende se puede gestionar los cambios de una forma organizada IMPORTANCIA: La Arquitectura Empresarial juega un rol importante como herramienta conductora de...
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...1. Executive Summary BT as a company has its roots set in the right ground when they committed to quality delivery. The organizations success is due to the Keizen approach and how they keep the employees involved in the changes or amendment or the organizations processes and procedures. Figure 1: The 4-P cycle of continuous improvement There is however minor improvements on their approach to the TQM / BEM models. They should make use of the balance score card to measure their performance against it. This could quantify and qualify their success and be measured. There are five elements to strategy that they must take into account: 1. Sustainable decisions: what is to be done? 2. Processes and projects to deliver strategy: How is it to be done? 3. Competitive advantage: Why it must be done? 4. Exploitation of connections between the organization and its environment: Why it must be done? 5. Vision: When and with what result? A common solution to problem that might be experience should be to implement the following attributes to ensure a successful organisation: 1. Effective leadership; 2. Emphasis on customer requirements; 3. Commitment to continuous improvement; 4. Learning and growth strategy; 5. Human resource development; 6. Quality assurance system; and 7. Effective information systems. 2. Questions 2.1 What role has the Quality Management System and the ISO 9001 standard played in BT`s total quality journey? BT has committed...
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...History of Quality Management The history of Total Quality Management can be traced in early year’s of 1920′s in the area of production quality control, and remarkably the concepts developed in Japan beginning in the late 1940′s and 1950′s, pioneered there by Americans Feigenbum, Juran and Deming. Quality Management Gurus and theories Quality Management resulted mainly from the work of the quality gurus and their theories. the American gurus featured in the 1950′s Japan: Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese quality gurus who formulated and extended the early American quality ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo; and the 1970-80′s American Western gurus, notably Philip Crosby and Tom Peters, who further extended their thoughts towards Quality Management concepts after the Japanese successes Total Quality Management (TQM) Total Quality Management features centrally the customer-supplier interfaces, (external and internal customers and suppliers). A number of processes sit at each interface. Central also is an organizational commitment to quality, and the importance of communicating this quality commitment, together with the acknowledgement that the right organizational culture is essential for effective Total Quality Management Processes – understanding processes and methods for process improvement Understanding processes is essential before attempt is made to improve them. This is a central aspect to Total...
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...The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0954-478X.htm TQM 17,2 RESEARCH AND CONCEPTS Components of successful total quality management ´ ´ Juan Jose Tarı Department of Business Management, University of Alicante, Spain Abstract Purpose – According to the literature, quality management consists of a set of components: critical factors, tools, techniques and practices. The purpose of this paper is: to identify the components of total quality management (TQM), in order to make them known to managers and thus facilitate successful quality management implementation, and to show the situation of 106 ISO 9000 certified firms concerning these components. Design/methodology/approach – In order to achieve this objective, a literature review and a survey based on 106 ISO 9000 certified firms in Spain were developed. Findings – The results reflect that certified firms must develop their people orientation 1and use techniques and tools to a higher extent in order to progress towards total quality. Originality/value – The value of the paper is point out which TQM components are important to successfully implement TQM and identify the situation of these components in ISO 9000 certified firms in a particular area. Keywords Total quality management, ISO 9000 series, Spain Paper type Research paper 182 The TQM Magazine Vol. 17...
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...as this one, and evaluate the approach taken to measurement “recommended” by the BBC. Key Success Factors Identify and Measure the organisation {SWOT&PEST) Key Performance Indicators Balance Scorecard Appraisal & Review of Business Policy Measurement 4 4 5 6 7 9 3 How should the senior team in BBC Broadcasting & Presentation develop their thinking to sustain the momentum of total quality/business excellence? Pillars and Dimensions of Total Quality Management Customer Focus Continuous Improvement Employee Investment and Empowerment Systems Thinking Plan-Do-Check-Act Cycle Leadership Customer Focus through Customer Relationship Management (CRM) European Forum for Quality Management (EFQM) Balance Scorecard Programme Management Process (BSPM) Establishment and set up of Programme Office Strategic Analysis Strategic Development Strategic Implementation Strategic Implementation: Measure and Appraise 10 11 11 12 14 14 15 16 16 17 19 19 21 22 22 23 4 Conclusion 24 5 Bibliography 25 Executive Summary BBC Broadcasting & Presentation began their quality journey when their mission statement was emerged out of a lengthy process. They develop objectives that connected to their mission. To deliver their mission they had critical success factors and key performance indicators than linked to the critical success factors. They also assigned owners to each critical process and total quality...
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