The EFQM-Excellence model

Origins

The European Foundation for Quality Management, EFQM in short, was set up in 1988 by 14 large European organisations. Their objective was to achieve a permanent excellence in the European economy and they strived for a world in which the European organisations would be recognised as being excellent no matter where in the world. At the moment the EFQM counts more than 1000 members from most European countries and from almost all branches of society.

How does EFQM-Excellence model improve excellence?

The EFQM-Excellence model can be seen as a framework to measure progress in excellence. Excellence is defined by the EFQM-Excellence model as excellent managing of the organisation and achieving results.

The model more precisely claims as a fundamental principle that excellent results should be related to (financial) performance, customers, people and society. Moreover these results are according to the model the result of leadership that manages policy and strategy, guides partners, closes partnerships and manages resources and processes.

The model

The model is subdivided in 9 criteria. Every criterion is further split up in different subcriteria which deals with a particular aspect in detail.

The 9 criteria are the following:

1. Leadership
2. Policy and Strategy
3. People
4. Partnerships & Resources
5. Processes
6. Customer results
7. People results
8. Society results
9. Key performance results

The 5 first criteria enable excellent results. That's why they are called the enablers.

The 4 last criteria deal with results which are the consequences of the enablers. They are called the result criteria.

Different people have presented this model in their own way. EFQM usually presents the model as follows:

Other people present it in a different way. Each presentation emphasises another aspect. Yves Van Nuland likes to present the model as a jigsaw puzzle. It stresses the fact that the global objective to reach excellent results can only be reached if you deal with all criteria. Moreover the size indicates its importance in the model as a whole.

Fundamental concepts

Results orientation

Excellence is a constant exercise in keeping the interest of all stake holders in balance. These stake holders are the share holders or budgetproviders, people, customers, suppliers, partners and the society in general. Only in case we have concrete measurable results, we can say we did well.

Customer focus

The customer ( and only the customer) finally judges the quality of goods and service. Marketparticipation and customerloyalty are best considered through the eye of actual and potential customers: do we deliver what they need?

Leadership and constancy of purpose

Good leaders determine a clear objective for the organisation. They take care both of an environment and an organisation in which people can perform in excellence.

Management by processes and facts

You can only take the right decisions when you base yourself on the right figures. Besides this you make sure that processes are completely understood and mastered.

People development and involvement

People perform best in an organisation with clear values and a culture of trust and empowerment.

Continuous learning, innovation and improvement

The performance of an organisation is at its most when knowledge is managed and shared and when there is a culture directed to constant learning, innovation and improvement.

Partnership development

An organisation performs more efficiently when the relationships with other organisations are held in a win-win balance. Automatically there is trust, participating knowledge and a certain integration between both partners.

Public responsibility

In the long run every organisation benefits from acting ethically. Try to exceed the expectations and the norm of society!

Self-Assessment and improvement

A Self-Assessment is a thorough analysis of an organisation against the framework of the EFQM-Excellence model. People from the organisation are in the best position to deal with this, therefore it's called Self-Assessment.

The result of such a study is a report with the strengths and the points for improvement. Among the most important points for improvement belongs a action plan to improve on these points. In a next assessment it will be made clear whether the proposed actions were sufficient or whether still more action is needed.

A self-Assessment is an opportunity for the organisation to learn: about strengths and the points for improvement and where the organisation stands in its way to excellence. Moreover the EFQM-Excellence framework allows the organisation to compare itself with others.

Assessments are the base for the prestigeous European Quality Award. Assessors from all over Europe and from different companies perform assessments in the participating organisations and compare the results according to the EFQM-Excellence model. The organisation that is furthest ahead on its way to excellence, wins the award.

More information?

For more information we gladly refer to the book Excellent or to the website of EFQM.

Do you want more personal information or do you want guidance in introducing the EFQM-method in your organisation? Mail to Yves Van Nuland.

In the Middle East, you may want to contact Reza Haji Salimi. He is also recognised by EFQM as EVP (EFQM Valued Person).