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Krupp, Alfred D. "Beteiligungscontrolling und EFQM-Modell für Excellence." Controlling & Management 50, no. 6 (December 2006): 367–75. http://dx.doi.org/10.1365/s12176-006-0572-5.
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Horn, Sonja. "Das „EFQM-Modell für Excellence“ für Controller." Controlling & Management 52, S3 (November 2008): 28–32. http://dx.doi.org/10.1365/s12176-012-0214-z.
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Escrig-Tena, Ana B., Beatriz Garcia-Juan, and Mercedes Segarra-Ciprés. "Drivers and internalisation of the EFQM excellence model." International Journal of Quality & Reliability Management 36, no. 3 (March 4, 2019): 398–419. http://dx.doi.org/10.1108/ijqrm-08-2017-0161.
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Purpose Although the European Foundation for Quality Management (EFQM) Excellence Model has been widely adopted throughout Europe, a thorough examination of the factors that contribute to the internalisation of the model (i.e. a substantive adoption) has been neglected in the literature. The purpose of this paper is to present a model that analyses the drivers of the real internalisation of the EFQM excellence model, with a focus on the role of motives for adoption, and appraisal and compensation systems. Design/methodology/approach An empirical study was carried out based on a sample of Spanish organisations that had been awarded EFQM recognition. Structural equation models, cluster analysis and ANOVA were used to examine the research questions. Findings Internal motives concerning the creation of a participative style are the main driver of internalisation. Moreover, having an appraisal system-oriented towards the development of employees helps the substantive adoption of the EFQM model. These findings reinforce the importance of the soft elements of the EFQM model. Originality/value This study enhances evidence about the motives for adoption and their influence on the internalisation of the EFQM model. It analyses internalisation in a novel context, EFQM recognised organisations, and contributes to the debate about the efficacy of the EFQM model to performance improvement, by unveiling the factors that could foster the internalisation of the model within the organisational routines.
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Berssaneti, Fernando Tobal, Ana Maria Saut, Májida Farid Barakat, and Felipe Araujo Calarge. "Is there any link between accreditation programs and the models of organizational excellence?" Revista da Escola de Enfermagem da USP 50, no. 4 (August 2016): 650–57. http://dx.doi.org/10.1590/s0080-623420160000500016.
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Abstract OBJECTIVE To evaluate whether accredited health organizations perform better management practices than non-accredited ones. METHOD The study was developed in two stages: a literature review, and a study of multiple cases in 12 healthcare organizations in the state of São Paulo, Brazil. It surveyed articles comparing hospital accreditation with the EFQM (European Foundation for Quality Management) model of excellence in management. According to the pertinent literature, the accreditation model and the EFQM model are convergent and supplementary in some aspects. RESULTS With 99% confidence, one can say that there is evidence that accredited organizations scored better in the evaluation based on the EFQM model in comparison to non-accredited organizations. This result was also confirmed in the comparison of results between the categories Facilitators and Results in the EFQM model. CONCLUSION There is convergence between the accreditation model and the EFQM excellence model, suggesting that accreditation helps the healthcare sector to implement the best management practices already used by other business sectors.
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Bolboli, Seyed Amir, and Markus Reiche. "Introducing a concept for efficient design of EFQM excellence model." TQM Journal 27, no. 4 (June 8, 2015): 382–96. http://dx.doi.org/10.1108/tqm-01-2015-0012.
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Purpose – The purpose of this paper is to propose a roadmap for operationalizing EFQM excellence model based on the RADAR logic and in parallel develop a new concept for selecting the firm-specific EFQM measures based on the level of maturity and the prevailing corporate culture. Design/methodology/approach – A comprehensive review of literature leads to a clarification of the relation between EFQM measures and RADAR logic and also identification of the requirements for assessment of culture and determination of maturity level in the context of EFQM excellence model. Based on these requirements, existing culture assessment approaches and maturity assessment methods have been evaluated. Findings – The main outcome of this research is a new concept for efficient design of EFQM excellence model. This concept consist of three main parts: assessment of culture types in context of EFQM; assessment of maturity level; and design of EFQM measures based on RADAR logic. The findings are expected to reduce the effort for implementation of EFQM by designing tailored measures that fit to the existing culture and maturity level. Practical implications – The findings of this study are relevant to multinational large firms that deal with EFQM or similar excellence models. Originality/value – This paper presents a new concept for designing EFQM in the light of prevailing corporate culture and maturity level, which in one hand needs fewer resources and on the other hand it is more effective in implementation.
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Silva, Jackson André da, Ana Clara Pastor Tejedor, and Jesús Pastor Tejedor. "Using the balanced scorecard as a measurement tool for comparing models of excellence in management." Revista Ibero-Americana de Estratégia 13, no. 4 (December 1, 2014): 18–32. http://dx.doi.org/10.5585/ijsm.v13i4.2013.
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This work aims to make a comparative analysis of management excellence models European Foundation Quality Management (EFQM), Baldridge Performance Excellence Program (BPEP) and Modelo de Excelência da Gestão (MEG), using BSC’s perspectives as a measuring tool. The methodology used was content analysis, where it sought to analyze the score of the criteria and sub-criteria for each of the models and their relationships with BSC’s perspectives. The results show similar points between the three models tested (EFQM, BPEP and MEG) as well as a relationship between each sub-criteria and their respective scores with the BSC perspectives, making it possible to quantify how each model contributed for each perspective of the BSC.
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Temple, Paul. "The EFQM Excellence ModelR: Higher Education's Latest Management Fad?" Higher Education Quarterly 59, no. 4 (October 2005): 261–74. http://dx.doi.org/10.1111/j.1468-2273.2005.00297.x.
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Escrig, Ana B., and Lilian M. de Menezes. "What is the effect of size on the use of the EFQM excellence model?" International Journal of Operations & Production Management 36, no. 12 (December 5, 2016): 1800–1820. http://dx.doi.org/10.1108/ijopm-11-2014-0557.
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Purpose By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures. Design/methodology/approach This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models. Findings Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model. Originality/value In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.
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Calvo-Mora, Arturo, Antonio Blanco-Oliver, José L. Roldán, and Rafael Periáñez-Cristóbal. "TQM factors and organisational results in the EFQM excellence model framework: an explanatory and predictive analysis." Industrial Management & Data Systems 120, no. 12 (September 11, 2020): 2297–317. http://dx.doi.org/10.1108/imds-12-2019-0701.
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PurposeWithin the framework of Total Quality Management (TQM) and the EFQM Excellence Model (EEM), the main objective of this paper is to develop a causal-predictive analysis of the relationships between soft and strategic-hard EFQM factors and the organisational results (customers, people, society and key results).Design/methodology/approachFrom a causal-predictive perspective, four EEM models, designed for each organisational result, are compared applying partial least squares structural equation modelling (PLS-SEM) and using a sample with 225 Spanish organisations.FindingsThe results confirm that soft and strategic-hard EFQM factors constitute a socio-technical system in which there are multiple direct and indirect relationships, between these factors and the results. Finally, the predictive nature of the proposed models is confirmed, highlighting the predictive performance of the people results model.Practical implicationsThe results can lead to an improvement in organisational performance, as the developed models enable managers to anticipate the effects of their management decisions on those results concerning customers, people, society and key business results.Originality/valueFirst, a novel way of grouping TQM enabler factors has been proposed within the EEM framework. Second, four research models have been generated, which allow carrying out an in-depth study of the direct and indirect relationships, between soft and strategic-hard EFQM factors and result variables. Finally, this contribution has applied the most updated techniques in order to assess the prediction performance of the four research models posited.
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Medne, Aija, Inga Lapina, and Arturs Zeps. "Sustainability of a university’s quality system: adaptation of the EFQM excellence model." International Journal of Quality and Service Sciences 12, no. 1 (February 13, 2020): 29–43. http://dx.doi.org/10.1108/ijqss-09-2019-0108.
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Purpose Modern trends show that universities are searching for new solutions to increase efficiency and improve quality by considering approaches of quality system development that link with strategy and include extensive analysis of risks, processes and stakeholders. The approach that best fits the institution has to be in line with the institution’s strategic objectives, quality culture and policy and key performance indicators. The purpose of this paper and case study is to discover if sustainable development may be achieved by using an appropriate quality system development approach, such as the European Foundation for Quality Management (EFQM) excellence model. Design/methodology/approach To analyse sustainability and development of the quality system adapted in a higher-education institution, a literature review of different quality management approaches and models was performed. The research includes a case study of the university’s quality management framework based on an adapted EFQM excellence model emphasising on strategic development in the context of sustainability. The key focus of the research is to discover how universities could better focus on sustainable development and benefit from a quality system based on an adapted EFQM excellence model. Findings Literature analysis indicated that some of the sustainability development activities a university may use are possible to be integrated through quality system models and development approaches. The findings from the literature suggest that the EFQM excellence model may provide a management framework and a comprehensive overview of a university for identifying necessary improvements and promoting the implementation of advancement activities on the road to sustainable development. The principles of the EFQM excellence model may guide in setting a strategic focus on sustainable development of universities. Originality/value Sustainability and sustainable development of a university are analysed in terms of quality aspects of higher education, and the research results reveal the main sustainability elements to be analysed and implemented through a university’s strategy and improvement processes. The Riga Technical University quality system called “RTU Excellence Approach” development analysis is given as a case study.
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Adámek, Pavel, Radka Bauerová, and Šárka Zapletalová. "A Research Agenda of “EFQM Recognized for Excellence” recipients in the Czech Republic." Global Journal of Business, Economics and Management: Current Issues 10, no. 3 (November 26, 2020): 161–75. http://dx.doi.org/10.18844/gjbem.v10i3.4685.
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This paper provides a general approach to explore an appropriateness of business excellence models (BEMs) in Czech environment and investigates whether there is a specific approach to the adoption of best management practices in organizations embedded in the EFQM Excellence Model including as a part of national quality awards (NQAs) and evaluate impact on their key performance indicators. The aim of the paper is to provide an overview of the BEMs approach in the Czech Republic and found the relevance with the issues of resulting from the implementation of the EFQM model and selected performance indicators. As an example was involved the Czech companies awarded in NQAs in the area of excellence between 2010 and 2016. Based on a reflection of the current situation, there is still discussion about the implications for the implementation of the EFQM Excellence Model on the performance indicators. Using a qualitative methodology, based on case studies, we conducted a detailed analysis of key performance indicators before and after of the adoption of the EFQM Excellence Model, as well the company's current state of maturity. This study is based on information gathered through an extensive literature review using print media, research databases, and we also employed the available reporting for awarded companies. We systemized the variables of business excellence with the higher impact on organizational performance. The main findings of this study are in accordance with other studies carried out across Europe, namely the fact that the internal motivations are the key factor for the implementation of the EFQM Excellence Model, support of involvement from NQAs, the key role is in willingness of top managers (or owners) and methodological helpful is an implementation of ISO 9001 certification. On the basis of selected performance indicators, the positive development of the companies was demonstrated. This study contributes to the management literature on best practices, by highlighting a consistent trend in the use of the EFQM Excellence model, and is expected to help in the development and broadening of the excellence approach in the business environment.
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Garza-Reyes, Jose Arturo, Fred Visnevskis, Vikas Kumar, and Jiju Antony. "A review and comparative analysis of the Russian Federation Government Quality Award." Measuring Business Excellence 19, no. 4 (November 16, 2015): 1–16. http://dx.doi.org/10.1108/mbe-08-2014-0028.
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Purpose – The paper aims to present a review and comparison of the Russian Federation Government Quality Award (RFGQA) with the three major business excellence models, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award and Deming Prize. Design/methodology/approach – The paper briefly reviews the RFGQA through a desk-top research method. Then, it adapts the comparative approach used in a similar study by Vokurka et al. (2000). Thus, the comparative analysis consisted in contrasting two characteristics of the RFGQA with those of the MBNQA, EFQM Award and Deming Prize, namely, award descriptors (i.e. objectives and criteria) and emphasis placed on excellence criteria (i.e. weighting). The study also includes a mapping assessment to explore up to what extent the RFGQA addresses the criteria of the major models. Findings – Although the RFGQA was designed based on the concept and structure of the EFQM model, the results of the study indicate that there are still differences among them, especially in terms of internal business processes. RFGQA finds more differences with the MBNQA and Deming Prize excellence models than with the EFQM. Practical implications – This research would benefit organisations and managers in Russia, as they will be able to acquire a deeper knowledge on the RFGQA. This may facilitate its awareness and implementation. Originality/value – The paper expands the current knowledge in the area of quality management and models for business excellence, as it is among the very first investigations to have studied the RFGQA model.
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Abdolshah, Mohammad, Mostafa Moghimi, Mariam Azin, and Pourya Najafian. "Mehr Iran Bank's Performance Evaluation Using EFQM Excellence Model." International Journal of Productivity Management and Assessment Technologies 4, no. 1 (January 2016): 15–27. http://dx.doi.org/10.4018/ijpmat.2016010102.
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The role of assessment systems in organizational excellence today is well-known in the business world. Performance assessment in organizations to identify strengths and weaknesses to make optimal use of resources has special significance. The changing needs of customers and stakeholders, competition, constant changes in laws and regulations, and reliance on traditional methods will not result in enhanced performance within global hypercompetition. Therefore, it has become necessary to employ models which possess the ability to evaluate organizations' present situation for strategic planning. In this regard, the EFQM Model is known as one of the most comprehensive performance evaluation tools. This study uses a descriptive-analytical survey method to evaluate Mehr Iran Bank's performance based on the EFQM Model. Research instruments in this survey include a personal details questionnaire and a special questionnaire. The SPSS software and the Kolmogrov-Smirnov test have been used to analyze data and check the normality of the variables, respectively.
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Edgeman, Rick. "Excellence models as complex management systems." Business Process Management Journal 24, no. 6 (November 5, 2018): 1321–38. http://dx.doi.org/10.1108/bpmj-02-2018-0049.
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Purpose When appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes. Design/methodology/approach Management theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes. Findings Understanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed. Originality/value Many excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.
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Khosravi, Alireza, Mohammad Fallah, and Seyyed Esmaeil Najafi. "An EFQM-Fuzzy Network Data Envelopment Analysis Model for Efficiency Assessment in Organizations." Journal of Mathematics 2021 (September 4, 2021): 1–17. http://dx.doi.org/10.1155/2021/6655857.
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One of the new concepts that have found a considerable position in many countries of the world is organizing EFQM organizational excellence models. Different organizations and institutions have been evaluated and compared on its basis, and the move towards improvement and promotion is strengthened in them due to creation of competitive space. The EFQM organizational excellence model cannot remove the managers’ and users’ need for the levels of quantitative goals’ operation solely. Thus, requirement for a tool which considers quantitative goals and present environment was felt, and in this manner, various assessment processes were created to be used in different organizations; one of the most important ones is the technique for Data Envelopment Analysis. Evaluating organization efficiency based on the EFQM model is one of the strategic managerial tools in many organizations. The classic DEA models were designed to work with deterministic data and cannot deal with uncertainties in their inputs. The techniques developed so far for fuzzy performance evaluation are also very limited. Given that the inputs and outputs of a real system are not always definite and accurate and that some data can only be expressed in vague verbal and subjective terms, the use of fuzzy sets in modeling is inevitable (Ali et al., 2019). In this paper, a Network Data Envelopment Analysis Model is proposed in fuzzy conditions for assessing units of an organization based on an organizational excellence model. The suggestive model utilizes the privileges of both Fuzzy Network Data Envelopment Analysis and EFQM organizational excellence models simultaneously in order to assess organization’s efficiency. The Fuzzy Network Data Envelopment Analysis model is able to calculate the whole organization’s efficiency as well as organization’s efficiency separately for various phases of the organizational excellence model. Another privilege of the suggested model is that it utilizes fuzzy theory and concepts for modeling and observance of existing noncertainties in the experts’ views while assessing organization’s excellence criteria. The EFQM-fuzzy network DEA model is applied for assessing a holding’s organizational units within the discipline of “project management.”
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Gómez-Gómez, Joaquín, Micaela Martínez-Costa, and Ángel Rafael Martínez-Lorente. "Weighting the dimensions in models of excellence – a critical review from a business perspective." Measuring Business Excellence 20, no. 3 (August 15, 2016): 79–90. http://dx.doi.org/10.1108/mbe-01-2016-0007.
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Purpose Despite the widespread use of excellence models as a self-assessment tool in the past two decades, little is known about the underlying logic behind the way that promoting organizations give weight to their criteria, and whether these scores align with business reality. This paper aims to analyze whether these scores coincide with the vision of managers and the real situation of business today. Design/methodology/approach This paper uses three different methods and two kinds of data to review the evolution of scores on criteria in excellence models since their creation and empirically analyses and compares the results with the vision of the managers. Findings The results show that the estimated weight of criteria in the European Foundation for Quality Management (EFQM) model (both directly perceived by managers and obtained with the statistical analysis) do not coincide with the value that the promoting organization has given to them, in its current version or in the previous versions. Research limitations/implications This paper is focused exclusively on industrial companies so one discussion point that can serve as a basis for future research is to study whether there is any difference in the distribution of points between industrial organizations and services, or between private and public organizations. Practical implications The results show that, depending of the methodology used to evaluate the weight of each element of the excellence model, these weights could be different and are different from those proposed by EFQM. Therefore, if managers want to use the EFQM model of excellence for self-evaluation purposes, they should define their own weights for each element, in accordance with their own company characteristics. Leadership, strategy, people, partnership & resources and processes could have more or less importance in promoting the success of a business, according to the specific situation of each company. Originality/value This study has been made using three different methods and two kinds of data.
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Silaeva, V. V., and V. P. Semenov. "New approaches to improving enterprise management systems using international models and standards in a digital transformation environment." Quality. Innovation. Education, no. 5 (2020): 24–29. http://dx.doi.org/10.31145/1999-513x-2020-5-24-29.
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The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.
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Škafar, Branko. "(In)effectiveness of quality management systems and models of excellence in practice." Management 24, no. 1 (June 29, 2019): 71–84. http://dx.doi.org/10.30924/mjcmi.24.1.5.
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This paper presents some tools, used to ensure quality and excellence in organizations. On the way to ensure quality and excellence, which enable efficiency and effectiveness, organizations are assisted by well-known tools, with their common features being discussed. Based on the research, findings on the (non)functioning of these tools are given, with the focus on popular tools, such as ISO 9001, the EFQM model, etc. Results of the survey are used to suggest how to make the quality and excellence tools more useful and direct their usage toward realization of organizational effectiveness.
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Brown, Alan. "Challenges to Business Excellence: Some Empirical Evidence." Nang Yan Business Journal 1, no. 1 (November 20, 2014): 76–82. http://dx.doi.org/10.2478/nybj-2014-0011.
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Abstract The business excellence models are used by many organisations around the world as a strategic driver for business improvement and in some cases as the basis for applications for awards based on the models. These include the Baldrige, EFQM, Australian Business Excellence Framework and many other national and regional models. Whilst many award recipients showcase their achievements, comparatively little is known about the challenges and impediments they face in reaching and sustaining high levels of success as evidenced by winning awards. This paper seeks to identify challenges faced by examining the experience of a sample of Australian Business Excellence Award winners. Findings suggest that the primary challenges include; leadership support, drive and consistency throughout the organisation and communicating strategy and making it meaningful for people at all levels. The study also found variability in challenges across organisations.
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Vukomanovic, Mladen, and Mladen Radujkovic. "THE BALANCED SCORECARD AND EFQM WORKING TOGETHER IN A PERFORMANCE MANAGEMENT FRAMEWORK IN CONSTRUCTION INDUSTRY." Journal of Civil Engineering and Management 19, no. 5 (October 29, 2013): 683–95. http://dx.doi.org/10.3846/13923730.2013.799090.
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In the recent years the Balanced Scorecard (BSC) and EFQM Excellence Model (EFQM) became very popular performance management (PMM) models. However, many studies showed their flaws, especially in communicating, integrating and aligning Key Performance Indicators (KPI) with strategy, setting targets and conducting benchmarking. BSC or EFQM have always been used alone and regarded as exclusive PMM tools. In contrast, this study introduces a novel PMM framework that relies on the strengths of both BSC and EFQM. The framework uses the Analytic Hierarchy Process (AHP) to connect these two models. At first, AHP is used for setting priorities among competitive strategic objectives and afterwards for selecting KPIs against SMARTER (Specific, Measurable, Achievable, Relevant, Time-bound, Encouraging and Rewarding) criteria. By verifying the framework on the construction industry we discovered that companies can integrate EFQM and BSC to conduct benchmarking, identify best practice, align strategy with the competitive surroundings and selecting strategy aligned KPIs. Using this framework, construction companies can thus achieve strategic control that otherwise by just using BSC could not be achieved. These findings are important because they bring a new perspective on managing organizations and confront many authors who have put EFQM and BSC against each other.
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Gómez-López, Raquel, Ana Maria Serrano-Bedia, and María Concepción López-Fernández. "An exploratory study of the results of the implementation of EFQM in private Spanish firms." International Journal of Quality & Reliability Management 36, no. 3 (March 4, 2019): 331–46. http://dx.doi.org/10.1108/ijqrm-01-2018-0023.
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PurposeThe implementation of business excellence models is becoming a key competitive priority for companies, but the type of results they obtain by implementing such models and the importance of such results remain open issues. The purpose of this paper is to clarify the results obtained by companies that implement the European Foundation for Quality Management (EFQM) excellence model, with a focus on their importance and nature.Design/methodology/approachAn empirical study was conducted in 68 Spanish firms that were immersed in the process of implementing EFQM. The methodology consists of a descriptive analysis and factor analysis in order to determine which groups of results are the most important. Finally, clusters of firms are analyzed to establish their profile in relation to these groups, using cluster analysis.FindingsThis study shows that the main results of the implementation of EFQM are an improvement in the external image of the company and an increased efficiency of internal processes. In addition, the results can be grouped into internal results, human resources results and economic results, with the first group being the most important. Finally, the results show that there are three groups of firms, categorized according to their results orientation: highly results-oriented, moderately results-oriented and minimally results-oriented.Practical implicationsCompanies are in a better position to anticipate and solve the problems that may arise during the implementation process if they understand the results of the implementation of EFQM, along with the motivations for and barriers to the implementation. Also, this research shows that the bodies promoting and motivating quality should make a special effort to emphasize the importance of non-financial results in companies that implement EFQM.Originality/valueThis paper extends the knowledge in the field of business excellence models by developing an instrument to measure implementation results from the perspective of quality managers who were specifically appointed to lead the implementation of the EFQM excellence model in companies.
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Dubey, Manoj, and Pooja Lakhanpal. "EFQM model for overall excellence of Indian thermal power generating sector." TQM Journal 31, no. 3 (May 8, 2019): 319–39. http://dx.doi.org/10.1108/tqm-07-2018-0090.
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Purpose The generic nature of business excellence models and arbitrary approaches followed by organizations to achieve excellence has triggered new approaches to attain excellence; one such approach is to have country- and industry-specific model. World Energy Council has developed an Energy Trilemma Index, which gives relative energy performances of almost 125 countries based on comprehensive energy matrix (affordability, availability and environment impact). Presently, India ranks at 91 as per this index thereby making this sector prudent case for specific excellence model for sector’s overall excellence. The purpose of this paper is to propose European Foundation for Quality Management (EFQM) model with Indian thermal power generating sector specific factors. Design/methodology/approach The study followed a research approach that combines literature review, qualitative and quantitative techniques. This includes analysis of the literature related to the subject, qualitative analysis to validate gap areas around EFQM model and identify factors critical to Indian thermal power sector. Quantitative analysis was done using SmartPLS 3.2.7 software for structural equation modeling–partial least square. Findings The research proposes inclusion of Indian thermal power generating sector specific factors in EFQM model, which in turn portrays balanced set of results and corresponding enablers for achieving excellence in the sector. The biggest take away will be sustained and effective contribution toward society and environment by this sector. Originality/value This is first of its kind study in India and globally for thermal power generating sector. It will trigger quality consciousness among power generating companies. For India, such excellence mission will definitely help nation to improve efforts toward 24×7 electricity and electricity to all.
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Escrig, Ana B., and Lilian M. de Menezes. "What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain." International Journal of Production Economics 169 (November 2015): 362–75. http://dx.doi.org/10.1016/j.ijpe.2015.08.019.
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van Schoten, Steffie, Carolien de Blok, Peter Spreeuwenberg, Peter Groenewegen, and Cordula Wagner. "The EFQM Model as a framework for total quality management in healthcare." International Journal of Operations & Production Management 36, no. 8 (August 1, 2016): 901–22. http://dx.doi.org/10.1108/ijopm-03-2015-0139.
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Purpose – To guide organizations toward total quality management (TQM), various models have been developed such as the European Foundation for Quality Management Excellence Model (EFQM Model). The purpose of this paper is to conduct a longitudinal investigation of whether the EFQM Model can serve as a framework for TQM in healthcare. Design/methodology/approach – Data on a national representative survey about quality management (QM) in the hospital population in the Netherlands were used to conduct this study. The survey had five measurement points between 1995 and 2011. Findings – The results of the study show that applying the EFQM Model in hospitals is related to improvement in organizational performance over time, a feedback loop in which hospitals use their results to further improve their organizational processes is established, and improvement is stronger when all the model’s elements are considered simultaneously. Practical implications – The results of the study can be applied by quality managers of healthcare institutions to achieve higher quality of care. Originality/value – Previous research on the relationship between the EFQM excellence model and TQM neglects two essential characteristics of the TQM philosophy, namely, the holistic perspective on QM and the presumed feedback loop of organizational performance that feeds a cycle of continuous quality improvement. The study provides new insights into the long-term benefits of applying the EFQM Model as a framework for TQM in healthcare.
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Asgher, Umer, Monica Leba, Andreea Ionică, Roland Iosif Moraru, and Riaz Ahmad. "Human Factors in the Context of Excellence Models: European Foundation for Quality Management (EFQM) Excellence Software Model and Cross-cultural Analysis." Procedia Manufacturing 3 (2015): 1758–64. http://dx.doi.org/10.1016/j.promfg.2015.07.479.
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Setiawan and Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)." Journal of Technology Management for Growing Economies 12, no. 1 (April 28, 2021): 1–12. http://dx.doi.org/10.15415/jtmge.2021.121001.
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Many organizations measure and assess organizational performance as a strategy to improve competitiveness globally, the Malcolm Baldrige National Quality Award (MBNQA) is a prestigious award regarding quality management created in the USA. This paper reviews 50 journals on MBNQA from various countries and found that about 48% of researchers use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) approach to measure organizational performance. We also compare MBNQA with other quality awards such as the European Foundation for Quality Management (EFQM) and the Deming Prize to illustrate what criteria we can use in improving Business Excellent Models (BEM). In the future, we will combine this TQM with the development of the Industrial 4.0 era to get a new model for assessing organizational.
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Manresa, Alba, and Dalilis Escobar Rivera. "Excellence in Sustainable Management in a Changing Environment." Sustainability 13, no. 4 (February 20, 2021): 2296. http://dx.doi.org/10.3390/su13042296.
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In the current changing environment, organizations need to evolve from a profitable perspective to a more sustainable focus. To deal with this change, the implementation of specific quality models and principles might help. Thus, the present article aims to study whether sustainable management can be achieved in specific organizations (enterprises, associations, and government institutions) by identifying the EFQM principles. Moreover, it analyses which of these quality principles positively and directly impacts the performances studied (environmental, social, and economic). To achieve these objectives, Ordinal Logistic Regression (ORL) was performed using data corresponding to the sample compiled by the Càtedra Universitària de Responsabilitat Social (RSU) from University of Girona. The research results indicate that implementing specific quality principles all the dimensions improved; thus, the organization becomes more sustainable. The value of this research lies in its contribution to the sustainable management literature; adds knowledge to the ongoing debate about the possible influence of TQM principles on the specific dimensions of sustainable management and highlight the importance of having a clear strategy to obtain the highest sustainable performance.
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Asgher, Umer, Monica Leba, Andreea Ionică, Roland Iosif Moraru, and Riaz Ahmad. "WITHDRAWN: Human Factors in the Context of Excellence Models: European Foundation for Quality Management (EFQM) Excellence Software Model and Cross-cultural Analysis." Procedia Manufacturing 3 (2015): 3948–54. http://dx.doi.org/10.1016/j.promfg.2015.07.926.
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Nenadál, Jaroslav. "The New EFQM Model: What is Really New and Could Be Considered as a Suitable Tool with Respect to Quality 4.0 Concept?" Quality Innovation Prosperity 24, no. 1 (April 1, 2020): 17. http://dx.doi.org/10.12776/qip.v24i1.1415.
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<p><strong>Purpose:</strong> The paper offers a set of original information based on critical analysis of description two last versions of excellence models presented by the European Organisation for Quality Management (EFQM). The principle goal is to present the main advantages and weaknesses of the latest version of The EFQM Model, especially from a practical point of view with respect to a Quality 4.0 era.</p><p><strong>Methodology/Approach:</strong> Comparative analysis of two relevant documents (EFQM, 2012; EFQM, 2019a) was used as a key method. Discussions with 18 quality professionals from Czech production organisations served as a complementary approach.</p><p><strong>Findings:</strong> The basic structure of a new model was completely changed. But the description of certain recommendations by way of guidance points are superficial and confusing. It lays stress on the necessity to transform organisations for the future as well as on comprehensive feedback from key stakeholders.</p><p><strong>Research Limitation/implication:</strong> The latest version of The EFQM Model was published in November 2019, and general knowledge related to this version is naturally limited. Published studies or publicly available experience completely absent. That is why a more in-depth literature review focused on the latest version of The EFQM Model could not be included in this text.</p><strong>Originality/Value of paper:</strong> The paper brings an original set of information that was not published yet before. The value of this set should be examined not only from theoretical but primarily from a practical viewpoint.
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Langmann, Gerald, Elke Granitz, Aloisia Kohlhofer, Alex Kreilinger, Wolfgang Gliebe, Andrea Langmann, and Andreas Wedrich. "Die Universitäts-Augenklinik Graz erreicht den Recognised for Excellence (R4E****) Preis des European Foundation for Quality (EFQM) Modells." Spektrum der Augenheilkunde 32, no. 4-5 (June 29, 2018): 182–90. http://dx.doi.org/10.1007/s00717-018-0407-8.
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Fabić, Marko, Duško Pavletić, and Mirko Soković. "CONSIDERATION OF FACTORS IN TURNAROUND REFINERY (TAR) PROJECT MANAGEMENT." International Journal "Advanced Quality" 44, no. 1 (February 21, 2017): 35. http://dx.doi.org/10.25137/ijaq.n1.v44.y2016.p35-40.
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Implementation of quality management systems within different business operations are supported by several models of quality management, business excellence, etc . The best known models are EFQM, MBNQA and IPMA, on which many other applicable models are based. Most models of quality management are generic and can be applicable to a wide array of business operations. In this paper, models of quality management will be analysed that, based on their characteristics, can be modified and successfully used in refinery turnaround (TAR) projects for the purpose of quality management. TAR projects are projects with very distinctive features and the proposed considerations w ill create the basis for defining the concept of an effective quality management model in projects of that type.
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Salah, Danial, and Souraj Salah. "Comparison between the UAE Government Excellence System (GES), Malcolm Baldrige National Award (MBNQA) and European Foundation for Quality Management Model (EFQM): Implications for Excellence Models." International Journal of Quality and Innovation 4, no. 3 (2019): 1. http://dx.doi.org/10.1504/ijqi.2019.10024524.
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Lazaros, Anastasiadis, Anastasiadou Sofia, and Iakovidis George. "Malcolm Baldrige National Quality Award (MBNQA) dimensions in Greek Tertiary Education System." KnE Social Sciences 1, no. 2 (February 19, 2017): 436. http://dx.doi.org/10.18502/kss.v1i2.912.
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<p>The European Foundation for Quality Management Excellence Model (EFQM Model) and Malcolm Baldrige National Quality Award Model (MBNQA model) are widely known models and are used as channels of Total Quality Management. MBNQA model can be applied by an organization or institution in order to implement the principles of Total Quality Management and to achieve excellence. In the present research the criteria of MBNQA model, such as Leadership, Strategic Planning, Customer Focus, Measurement, analysis, and knowledge management, Workforce focus, Process management. Results are recorded and the views of Pre-service teachers from ASPETE <strong>(<strong>School of Pedagogical & Technological Education),</strong> </strong>Thessaloniki, Greece, are analyzed in light of these criteria, highlighting thus the Quality Assurance dimensions of the Greek Tertiary education system. 123 Pre-service teachers from ASPETE Thessaloniki participated in the survey. The strong as well as the problematic situations of the criteria of the MBNQA model were registered and analyzed. Furthermore, the reasons of the low performance and obstacles of the learning process were discussed and ways contributing to Continuous Improvement, that requires constant awareness and focus, were proposed. These points support the MBNQA model as an operational framework for Total Quality Management and also strengthen the results obtained in previous studies for the EFQM Model suggesting that quality award models actually provide a suitable framework for quality management.</p>
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Sadegh Amalnick, Mohsen, and Mansour Zarrin. "Performance assessment of human resource by integration of HSE and ergonomics and EFQM management system." International Journal of Health Care Quality Assurance 30, no. 2 (March 13, 2017): 160–74. http://dx.doi.org/10.1108/ijhcqa-06-2016-0089.
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Purpose The purpose of this paper is to present an integrated framework for performance evaluation and analysis of human resource (HR) with respect to the factors of health, safety, environment and ergonomics (HSEE) management system, and also the criteria of European federation for quality management (EFQM) as one of the well-known business excellence models. Design/methodology/approach In this study, an intelligent algorithm based on adaptive neuro-fuzzy inference system (ANFIS) along with fuzzy data envelopment analysis (FDEA) are developed and employed to assess the performance of the company. Furthermore, the impact of the factors on the company’s performance as well as their strengths and weaknesses are identified by conducting a sensitivity analysis on the results. Similarly, a design of experiment is performed to prioritize the factors in the order of importance. Findings The results show that EFQM model has a far greater impact upon the company’s performance than HSEE management system. According to the obtained results, it can be argued that integration of HSEE and EFQM leads to the performance improvement in the company. Practical implications In current study, the required data for executing the proposed framework are collected via valid questionnaires which are filled in by the staff of an aviation industry located in Tehran, Iran. Originality/value Managing HR performance results in improving usability, maintainability and reliability and finally in a significant reduction in the commercial aviation accident rate. Also, study of factors affecting HR performance authorities participate in developing systems in order to help operators better manage human error. This paper for the first time presents an intelligent framework based on ANFIS, FDEA and statistical tests for HR performance assessment and analysis with the ability of handling uncertainty and vagueness existing in real world environment.
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Edgeman, Rick. "Routinizing peak performance and impacts via virtuous cycles." Measuring Business Excellence 21, no. 3 (August 21, 2017): 261–71. http://dx.doi.org/10.1108/mbe-03-2017-0003.
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Purpose The purpose of this paper is to improve the ability of enterprises to routinely realize peak performance and produce positive social and environmental impact. Design/methodology/approach An acknowledged operational excellence model – the one behind the globally recognized Shingo Prize for Operational Excellence – is examined in relation to positive reciprocal behavior and the value of creating and reinforcing processes that “pile good upon good” in form of virtuous improvement cycles. Findings Embedding virtuous reciprocity cycles in enterprise culture and routines can help to routinize peak performance. Research limitations/implications Only the Shingo Operational Excellence Model is examined so that other well-known alternatives such as the Malcolm Baldrige Performance Excellence Model and EFQM Excellence Model are not examined. That said, the general structure and content of most excellence models is sufficiently similar that the approach taken herein would likely yield analogous conclusions. Practical implications Inherent in “practices” is that enterprises seek to routinize successful approaches to performance and impact, usually via contextualized implementation of excellence models or “programs” such as lean enterprise. Social implications Offered is one means of creating more positive enterprise cultures. Enterprises with more positive cultures have been shown to also be more productive and to contribute more positively to the fabric of society so that the “piling of good upon good” can extend beyond the borders of the enterprise. Originality/value The contribution herein is one of demonstrating why and how virtuous cycles can be implemented to more routinely yield improved or peak performance.
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Safari, Hossein, Elham Razghandi, Mohammad Reza Fathi, Virgilio Cruz-Machado, and Maria do Rosário Cabrita. "The effectiveness of quality awards on the company's performance – the case of Iran's national quality awards." Benchmarking: An International Journal 27, no. 4 (February 17, 2020): 1319–40. http://dx.doi.org/10.1108/bij-12-2018-0409.
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PurposeThe purpose of this study is to clarify the relationship between getting quality awards by companies and their financial performance in Iran's business.Design/methodology/approachIn the first step, the relationship between awards scores and financial performance by canonical correlation analysis was examined. Then, binary and multinomial logistic regression was used to determine the degree of impact of each financial performance measure on getting quality awards. Finally, two forecasting functions were explored: the probability of achieving quality awards and the probability of achieving different levels of these awards.FindingsBased on the analyzed data of 112 companies through canonical correlation analysis, there was a weak relationship between financial performance and getting quality awards. Also, by using logistic regression, no result was found to prove the impact of financial performance measures on getting Iran's national quality awards. It can be concluded that conceptually, deployment of excellence organizational models will not result in favorable outcomes, especially in the financial scope. Also, practically, excellence models have not been well deployed in Iranian companies, or these models do not fit to Iran's business environment. Organizational culture may not be consistent with quality.Originality/valueQuality awards are given to qualified companies following the establishment of models of excellence such as the European Foundation for Quality Management (EFQM). The main novelty of this research is to clarify the relationship between getting quality awards by companies and their financial performance in Iran's business.
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Oger, Brigitte, and Davis E. Platt. "Value Measurement and Value Creation Models in Europe and the US: A Comparison of the EFQM Excellence Model and the Baldrige Award Criteria." Comptabilité - Contrôle - Audit 8, no. 3 (2002): 99. http://dx.doi.org/10.3917/cca.083.0099.
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Retegi Albisua, Jabier, and Juan Ignacio Igartua López. "Company maturity models: Application to supplier development program in oil&gas sector." Journal of Industrial Engineering and Management 11, no. 2 (April 6, 2018): 187. http://dx.doi.org/10.3926/jiem.2500.
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Purpose: In order to achieve excellence, outsourced maintenance contractors in Oil&Gas sector play a key role due to the important impact of their task on security, availability and energy consumption. This paper presents the process followed in order to implement a Supplier Development Program in a refinery using Company Maturity Model (CoMM) and the results obtained in three cases validating the method to obtain a strategic improvement project medium term grid.Design/methodology/approach: The methodology followed consists of constructing a CoMM capturing the knowledge existing in the refinery and applying it with three supplier improvement teams. Findings and conclusions have arised through an observation of the three processes and extracting common conclusions.Findings: The resulting CoMM has been used for self-assessment by three suppliers and has demonstrated its potential to define a medium-term improvement project road map validated by the customer. Furthermore, during the design and application processes, the contribution of CoMMs to the SECI process of knowledge management has been observed.Practical implications: The use of CoMMs in a service contractor context can be applied in other sectors. It contributes to alignment of targets between the supplier and customer companies and to knowledge sharing inside both firms.Originality/value: Maturity models in many transversal fields (CMMI, EFQM, BPMM, PEMM, etc.) have been thoroughly studied in the literature. Less effort has been made analysing the case of using maturity models constructed and implemented by a company for its specific purposes. In this paper, the process followed by a company to establish a Supplier Development Process using CoMMs is described.
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Fonseca, Luis Miguel, and José Pedro Domingues. "Listen to ISO 9001:2015 for organizational competitiveness: Correlation between change management and improvement." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 916–26. http://dx.doi.org/10.1515/picbe-2017-0097.
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Abstract In their quest to achieve superior performance and business results, organizations have extensively adopted models such as ISO 9001 Quality Managements Standards. Research supports that Quality Management System brings significant benefits for organizations competitiveness and success and more than 1 million organizations of all activity sectors worldwide have implemented ISO 9001. In a world of increasingly complexity and interconnection, the revised ISO 9001:2015 International Standard aims to ensure that Quality Management Systems are flexible while remaining reliable. The concept of Change Management was introduced in the standard and Improvement can be achieved both in a continual/incremental mode (already present in the ISO 9001:2008 edition) and in a breakthrough change/disruptive mode (new in ISO 9001:2015). ISO 9001:2015 is now closer to Business Excellence Models, such as the EFQM, that highlight the need for agility and flexibility for enduring success. To access if organizations that have already implemented ISO 9001:2015 are indeed managing change and achieving improvement, and if there is a relationship between these two variables, a survey was held with IRCA ISO 9001 Registered Auditors on a worldwide basis. Sample normality was confirmed trough Kolmogorov-Smirnov Test and the hypothesis was tested by using Pearson Correlation coefficient. The findings show that the auditee organizations have positively implemented ISO 9001:2015 requirements on change management and improvement. There is also a strong positive correlation between change management and improvement, suggesting that the organizations that properly manage change by planning, designing, implementing, and controlling change in an effective and efficient way, demonstrate a higher level of performance and results improvement. These conclusions have significant implications for the Quality/Organizational Excellence Management Body of Knowledge, requiring a new way of thinking for 21st-century organizations and reinforced attention to change management processes and the skills needed by the Quality/Organizational Excellence Managers professionals, for their successful use.
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Acuña-Acuña, Jorge E. "MODELO DE GESTION DE CALIDAD ACADEMICA PARA LA EDUCACIÓN SUPERIOR. A MODEL FOR QUALITY MANAGEMENT IN HIGHER EDUCATION." Revista Electrónica Calidad en la Educación Superior 3, no. 1 (May 4, 2012): 157–84. http://dx.doi.org/10.22458/caes.v3i1.438.
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La necesidad manifiesta de formar estudiantes que tengan un alto nivel de desempeño en su vida profesional es un compromiso ineludible de las universidades. Para ello, se debe mejorar continuamente en todos los niveles del proceso educativo, poniendo especial atención a todos los esfuerzos de calidad de sus programas y no solamente fijando un horizonte de acreditación de algunas carreras. Para ello, se requiere de un modelo que no solo se enfoque en la enseñanza y el aprendizaje, sino que además sea capaz de asegurar la calidad de todos los elementos coadyuvantes que tiene la universidad que tiene la universidad para este fin, sobre la base de un mejoramiento continuo, y no únicamente dirigidos hacia la acreditación. Por esto, constantemente se debe auditar el desarrollo y cumplimiento de actividades en todas las etapas del proceso educativo: desde el diseño curricular de las carreras, el desempeño de los procesos de soporte y hasta el desempeño del profesional de los graduados en el mercado laboral. En algunas universidades costarricenses existe una iniciativa latente y manifiesta desde hace varios años por autoevaluar continuamente programas académicos de tal forma que éstos sean exitosos a los ojos de empleadores y estudiantes. En algunas de ellas, los recursos económicos se invierten en aquellas áreas prioritarias detectadas por procesos de autoevaluación.Los esfuerzos de mejoramiento realizados en Costa Rica se han dado en el marco de la autoevaluación de carreras; no obstante, estos esfuerzos no han estado enmarcados dentro de un modelo que visualice e integre todas las actividades de mejoramiento y que se caractericen por un concepto de medición permanente que permita identificar a tiempo todos aquellos incumplimientos o acciones que atenten contra el desarrollo efectivo de una carrera. Por otro lado, es el deseo que todos los esfuerzos de mejora no solo sean direccionados hacia carreras acreditadas sino que también se realice con todas ellas, en especial, aquellas que requieren de una mejora radical en la mayor parte de las actividades que conforman el propio quehacer universitario.Este artículo presenta un modelo de gestión de calidad académica cuyo principal objetivo es integrar todos los esfuerzos que actualmente realizan las universidades dentro de un esquema cuya finalidad es el mejoramiento continuo de todos los programas que se ofrecen. Esto incluye el análisis y evaluación detallada de los elementos esenciales del quehacer educativo, a saber: estudiantes y graduados, recursos materiales y de infraestructura, curriculum, personal académico, administración, investigación educativa y proyección universitaria. El modelo realiza una calificación cuantitativa de las actividades actuales sobre las que se pueden planificar acciones de mejora usando hojas de cálculo y a través de un perfil de calidad asociado al resultado de la evaluación se establecen las áreas de oportunidad que se serán objeto de las acciones correctivas y preventivas de mejora.Palabras clave: acciones correctivas, acciones de mejora, acciones preventivas, acreditación, auditoria, autoevaluación, ciclo Deming, clientes externos, clientes internos, EFQM, estándares, excelencia, gestión de calidad académica, indicadores, mejora continua, modelo de calidad, normas, perfil de calidad, políticas, seis sigma, SINAES.AbstractThe clear need to prepare professionals who will have a high level of performance in their professional life is an unavoidable commitment of every university. To do this, it is imperative to continuously improve at all levels of the educational process, paying particular attention to all the efforts of a program quality and not just setting a horizon for accreditation of some careers. To do this, we need a model that not only focus on teaching and learning processes but also be able of ensuring the quality of all university support processes on the basis of continuous improvement and not just thinking about accreditation. Therefore, it is necessary to constantly look at audits and compliance activities in all stages of education from the curriculum design towards the professional performance of graduates in the field.In Costa Rica, for some universities, there is a latent and manifest initiative for several years to continually self-assess their academic programs so that they are successful at the eyes of employers and students. For some of them, all economic resources are invested in priority areas identified by self-evaluation processes.The improvement efforts, made in Costa Rica, includes self-assessment exercises in some cases; however, efforts have not been framed within a model to visualize and integrate all improvement activities and which must be characterized by a concept of measurement continuous-time in order to identify all those weaknesses that threaten the effective development of the career. On the other hand, it is the desire that all improvement efforts are directed not only to accredited programs but also to all careers, especially those requiring a radical improvement in most of the activities which are part of the university work.This paper deals with a model of academic quality management whose main objective is to integrate all the current efforts of universities in a scheme aimed at continuous improvement of all programs offered. This includes detailed analysis and evaluation of the essential elements of educational work, namely students and graduates, material resources and infrastructure, curriculum, faculty, administration, research and social responsibility. The model makes quantitative rating of current activities on which improvement actions can be planned using spreadsheets and through a quality profile associated with the result of the evaluation setting out areas of opportunity that will be subject to improvement and preventive actions.Keywords: accreditation, audits, corrective actions, Deming cycle, EFQM, excellence, external clients, improvement, improvement actions, internal clients, norms, policies, preventive actions, academic quality management, quality metrics, quality model, quality profile, self-assessment, SINAES, six sigma, standards.
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"Das EFQM-Modell für Excellence." Bautechnik 77, no. 6 (June 2000): 444–45. http://dx.doi.org/10.1002/bate.200003260.
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Petersmann, Astrid, Hannsjörg Baum, Andreas Bietenbeck, Siegmund L. Braun, Hans-Åke Fabricius, Claudia Christine Freytag, Katharina Gottschall, et al. "Kennen Sie Ihr Labor? Ein Weg zur Selbstbewertung in medizinischen Laboratorien nach dem EFQM-Modell." LaboratoriumsMedizin 39, no. 6 (January 1, 2015). http://dx.doi.org/10.1515/labmed-2015-0017.
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Zusammenfassung:INQUAM e.V. fördert den Excellencegedanken und unterstützt medizinische Laboratorien auf dem Weg zur ersten Stufe des European Foundation for Quality Management (EFQM)-Excellence Modells „Committed to Excellence“ mit der angepassten Selbstbewertungsmatrix für medizinische Laboratorien.
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Muhammad Din, Asfa, Muhammad Asif, Muhammad Usman Awan, and George Thomas. "What makes excellence models excellent: a comparison of the American, European and Japanese models." TQM Journal ahead-of-print, ahead-of-print (November 18, 2020). http://dx.doi.org/10.1108/tqm-06-2020-0124.
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PurposeThis paper compares three business excellence models (BEMs): Baldrige criteria for performance excellence (BCPE), European Foundation for Quality Management (EFQM) model and Deming Prize (DP) model, representing American, European and Japanese excellence models, respectively. These models are compared in terms of contents, scope, orientation, emphasis and administration.Design/methodology/approachUsing an inductive-deductive approach, the paper identifies and compares the contents, core values, unique features, points of emphasis and the overall approach of these models.FindingsSignificant differences exist in these models, and that none of these models is perfect. Overall, the BCPE is results-oriented, mainly economic-focused, explicit in presenting requirements and better structured. The EFQM model provides an augmented focus on sustainability, stakeholder engagement and inclusivity. The DP model is an internally oriented TQM model that focuses on processes improvement as a means to excellence.Practical implicationsThe findings can guide managers regarding what they should expect from the application of excellence models and make better decisions regarding the choice of excellence models. Further, these findings can provide a foundation for updating the excellence models.Originality/valueThis paper stands alone as a qualitative comparison of BEMs in terms of contents, scope, administration and emphasis on excellence related matters.
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Tekavcic, Metka, and Darja Peljhan. "Achieving Business Excellence Prize: The Case Of Trimo Trebnje d.d." International Business & Economics Research Journal (IBER) 3, no. 10 (February 24, 2011). http://dx.doi.org/10.19030/iber.v3i10.3732.
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The late 1980s and early 1990s saw a global realization of the strategic importance of quality, and many countries established programmes to recognize quality and excellence. Companies pursuing an excellence strategy soon recognized that the award frameworks offered more than just a vehicle for recognition. The frameworks were seen to be best-practice models for implementing excellence strategies, performing self-assessments, benchmarking and, ultimately, delivering improved performance. The purpose of this paper is twofold. First, we present the business excellence from the European Foundation for Quality Management (EFQM) Excellence model point of view. Second, we describe how employee results, customer results, and favourable society results are achieved through leadership driving policy and strategy, people, partnerships and resources, and processes, which ultimately lead to excellence in key performance results in a manufacturing company that won the 2002 Slovene National Quality Award based on the EFQM Excellence model.
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Niederkofler, Michael, and Thomas Trache. "Welchen Beitrag kann das EFQM Excellenz-Modell für das Ideenmanagement leisten?" Ideen- und Innovationsmanagement, no. 3 (July 3, 2009). http://dx.doi.org/10.37307/j.2198-3151.2009.03.06.
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Garcia Manga, Marta, Rafa Llovet, and Ana Clara Pastor Tejedor. "Leadership as a basis for excellence in the organizational climate." Investigação e Intervenção em Recursos Humanos, no. 4 (April 4, 2014). http://dx.doi.org/10.26537/iirh.v0i4.2088.
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Today, companies seek global excellence of his performance from excellence in different aspects of the organization. To achieve optimal levels of quality can apply some self evaluating Models of Excellence as to improve different aspects of the organization. One of these is the EFQM Excellence Model (European Foundation for Quality Management). One of the most important areas in a company is its human resources and, therefore, the Organizational climate. In the EFQM Excellence Model there are two sections about this subject (People and Leadership). This paper analyzes the different factors influencing the organizational climate of a company. The factors discussed are the cause of business excellence, according to the EFQM model. A major influence is the Leadership. You could say that Leadership is the foundation of a good organizational climate. Thus, one can show how a company that takes a strategic decision to improve the organizational climate, needs a leader able to convey these decisions to staff and make that they feel them yours. Furthermore, this study will apply in a case study using a questionnaire about organizational climate. Thus, we can test hypotheses by analyzing the results. Literature Review And Hypotheses According to Bass (1985) there are two types of leadership. A "low level" based on the exchange of rewards between leaders and followers (pay, promotions ...) called transactional leadership. This type of leadership adequately implemented has positive effects on subordinates and the organization, but this leadership is limited. The other is the transformational leadership that is capable of changing the values and beliefs, and attitudes of people working with him, increasing the effectiveness of their work unit beyond what is expected. This type of leadership, there may be greater or lesser degree, in any organization and any level of it. Are these leaders that, under appropriate circumstances, create and transform organizational cultures. And, specifically, the section on organizational climate. Transformational leadership encourages peers or colleagues and followers to consider their work from different perspetives, make them aware of the mission or vision of the organization, to facilitate the maximum development potential and motivate them to further their own interests, taking into account group interests and the overall organization. The transformational leader would be an extension of the concept of charismatic leadership. Although charisma is a necessary condition for transformational leadership but not sufficient, the charismatic influence over his followers and transformational get an identification of supporters or equal to their leader. Masi and Cooke (2000) conducted a study that found that there is a significant positive relationship between transformational leadership, staff motivation and the degree of commitment to the quality of organizational performances. Building on this, we propose that leadership is a key fator in the organizational climate. And further, one might say that leadership is a basis for excellence in the organizational climate. And that potential changes in the organizational climate must go through a leader who can make employees assimilate these changes, and even make them themselves.
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Alanazi, Mohammed Hamdan. "Towards a further step in understanding business excellence models: a comparative approach." Benchmarking: An International Journal ahead-of-print, ahead-of-print (February 17, 2021). http://dx.doi.org/10.1108/bij-08-2020-0407.
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PurposeA comparative analysis of the validity of business excellence models (BEMs) has rarely been empirically pursued. In addition to their similarities, BEMs exhibit differences in terms of their criteria, relations and emphasis, and some researchers have claimed that it is because these models tend to represent underlying cultural, economic, or social dynamics, as well as global best practices. Based on three such BEMs (the Malcolm Baldrige National Quality Award (MBNQA) model, the European Foundation for Quality Management (EFQM) model and the King Abdul Aziz Quality Award (KAQA) model), this paper introduces a four-phase study to analyse these models comparatively.Design/methodology/approachThis paper: (1) conceptually delineates the distinctive natures of and differences between the three models; (2) develops a comprehensive measurement model based on the content of these models; (3) reviews the relevant literature on BEMs; (4) discusses the motivation behind this comparative approach and (5) introduces a four-phase study to comparatively analyse these models.FindingsA comprehensive measurement model and three structural models are developed, but empirical tests have not been performed. This developed approach is introduced here as a first step in the advancement of our understanding of BEMs and their underlying theory.Originality/valueThe range of variability and complexity of BEMs—i.e. a holistic and comparative empirical view of BEMs—have not so far been fully considered, and findings in this domain tend to be inclusive, while some of the underlying relations of these models have not been investigated. This paper contributes to filling these research gaps.
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Rajagopalan, Jayaraman. "Impact of adopting a PDCA methodology on performance of companies – experience from companies in India." Measuring Business Excellence ahead-of-print, ahead-of-print (November 12, 2020). http://dx.doi.org/10.1108/mbe-11-2019-0110.
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Purpose The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model. Design/methodology/approach The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables. Findings The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different. Research limitations/implications The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies. Practical implications The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results. Social implications Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations. Originality/value The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.
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Kovač, Polonca, and Barbara Leskovšek. "Innovativeness as part of quality and excellence development in the Slovenian public administration (survey results 2007–2008)." Central European Public Administration Review 7, no. 2 (April 8, 2014). http://dx.doi.org/10.17573/cepar.v7i2.128.
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The purpose of the study was (1) to investigate the trends in the development of excellence and innovativeness, or the use of the relevant tools, by comparing the situations of 2003, 2006 and (as projected) 2009 to one another, and against the approaches used in companies, and (2) to encourage the spread of awareness within the public administration of the importance of identifying and spreading good practices. We found that trends are taking the same direction, with the number of different tools and the frequency of their use – especially of the CAF (Common Assessment Framework) and EFQM (European Foundation for Quality Management) models, partly also the BSC (Balanced Scorecards), and of ISO standards – being on a continual rise, while the main systemic deficiencies are the inconsistent top-down policy of quality and excellence development, and the non-existent methodology for empirical evaluation of the effects produced by the use of those tools. The organisations are left to their own initiative, and support of the Government and the Ministries is only declarative. Innovativeness, unlike this, primarily entails gradual improvements in the ways in which work is done – in the first place from the client perspective –, which is mainly reflected by the estimated financial savings.
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Rawabdeh, Ibrahim, Mazen Arafah, and Mohannad Mousa Mustafa. "Analysis of the interrelationships between enablers and results in King Abdullah II award for excellence model." Benchmarking: An International Journal ahead-of-print, ahead-of-print (June 28, 2021). http://dx.doi.org/10.1108/bij-09-2020-0475.
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PurposeThis study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.Design/methodology/approachThe methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.FindingsThe findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partnerships and Resources” and both “Society Results” and “Key Results” improved the understanding and implementation of the model. There was a significant interrelationship between model criteria, excluding the relationship between “Society Results” and “Key Results”, since the government's main objective is to serve society. A new structural model for the KAIIAE with the new relationships was suggested.Research limitations/implicationsThis paper concentrated only on the public sector, although the excellence model has been implemented in the private sector. Features of the different types of organisations were not tested. Furthermore, the variations in size, covered fields, number of employees and provided services need to be investigated further.Practical implicationsGovernment award bodies can use these research findings to develop a new model version for public sector awards by combining a cohesive array of elements for any government organisational need or application. The study suggested adding new criteria or relationships or eliminating those that are not significant and have no impact on public sector organisations. The findings will assure the organisations' managers that the KAII excellence model criteria are highly correlated and synergised for public sector organisations. These criteria perform efficiently once they are considered and implemented in an interconnected manner rather than managing them independently, which makes up their management framework. This knowledge about the validity of the structure of the model allows public sector organisations to benefit fully from the self-assessment processes and improve the organisation's management, enhancing their faith in excellence award models.Social implicationsThis study has contributed to the existing literature on the reliability and validity of business excellence models as a framework for implementing, evaluating, and improving excellence, particularly in the government sector. Several important insights have emerged from this study. The relevant analysis supports a new model structure for excellence in the public sector. Among the model structure relationships, the study identified the existence of new direct relationships between enablers and results. New significant and direct relationships are added to the model that advances the implementation and understanding of the model. Moreover, it informs theory about Excellence Award implementation in developing countries within the context of Jordan – a topic that has previously received limited attention in the international business excellence literature. Since there is limited research on the suitability of implementing the KAIIEA excellence model (that is based on nine criteria of the EFQM model) in public organisations, this work suggested introducing a new modification to the model to suit the characteristics of the public sector.Originality/valueThe considerable prominence of the government sector has drawn attention to the excellence parameters within its organisations. Hence, a lack of studies and inadequate knowledge in the governmental management system have limited testing excellence in the public sector. This paper provides support that the excellence model (KAIIAE model that is EFQM based) is an appropriate framework by identifying direct and significant model interrelationships for the public sector based on the actual and sufficient performance of its entities so as to drive the changes of the next model generation. This is the first study that attempts to comprehend and describe the validation of the KAIIAE model in the public sector.