EFQM
EFQM 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.
History
The intention to found EFQM was signed in October 1988 by 14 European business leaders. The 14 CEOs were:| Company | Representative Business Leader |
| Robert Bosch GmbH | Mr. K. Eckert |
| British Telecommunications plc | Mr. I.D.T. Vallance |
| Bull SA | Mr. F. Lorentz |
| Ciba-Geigy AG | Mr. H. Lippuner |
| Dassault Aviation | Mr. S. Dassault |
| AB Electrolux | Mr. A. Scharp |
| Fiat Auto SpA | Mr. U. Agnelli |
| KLM | Mr. J.F.A. de Soet |
| Nestlé | Mr. R. Morf |
| C. Olivetti & C., SpA | Mr. C. De Benedetti |
| Philips | Mr. C.J. van der Klugt |
| Renault | Mr. R.H. Lévy |
| Sulzer AG | Mr. F. Fahrni |
| Volkswagen AG | Mr. Carl H. Hahn |
The foundation was formed in 1989, with 67 members. The first version of the EFQM Excellence Model was created by a group of experts from various sectors and academic institutions and launched in 1992. It acted as the framework for assessing applications for the European Quality Award, the transnational quality awards of Europe.
Activities
EFQM provides networking, education, and awards, using a framework called the EFQM Excellence Model.EFQM excellence model
The EFQM excellence model is a non-prescriptive business excellence framework for organizational management, promoted by the EFQM and designed to help organizations to become more competitive.Regardless of sector, size, structure or maturity, organizations need to establish appropriate management systems to be successful. The EFQM excellence model is a tool to help organizations do this by measuring where they are on the path to excellence, helping them understand the gaps, and promoting solutions.
A number of research studies have investigated the correlation between the adoption of holistic models such as the EFQM excellence model, and improved organizational results. The majority of such studies show a positive link. One of the most comprehensive of these was carried out by Vinod Singhal of the Georgia Institute of Technology and Kevin Hendricks of the College of William and Mary.
The EFQM model provides a framework allowing organisations to determine their current "level of excellence" and where they need to improve their efforts. The model also helps to ensure that business decisions incorporate the needs of all stakeholders and are aligned with the organisation's objectives.
The EFQM model acts as a common reference. It provides its users with a set of performance improvement tools in order for them to achieve and sustain business success. The model is regularly reviewed to incorporate new ideas, concepts and learning. The last revision was published in 2013.
The EFQM model is used to obtain a complete view of the organizational performance and to understand the relations of cause and effects between what organisations do and the results they achieve.
Components
The model consists of three components:- Eight core values or key management principles that drive sustainable success
- #Adding value for customers
- #Creating a sustainable future
- #Developing organisational capability
- #Harnessing creativity and innovation
- #Leading with vision, inspiration and integrity
- #Managing with agility
- #Succeeding through the talent of people
- #Sustaining outstanding results
- Nine criteria, separated into five "enablers" and four "results"
- RADAR logic, continuous improvement cycle used by EFQM. It was originally derived from the PDCA cycle.
- *Determine the Results aimed at as part of the strategy
- *Plan and develop a set of Approaches to deliver the required results now and in the future
- *Deploy the approaches in a systematic way to ensure implementation
- *Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and ongoing learning
Application