SAETO Self-Assessment for Educational and Training Organisations CONTENT 1. 2. 3. 4. 5. 6. 7. 8. 9. What is the presentation for Information on ACES project Quality in ETO SAETO tools What is excellence EFQM Excellence Model Self-assessment Continuous improvement process Management Tools supporting EFQM Excellence Model What is the presentation for? • This presentation was created within the frame of ACES project (Self-Assessment as a Basis for Accreditation and Certification in Educational Sector). • The presentation is a learning material designed primarily for trainers of excellence and educational organizations which are interested in self-assessment and implementation of EFQM principles. • It provides a preview in EFQM Excellence Model. • It enables to understand principles of self-assessment. • It is highlighting the importance of continuous improvement process and quality improvement in educational sector • It provides basic information on implementation of self-assessment through the set of SAETO tools. Information on the project ACES – Self-Assessment as a Basis for Accreditation and Certification in Educational Sector Multilateral project, in which cooperate partners from Germany, Denmark, Czech Republic and Scotland. • Project is designed to develop quality in vocational education and training. • It is one of a suite of projects aiming to assist European Education Providers cross match their national accreditation systems against EFQM and self assess their activities. • The project target is an endeavor to customize and implement existing SAETO tools for self-assessment according to quality requirements of educational sector. • Project outputs are adapted software modules of GOA-WorkBench© and supportive learning materials. Do you want to be better than the others? How to be better and find the journey to excellence Choose from trainings that are offered by EFQM! (for detailed information see www.efqm.org) • Training – Journey to Excellence Training 2-day training for organizations which starts with self-assessment • Training – Basic Assessor Training Online training for individuals for basic understanding of EFQM Excellence Model • Training – Leaders for Excellence 2-day training for managers who want to understand and apply the EFQM Excellence • Training – Internal Assessor Training 3-day course during which the participants will get to practice • Training – EFQM Assessor Training 3-day course provides a more detailed understanding of EFQM Excellence Model and RADAR Logic Quality in ETO Educational and Training Organisations (ETO) without an ISO 9000 or ISO 29990 series certificate will find it increasingly difficult to do business in a commercial environment. However, this series of quality management system standards should be regarded by organisations as the minimum and the objective should be to surpass the specified requirements! There are also the organisations which don‘t have ISO series certificates, however it is not any impediment being excellent. These organisations are also able to try to improve quality and search for the journey to excellence. In particular, the current challenge is to develop effective preventive action disciplines and mechanisms that will help organisations to: to ensure that these drive continual improvements and broaden the vision from. implement continual improvement processes, realize improvements, instead of a mere paper work system audit. Beyond ISO: Excellence Many organisations have an ISO 9000 series registration and remain stuck on this quality management foundation stone. They require simple effective advice on what steps to take next on the improvement journey towards business excellence. The challenge is to provide this in appropriate and easily understandable stages, which can move them from ISO 9000 series registration to real, internationally recognised excellence in their business area. Beyond ISO: Excellence The basis for this was developed by the European Foundation for Quality Management and is called the EFQM Excellence Model. The gap between the requirements of the ISO 9000 series and the holistic nature of the EFQM Excellence Model cannot be bridged by taking just another list of criteria for measuring the organisation. More of the basics need to be put in place before the EFQM Model can be effectively used for assessing and organisation. By using EFQM-based self-assessment, it will also be easier to carry out self-assessment according to the Common Quality Assessment Framework (CQAF) and the processes as defined in the European Quality Assurance Reference Framework in Vocational Education and Training (EQARF in VET). CQAF – Common Quality Assurance Framework Common Quality Assurance Framework was developed by European Union for the purpose of the support to develop quality of VET providers. It results from key principals of existing relevant models (e.g. Deming cycle PDCA). CQAF comprises: Review (Feedback and procedures for change) Planning (purpose and plan) Methodology Implementation a model, to facilitate planning, implementation, Assessment evaluation and review of systems at the appropriate and evaluation levels in Member States; a methodology for assessment and review of systems: the emphasis has been given to self-assessment, combined with external evaluation; a monitoring system: to be identified as appropriate at national or regional level, and possibly combined with voluntary peer review at European level; a measurement tool: a set of reference indicators aiming at facilitating Member States to monitor and evaluate their own systems at national or regional levels. Source: FUNDAMENTALS OF A ‘COMMON QUALITY ASSURANCE FRAMEWORK’ (CQAF) FOR VET IN EUROPE EQARF – The European Quality Assurance Reference Framework EQARF requires continuous improvement and provides a homogeneous framework of quality assessment across all existing quality systems and levels of education. A reference instrument which provide a systematic approach to modernizing education systems, especially by improving the effectiveness of training. It provides a methodological suggestions for quality assurance of VET, based on: Quality assurance and improvement cycle. Quality criteria and indicative descriptors (see). Indicators and benchmarks for monitoring progress towards the Lisbon objectives in education and training. Copenhagen Process: „Self-assessment will become the cornerstone of continuous improvement in education and training in Europe.“ SAETO meets all requirements of EQARF in VET. The added benefit of SAETO European solution with multinational validation. Methodology based on CAF, CQAF, EFQM & ISO 9004/29900 Software licensed by EFQM. Extensive survey catalogues for stakeholder analysis. All questionnaires are adapted in language and contents to the educational and training sector. Modular structure to allow for short or in-depth surveys. Adaptable to specific and individual needs. Supports strategic improvement planning and direct follow-up on suggestions using GOA Balanced Q-Card. Integration of methodology, training modules and software. Support by an international partner network. Compatibility The SAETO solution is compatible with many international and regional ETO specific quality systems, such as: ANECA: Spanish National Agency for Quality Assurance and Accreditation CQAF: Common Quality Assessment Framework eduQua: Swiss quality certificate for ETOS EQUARF: European Quality Assurance Reference Framework Gütesiegelverbund Weiterbildung: Quality Label Association for Continuing VET, Germany HEA: Irish Higher Education Authority INK: Instituut Nederlandse Kwaliteit (Dutch Quality Institut) ISO 9001/9004: Software allows to report the collected evidence alternatively in this ISO format ISO 29990: Software allows to report the collected evidence alternatively in this ISO format LQW: Learner-oriented Quality in Continuing VET, Germany PAS 1037:2004: QM model of stages of RKW Berlin-Brandenburg for the education sector Q2E: Qualität durch Evaluation und Entwicklung, Switzerland YODEK: Academic Evaluation and Quality Development Commission, Turkey The SAETO software solution All assessment and survey catalogues have been adapted in content and language to the educational and training sector. The assessment solution is scalable to the organisations size and requirements and the advanced modules cover both CQAF/EFQM and ISO 9001 . The survey questionnaires are built on the requirements collected by a stakeholder analysis, the expert knowledge on what kind of questionnaires are mostly used when evaluating ETOs. The modular structure of the catalogue of questions allows to fit each survey exactly to the demand in size, depth and complexity. Benefits of using GOA-WorkBench Conforms to both the CAF and the EFQM model and is always kept up to date. Is consistent with the requirements of CQAF and EQARF Re-sorts the collected assessment data to a number of ISO standards and allows to generate reports for ISO 9001/4 or ISO 29990 Cross-links the collected assessment data to a number of national accreditation standards, such as e.g. Dutch, German, Irish, Scottish, Swiss or Turkish systems Supports methodology and provides a well structured implementation. Offers self-assessment as well as a number of satisfaction surveys for collecting the needed raw data from different stakeholder groups. Minimizes the training needs to implement EFQM. Is adaptable to the individual requirements of your organisation. Offers multilingual assessment and survey catalogues. Fast and efficient reporting integrated. Follow-up on improvement suggestions and CIP implementation planning with the Balanced Q-Card. What is Excellence? Excellent Organisations achieve and sustain outstanding levels of performance that meet or exceed the expectations of all their stakeholders. (definition by EFQM) Organisation What is Excellence? Excellent Organisations show a strong commitment to the satisfaction of all their stakeholders, related to what they do today, how they do it and how they plan to do it in the future. During the 80s emerged several, closely related models to measure this kind of excellence. Their overall approach is similar, but the reflect the business and political frame conditions of their regions of origin. Nowadays three approaches are recognized as international standards: Baldrige Award in USA Deming in Japan EFQM in Europe Today, the Excellence Model of the „European Foundation for Quality Management“ (EFQM) is the most used worldwide and offers a holistic view of the company. Basics of the EFQM Model The benefits of using the EFQM Excellence Model as a management guideline will be optimized based on how well the leadership team understands and applies the Fundamental Concepts of Excellence Below, you see the eight Fundamental Concepts of Excellence, which are continually adapted and improved: © EFQM EFQM Principles The model applies the Fundamental Principles in the following Structured Management System comprising of 9 criteria, broken down into sub-criteria and the areas to cover. Through these, the progress of the organisation is evaluated regarding the pursuit for Excellence. What the organisation Enabler Results DOES People Results People Leadership Strategy Processes, Products & Services Partnerships & Ressources © EFQM Customer Results Key Business Results Society Results What the organisation Innovation and Learning ACHIEVES Application of the EFQM Model The EFQM Excellence Model represents the broad and contrasted guiding framework, which serves as a guide in the search for increased quality, given that tools and methodologies for improvement exist and continually arise. Methodology to improve EFQM Self-Assessment with the RADAR Tool. Self-evaluation according to the EFQM Model Results Strengths and areas for improvement Assessment & Review Approach Evaluate and monitor implementation and results Plan and set methods for implementation Deployment Implement methods Benefits of the Model A „technical“ interpretation of the model Partnerships & Resources Processes, Products & Services People Results Key Results of the Organisation Policy & Strategy People Society Results Customer Results Leadership shows ... ... how the 5 cogwheels of the enabler criteria have to fit together to power the big results wheel and thus move the shaft with the key results upwards. ... that now cogwheel could be left away. ... that no tooth can miss on any of the cogwheels or the shaft will never move. EFQM & ISO 9001/4 1. Leadership ….. 1 9. Key Business Results 1 2. Policy & Strategy 0,8 0,6 0,4 8. Society Results 0,2 ISO 9000 3. People 0 7. People Results 6. Customer Results 4. Partnership & Resources 5. Processes, Products & Services Links between EFQM and ISO 9001/4 EFQM Criterion / ISO Chapter 5.1 5.4 5.5 1 Leadership ** ** ** * ** 2 Policy and Strategy * 5.2 5.3 5.6 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 ** ** * 3 People ** ** 4 Partnership und Ressources * *** * * * * * * * ** * ** * * * * * 7 People Results 7.4 7.5 8.1 8.2 8.4 8.5 * * *** 8.3 ** * * *** ** * ** * 8 Society Results * 7.3 * 5 Processes 9 Key Performance Results 7.2 * * 6 Customer Results 7.1 * - *** = Intensity of how EFQM maps into this ISO-Chapter ** EFQM Model - Criteria It contains 9 criteria: – ENABLERS • • • • • Leadership People Strategy Partnerships and Resources Processes, Products and Services What an organization does and how? – RESULTS • • • • People Results Customer Results Society Results Business Results What an organization achieves? Below each criterion part are guidance points. Many of these guidance points are directly linked to the Fundamental Concepts. Source: EFQM Excellence Model (www.efqm.org) Leadership Excellent organisations have a management that creates and encourages the vision and mission. The leaders work towards the long run success of values through the implementation of specific actions, behaviours and personal actions assuring a management system is both developed and implemented. Possible actions and measures: Role model function in the definition of the mission and vision Active participation in continuous improvement processes at the management level at the employee level Showing personal commitment to customers, partners and those affected by and visiting the business. Implementing effective management instruments e.g.: Leadership and goal setting Employee motivation through communication Incentive and recognition systems Leadership Excellent organisations have leaders who shape the future and make it happen. They act as role models, demonstrating the organisations values and ethics and are inspiring trust in all stakeholder groups at all times. Furthermore, they strive to enable the organisation to anticipate and react in a timely manner to all internal and external influences, ensuring the on-going success of the organisation. Appropriate tools: 360° Management Feedback Definition of critical Success Factors Analysis of the Key Drivers SWOT Analysis Leadership Excellent Leaders review their progress through a balanced set of results, including long and short term priorities for all their key stakeholders, with clearly defined “cause and effect” relationships. They develop and continuously improve the organisation’s management system, including evaluating the set of results in order to improve future performance and provide sustainable benefits to stakeholders. Appropriate tools: Balanced Scorecard KPI Analysis Risk Planning Scenario Management Leadership To understand how an organisation can best fulfil its Mission and achieve its Vision it is important for the Leaders to understand how they interact with external partners that have an interest in the organisation’s success. These stakeholder groups include different types of investors, customers, employees, suppliers or the society’s representatives of the region the organisation is sitting in. This engagement with the stakeholders is a two way street where the organisation is not only collecting information from these external sources, but where it also provides transparent information about its own activities. Appropriate tools: Communication Analysis Stakeholder Mapping Stakeholder Management Leadership To understand the internal and external drivers of organisational change, the leaders have to understand the environment their organisation is acting in. Doing so will help them provide for long-range needs rather than just aim for short-term profitability and thus become and remain competitive. Appropriate tools: Analysing Core Competencies (Qualification Matrix) PEST Risk Planning Stakeholder Mapping Stakeholder Management SWOT Strategy Excellent organisations introduce their vision and mission through a clear strategy directed at stakeholders. This strategy addresses and supports politics, plans, goals, subgoals and processes. Possible actions and measures: Development of a business strategy should make considerations for: Data and facts from observations, experience and analysis The needs and expectations of stakeholders The results of performance drivers and learning processes Comparison with top organisations Identification of critical success factors Development of goal and controlling systems: Use strategic methods such as the Balanced ScoreCard Break down and implement strategic goals and numbers Introduce goal controlling processes Strategy Excellent organisations implement their mission and vision by developing their strategy with a strong focus on requirements and expectations of their core stakeholder groups. To base the organisation’s Strategy on the understanding of the needs and expectations of both stakeholders and the external environment it is needed to first define who these groups are and to define their interfaces with and their priority to your own organisation. Additionally to the needs and expectations of the stakeholder groups, the long and short term impact of changes to relevant political, legal, regulatory and compliance requirements must be considered in this analysis Appropriate tools: Stakeholder Mapping Stakeholder Management PEST Analysis SWOT Analysis Strategy To base the organisation’s Strategy on the understanding of internal performance and capabilities it is important to really know operational performance trends, to have a full understanding of its core competencies and regular outcomes, as well to understand its current and potential capabilities. Appropriate tools: Qualification Matrix Benchmarking Strategy Excellent organisations identify and understand the Key Results required to achieve the mission and evaluate progress towards the vision and strategic goals. To do so, they adopt effective mechanisms to understand future scenarios and manage strategic Appropriate tools: KPI Analysis Scenario Management Strategy/Value Matrix Risk Planning Strategy To communicate, implement and monitor Strategy and its supporting policies, the organisation must define the required outcomes, identify related performance indicators and establish targets. The organisational structure and a framework of key processes must be maintained and aligned accordingly and in a way that adds real value for their stakeholders, achieving the optimum balance of efficiency and effectiveness. Appropriate tools: Target Setting Scorecard development Strategy/Value Matrix People In excellent organisations people perform well and achieve organisational and personal goals. To achieve this, the values and strategies in the organisation are clear and everybody enjoys a culture of trust and empowerment. Possible actions and measures to support this are: Systematically gather employee satisfaction data through questionnaires, interviews and employee discussions Work out demand, qualification and suitability profiles Conception of employee evaluation systems Carry out employee discussions Develop communication systems Empower employees to work independently and to participate for example through: Cooperation and improvement activities Cooperation in teams People People plans support the organisation in reaching its targets. The organisation’s strategy must be understood and lived by all people involved. Therefore, you need to have people plans, specifying the individual contribution to the strategic targets. It includes defining the performance levels required to reach these targets and making all people involved understand. Appropriate tools: People Plan People People development raises the organisation’s performance and productivity. Organisations are successful, when they are capable of raising performance and productivity. Here are the most important ones: • Develop the knowledge and capabilities of your people, according to individual career plans. A skills matrix will help you to identify gaps between skills and talents and the actual or envisaged position. • Support your people with adequate resources and tools to perform their work • Inform and empower them, so that they can reach best possible results Appropriate tools: Skills matrix People Development People People work in line with the company strategy and are incorporated in the organisation. People will only do the right things and show best performance, • when they are aligned and involved in the organisation’s vision, mission and strategic goals • when they work in a culture of recognition and creativity • when they feel like an entrepreneur in their organisation • when they are encouraged to regularly review and improve the processes Appropriate tools: Questionnaire People Internal communication is planned well and efficient. Communication is more often a success factor than you might expect. Organisations need to understand how they can improve communication structures to create an atmosphere of performance and trust. Think of formal and informal opportunities to motivate your people to exchange information, knowledge and ideas – you will be rewarded by a raise in productivity and innovation. Appropriate tools: Communication Plan People The organisation appreciates, awards and cares for their people. People will bring best performance when they feel recognized and awarded. To reach this a whole set of different factors needs to be considered: • • • • • • Salary and benefits Work / life balance Diversity Working environment Social activities Team feeling Appropriate tools: Questionnaire Partnership and Ressources In order to excel, an organisation should plan and manage ones external partnerships, suppliers and internal resources in a way which supports ones strategy and policy, and the efficiency of processes. During the planning and management process, the organisation takes into account the interests, plans and needs of ones stakeholders, market and the environment. Possible actions and measures: Choose partners who agree with the politics and strategy of the organisation Carry out supplier evaluations Benchmark with regards to defined processes with partners Set finance plans based on priorities of the politics and strategy Create a system to identify and value new and alternative technologies Introduce and practice knowledge management Partnership and Ressources Partnerships are managed with a vision to achieve sustainable results In order to achieve the sustainable results while managing organisation’s partnerships, any type of organisation should identify ones key partners that can foster the implementation of the organisation’s mission and strategy. In addition, the partnership of the organisation should bring an added value to ones customers, and should be beneficial to all involved parties. Besides, the partnership should ensure sharing of knowledge and equality among the partners involved. Appropriate tools: ‒ The Capacity Project Toolkit: Identifying Promising Partners ‒ The Capacity Project Toolkit: Diagnosing Alliance Challenges and Finding Effective Remedies Partnership and Ressources Finances are managed in a way which ensures the sustainable success of processes In order to ensure the sustainable success of processes by managing finances, any type of organisation should first of all develop a specific strategy that describes the management of finances, meeting the requirements of the overall policy and strategy. To ensure the success of the finance management, it is advisable to establish the reporting procedures, and to identify the expectations of the stakeholders concerning the usage of the finances. Besides, the sustainable success of processes by managing finances can be reached by developing and implementing methods for managing risks throughout the organisation. Appropriate tools: ‒ Cash Flow Analysis ‒ Activity-Based Costing ‒ Financial Risk Management Partnership and Ressources Buildings, equipment, materials and natural resources are managed in a sustainable way. In order to manage the organisation’s buildings, equipment, materials, natural and other resources in a sustainable way, any type of organisation should develop a strategy that describes the particular aspect which fits with the common policy and strategy of the organisation. In addition, the organisation manages the maintenance and the utilization of ones resources in an environmentally friendly manner in order to follow the appropriate life cycle of the resources. The organisation reduces and recycles waste, and optimizes its inventory as much as possible. Besides, the organisation takes care about an optimal usage of transportation. Appropriate tools: ‒ Resource Levelling ‒ Cost Comparison Partnership and Ressources Technologies are managed with a vision to realize the strategy. In order to manage the technologies with a vision that realizes the strategy, any type of organisation should develop a strategy of managing the available technologies that describes the technology involvement in the realization of organisation’s policy and strategy. In addition, the organisation should be aware of an existing and currently developing technologies that may help to realise one’s policy and strategy. Besides, the organisation uses available Information and Communication Technologies in order to support the improvement of the organisation, and to ensure the effectiveness of the organisation’s processes. Appropriate tools: ‒ Technology needs analysis ‒ Disaster plan Partnership and Ressources Information and knowledge are managed with a vision about a capable organisation, and in a way that ensures the effective decision making process. In order to create a capable organisation with an effective decision making process while managing organisation’s information and knowledge, any type of organisation should develop a strategy that helps to manage these issues. In addition, the organisation should identify ones requirements regarding the information and knowledge. The information and knowledge should be structured and managed in a way that it meets the internal policy and strategy. Besides, the information and knowledge should be accessible to the potential users with the relevant access rights. Appropriate tools: ‒ Internal Information database ‒ Story telling Processes, Products & Services Excellent organisations arrange, manage and improve processes to support strategy and politics, to satisfy customers and stakeholders and to increase value creation. Possible actions and measures: Process management and its’ facets: Process analysis Process documentation Process evaluation Process responsibility Process optimization Process controlling Regular, systematic review of customer satisfaction through questionnaires Introduce complaint management to continuously gather data resulting from daily contact with the customer Processes, Products & Services Processes are designed and managed to optimize stakeholder value. What any organisation should do is analyzing, categorizing and prioritizing of processes within the organisation but also of those beyond their boundaries. The subsequent task of the management team should then be effective management of processes and their improvement. Analyzing processes is essential. Key processes need to be identified and who is responsible for maintaining and improving processes. Links between process inputs and outputs should be also shown. Part of the analysis and innovation process is a measurement system which includes performance indicators, measures the outcomes and links them to strategic goals. The management team is also responsible for driving innovations. It should therefore be trying to incorporate new ideas and innovations into processes and be able to evaluate their impact and added value. Appropriate tools: Process Maps Process identification Measurement of processes PDCA Processes, Products & Services Products and Services are developed to create optimum value for customers. Mission of each organisation should be creating of innovative values for its customers. To find out, if those values are really successful and if the improvements are efficient, every organisation has to carry out market research, customer surveys and similar activities. Process of innovation and improvement of products shouldn‘t be isolated – all employees as well as customers and other relevant stakeholders should be involved. It is also important to be opened to new technologies, their impact and potential on accommodation of customers‘ needs. It is necessary to be creative while creating and developing new innovative products and services. Stimuli from relevant stakeholders should be involved in this process. Especially customer‘s opinions and desires are valuable. Appropriate tools: Identification of customer expectations Customer satisfaction analysis Customer requirement matrix Processes, Products & Services Products and services are effectively promoted and marketed. Marketing is essential. Before you start with any such action, you should analyze needs of all relevant stakeholders. Meeting them ensures sustainability. Marketing strategy should begin with defining a business model and understanding the position of the organisation in the market place. The target group of customers need to be identified and distribution channels decided. Development of marketing strategies and their improvement is a continuous process and it is necessary to promotion of products and services to current customers as well as to potential ones. There is one general rule to obey in marketing – never promise what you can‘t execute. Appropriate tools: Marketing Plan 4 P´s – Product, Place, Price, Promotion CRM Customer Relationship Management Processes, Products & Services Products and Services are produced, delivered and managed. Produce and deliver products and services to meet or exceed, customer needs and expectations, in line with the offered value proposition. Ensure their people have the necessary tools, competencies, information and empowerment to be able to maximize the customer service. Manage Products and services throughout their entire lifecycle, including reusing and recycling where appropriate, considering any impact on public health, safety and environment. Compare their product and service delivery performance with relevant benchmarks and understand their strengths in order to maximize the value generated for customers. Involve their people, customers, partners and suppliers in optimising the effectiveness and efficiency of their value chain. Appropriate tools: Identification of Customer expectations FMEA – Failure mode and effect analysis Cause and effect diagram Benchmarking Processes, Products & Services Customer relationships are managed and enhanced In practice, excellent organizations. Know who their different customer groups are and respond to, and anticipate, their different needs and expectations. Determine and meet customers day-to-day and long term requirements. Build and maintain a dialogue with all their customers, based on openness, transparency and trust. Continually monitor and review and experiences and perceptions of customers and respond quickly and effectively to any feedback. Advise customers on the responsible use of products and services. Appropriate tools: Identify your Clients and their different needs Brainstorming Customer Results Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their customers. To monitor this, they use a set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers with clear targets set for achieving satisfying results. Examples of such measurements are (in alphabetical order): complaint ratio environmental profile failure rate of courses index for handling complaints intent to repurchase number of requests addressed to the institution ratio of received to processed complaints recommendations response time for complaints People Results Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their people. To do so they use a set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their people and measured against clear targets for key people results . Examples of such measurements are (in alphabetical order): absenteeism employee turnover accident rate fluctuation ratio annual training days per employee kindergarten places per employee annual training investments per employee CIP participation and participants number of employees trained in fire prevention relative to total staff communication index overtime coefficient employee attendance at pedagogical train re-hiring rate of employees employee satisfaction sickness rate training evaluation Society Results Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of relevant stakeholders within society. To do so they use a set of set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of the relevant external stakeholders and measured against clear targets for key society results. Examples of such measurements are (in alphabetical order): access frequency on internet homepage participation in courses offered for further education awards and prizes publications and lectures image analysis rate of public orders indicators of environmental protection support of health and welfare institutions newly created jobs support of sports and leisure activities number of job applications number of new indirect jobs number of press reports Key (Business) Results Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their business stakeholders. To do so they use a set of key financial and non-financial results to determine the successful deployment of their strategy, based on the needs and expectations of their business stakeholders and measured against set of clear targets for key (business results). Examples of such measurements are (in alphabetical order): age of equipment capitalisation ratio cash flow cash ratio course utilization credit terms extended to customers credit terms extended to supplier depreciation of fixed assets depreciation per period innovation ratio investment ratio level of debt liquid cash resources market share net profit number of customers per employee number of customers per organisational unit productivity profit margin profit per employee rate of inventory turnover ratio of tangible fixed assets to total return on total capital employed ROI (return on investment) share of subcontracting staff workload turnover per employee value-added quota What is Self-Assessment? (1/2) Self-Assessment: Examine own performance and continuous improvement activities Systematically and regularly evaluate duties and results of the organisation Position fixing, mirror • the organisation evaluates itself • analyses its’ strengths and weaknesses • agrees upon necessary actions for continuous improvements What is Self-Assessment? (2/2 It is a detailed map for management and employees with answers to the following questions: How does our organisation „work”? How good are we? How good are we in comparison to others? How good do we need to be? What do we need to do to change/improve/develop? Where and when can we most effectively start? Why to do a Self-Assessment? To… objectively evaluate an organisation and identify possibilities for improvement to integrate „Island solutions“ and create a general direction for activities to transfer knowledge and experience within the organisation to improve internal awareness of TQM to create a basis for comparison of results to others to participate in national or international prizes of excellence Why to do a Self-Assessments? International excellence awards: European Excellence Award – see more: http://excellence-awards.eu/ EFQM Excellence Award – see more: http://www.efqm.org/what-we-do/recognition/efqmexcellence-award The Purpose of Self-Assessment Self-Assessment is a strategic tool to support business planning, strategy development and performance improvement. creates a comprehensive picture of the organisation. integrates all interested partners and creates a requirement for intensive communication and explanations between them. encourages an understanding for business organisation and creates a common language. is a structured method based on facts. allows for a systematic analysis of strengths and possibilities for improvements. creates the chance to find possibilities for improvement projects. Self-Assessment: Success Factors Self-Assessment creates realistic expectations especially at the beginning of the self-assessment processes. creates understanding that: • self-assessment is not a one time process, rather needs to be continuously implemented in order to measure improvements. • self-assessment can not solve any problem on its’ own. depends on the active participation of managing through example. encourages integration of all stakeholders. creates a relationship between self-assessment results and ongoing projects and intentions. Self-Assessment: Conditions Preparation for Self-Assessment The EFQM-Model is reworded for the specific business. Numbers, data and facts are in a form easy to communicate. Clear rules for implementation are set. Be sure all participants have enough self-assessment experience. Implementation of Self-Assessment Openness and personal responsibility of the current and actual situation are necessary. A neutral and qualified moderator should be used. It is important not to focus only on percentages, rather to put strengths and weakness in central focus. Follow-up of Self-Assessment Implementation of steps need to be actively followed. Results should be visualized, interpreted and communicated. Self-Assessment: the Process Gain acceptance for self-assessment Plan self-assessment Create teams) for the implementation and training for self-assessment Control Steps Communicate the plan to those involved Carry out the self-assessment Create an action plan Carry out action plan Quelle: EFQM Starters: Easy Assessment Attributes: Easy Assessment – Education is based on the EFQM-Model and the nine criteria. The pre-defined catalogue contains questions in which language complexity is reduced. This makes the self-assessment self-explanatory and easier to understand. A complete self-assessment is possible within less than a day. With Easy Assessment as the single solution a self-assessment can be carried out in a Workshop with many participants. With the Team version (Easy Assessment Team), electronic distribution to pass questions to many participants is possible. Creates an easy self-assessment. Link to ISO 9001/4 and ISO 29990 Easy Assessment PC-Support Easy Assessment Web-Support Easy Assessment Evaluation Advantages: User friendly ratings with pre-defined questions Questions can be individually altered Explanations to every question provided Electronic tracking of improvement actions is possible Low implementation costs No consensus workshop is necessary: There is an average valuation when improvement suggestions are gathered. The results can generate a report in MS Word or HTML-Format. Can be implemented for the beginner or expert. Generates a basis from assessment data for the ISO-Handbook. Disadvantages: No evaluation following the RADAR-Logic RADAR-Logik The RADAR-Logic encourages: interpretation of results with regards to politics and strategy planned methods to reach results the systematic implementation of methods and valuation of the methods and implementation RESULTS State the desired results ASSESSMENT & REVIEW Evaluate and monitor implementation and results APPROACH Plan and set methods for implementation DEPLOYMENT Implement methods Advanced Users: Excellence Check-Up Attributes: This self-assessment version uses top levels of the RADAR-Logic. The 9 criteria of the EFQM-Models are ordered in pre-defined questions which can be individually altered, deleted or added. Questions can be electronically distributed and answered by chosen persons. Results create the basis for a consensus workshop. Can be used by the beginner and the expert. Links to ISO 9001/4 and ISO 29990 Links to …... Remark: Due to regional preferences of some Ministries of Education, the ETO Version of this approach exists alternatively also with a scoring scale that follows the detailed PDCAScoring of the CAF Model instead of RADAR. Excellence Check-Up PC-Support Excellence Check-Up Evaluation Advantages: System based on EFQM-Criteria Reduced expenses through user friendly software, support and automatic analysis Questions can be individually changed Simple RADAR-Logic Evaluate based on target points with a EFQM weighting List the strengths and areas for improvement based on the criteria of the EFQMModel For each level of the summary, proof of strengths, improvement potential and notes are provided Links to external documents is possible Generates a basis for the ISO-Handbook from assessment data Allows alternatively PDCA or RADAR scoring Disadvantages: Higher training efforts needed than with Easy Assessment Higher assessment resources needed than with Easy Assessment Experts: Full EFQM Assessment Attributes: Addresses EFQM Professionals implements completely the EFQM-Model and the complete RADAR-Logic. The self-assessment is carried out from the starting point. Many participants can be included and can answer the questions with no consideration to time. EFQM Assessment PC Support Excellence Check-Up Evaluation Advantages: The self-assessment follows the EFQM-Model. Software support and automatic data analysis reduce expenses. The complete RADAR-Logic is used. At the end, a point evaluation for EFQM exists. A list of strengths and areas for improvement based on criteria of the EFQM-Model is created. For each of these levels, the demonstration of necessary strengths and improvement potential is summarized. Links to external documents can be made. A pre-evaluation for the consensus workshop can be created. Disadvantages: All people involved in the process need to understand the EFQM concept. All people involved in the assessment need to know how to score and collect assessment notes according to EFQM. Summary of Assessment Levels Self-Assessment Module Basic Assessment Easy Assessment EFQM Check-Up EFQM Assessment Standard Committed to Excellence Recognised for Excellence National Quality Award EFQM Excellence Award (EEA) Steps on the way of Excellence phase Phase 5 Simplified Question catalogue (Easy Assessment Education) Choice of improvement projects Implement action catalogue Apply for „Committed to Excellence“ Phase 2 Phase 3 Repeat SelfAssessment Introduce a CIP based on the results Phase 1 3 Months Phase 4 6 Months Introduction 2. Year Move to RadarLogic (EFQMCheck-Up) Introduce frequent questionnaires Apply for „Recognised for Excellence“ 3. Year Optimisation Complete Assessment (EFQM-EDU) Apply for national or European quality award From 4. Year time Why implement Continuous Improvement? Changes in the competitive environment Market Expectations Customer Satisfaction Time to Market Stakeholder Expectations and Cont. Improvements Training Quality Customer Satisfaction Time to Market Costs The Right Classes Training Quality Costs The Right Classes Customer Satisfaction Training Quality Costs The Right Classes Yesterday Today Tomorrow Two Sources of Progress Progress large steps often expensive, high effort new levels, new breakthrough ideas Stagnation stagnation/loss in daily business selective people involved Innovation Time Progress continuous small steps good value, low effort common sense daily business Continuous Improvement ALL people involved Time CIP is not a sprint, but a marathon! Combining Innovation and CIP Progress Best results with CIP AND innovation continuous improvement Innovation New level stagnation/loss/ costs for implementation Time The Deming Wheel or PDCA Cycle Continuous Improvement Process (CIP) CIP works in a 4 step cycle plan the improvement steps do the improvement work check the results of improvement steps act: corrective action/further improvements For all 4 steps, measurements are required to decide on: What is the situation? What is the present status? What has changed? Is the plan successful? CIP is a never-ending cycle of P-D-C-A System Standards supports CIP System standards like ISO9001 and EFQM help fix the level of progress which organisations can achieve with CIP and innovation CIP Progress Standards assure the level (e.g. ISO 9001) Time Relationship between CIP and EFQM Results Enabler People Results People Leadership Policy & Strategy Processes Partnerships & Ressources Customer Results Key Performance Results Society Results Innovation and Learning The dimension “Assess and Refine” ►MEASUREMENT: quantitative indicators ► LEARNING & CREATIVITY: learning activities are undertaken to identify good and best practices or better ways of working ► IMPROVEMENT & INNOVATION: output from measurement and learning is used to identify, prioritise, plan and implement improvements and innovative ways of working. This can be incremental improvement or “step changes”, driven by innovation. CIP is a core element of EFQM: self-assessment Learning CIP cycle How to motivate all Employees Create benefits for all people give them recognition empower them give them incentives Show benefits for both people and the processes Tell them success stories Realize quick wins (progress in small steps) Train the people in CIP methods and instruments Leaders should give a shining example for CIP How to generate and collect Ideas for Improvement EFQM self-assessment Benchmarking Input from customer and people surveys Conferences, meetings, workshops: Quality circles Idea management: brainstorming, creativity techniques conferences with key customers letter-box, idea-box intranet/extranet Projects Process review, audit, measurements of processes How to select and process Ideas Many ideas.... ...a filtering process… ...few priorities Expenditures Low High Low High Consequences CIP involvement process Challenge IS* AfI All stakeholders Prioritisation Complaint *IS = Improvement Suggestion IS List of rated IS IS IS data base Improvement activities & projects Concept of Balanced Q-Card Balanced Q-Card (BCQ) supports collecting and selecting ideas from surveys or assessments and performing your CIP BQC helps you to: filter/select ideas form surveys and assessments and generate ideas - stand-alone PC - team application in the web allows to emphasise selected EFQM criteria or levels of assessment describe improvement actions support the project management monitor the state of the different projects Inquiry Techniques: Functional Chain The functional chain between satisfied employees and satisfied customers Internal service quality Employee motivation, engagement and satisfaction Employee survey: Analyze and improve working and management situation External service quality Customer satisfaction and loyalty Customer survey: Analyze and meet needs and expectations Empirical studies have confirmed that in organisations with dissatisfied employees, customer satisfaction also sinks in middle run results of the business. Satisfied employees are the basis for satisfied customers and business success. Inquiry Techniques: Procedure 1 Explain and motivate the crew/organisation and project team 2 Set the target groups and business goals 3 Explore previous attempts 4 Define examination attempts Create questionnaires, formulate questions; question content, choice of questionnaire participants 5 Carry out questioning and analysis of the data Field work, set dates, value qualitative data, value quantitative data, evaluate and organise satisfaction data 6 Visualise and present the results Create a results report, visualise results with pictures, prepare and carry out presentation, choose the proper presentation medium Questioning Techniques: Satisfaction Survey Target performance (expected performance; i.e. quality, credibility, design) Compare Actual performance (existing performance) Results of the comparison Target > Actual Target = Actual Target < Actual Dissatisfaction Satisfaction Enthusiasm SAETO Survey Support SAETO can support your organisation in obtaining the needed measurements with a number of inquiry tools and survey knowledge bases, such as: 360° management Feedback People Satisfaction Survey Team Effectiveness Analysis Training Evaluation … GOA Inquiry Modules Team Effectiveness LOP Inventory Objectives 360° Management Feedback Objectives InnoMan Culture Supplier Audits Basell II People Inquiry Organisational Climate Customer Inquiry KVP WorkBench Project Excellence InnoMan Process & Project Inquiry Prof. Implementation of EFQM Model Tools supporting the EFQM Model Tools supporting the EFQM Model 360° feedback The tool supports development of human resources. The fundamental of 360° feedback is objective multi-evaluation of the employee/manager - feedback from his/her co-workers, subordinates, superiors, customers who assess his/her behavior. (Assessors remain anonymous). The employee/manager also assess himself/herself. Assessment of employee/manager by using questionnaires An individual structured report is a result, which serves as a basis for designing the development plan for particular employee/manager. Tools supporting the EFQM Model Definition of critical success factors (CSF) Simple analytical technique that is used to identify key factors for the success which are essential for organization/plan/purpose/project. Various models might be used for defining of CSF (e.g. PQM - Process Quality Management) Critical success factors can be divided into: • • • • Internal (controlled by management) External (management is not able to influence them directly) Monitoring (focused on the current situation of the company) Adapting (focused on the development and growth of the company) Identification and analysis of critical success factors (CSF): - definition of the frame/field of operation, - data collection, - data analysis, - interference of CSF, - CSF analysis. Tools supporting the EFQM Model Analysis of the key drivers Used to identify the key attributes that have a significant impact on customers' decision making during the purchasing products/services of the organization. It helps to determine: What affects customer satisfaction? What determines the customer's willingness to buy for the given price? What is crucial to increase sales? Tools supporting the EFQM Model SWOT analysis It is one of the basic tools of strategic management. A method that is used to identify the STRENGTHS and WEAKNESSES of the organization and the potential OPPORTUNITIES and THREATS. Strengths and weaknesses are internal factors (human capital, know-how, equipment, capacity, etc.). Opportunities and threats are external factors (market size, competition, macroeconomic factors, etc.). It can be used for analysis of the company, but also for analysis of products or services. SWOT analysis is useful only if it is followed by other additional activities (e.g. modification of strategic plans, improving of identified imperfections, elimination of risks, etc.)! S W O T Tools supporting the EFQM Model Balanced Scorecard (BSC) A strategic management tool which is used to measure business performance. It is based on strategy of the company, which is developed and put into specific objectives and targets. It enables organization to monitor continually the achievement of strategic goals: Comparison of pre-defined quantitative goals with actually achieved results. FINANCE CUSTOMERS VISION and STRATEGY LEARNING and GROWTH BUSINESS PROCESSES Tools supporting the EFQM Model Analysis of KPI Business performance monitoring by using so-called "key performance indicators". Performance indicators are usually quantified and derived from organizational targets. Actual targets are compared with predetermined ones. Examples of performance indicators: Costs of production of 1pc Number of defective products Number of orders Net profit Market share Return on investment etc. Tools supporting the EFQM Model Risk Management The process of identification and elimination of existing or potential threats (risks). Analysis of risk factors and their impacts (positive/negative) on the organization and its environment. Decision-making on implementation of measures aimed at risk elimination or minimization of impacts. There are two possible approaches: REACTIVE STRATEGY The organization responses to current situation ( organization applies corrective actions). PROACTIVE STRATEGY The organization predicts the potential risks and takes action to prevent adverse situations (preventive action plan, crisis plans). Tools supporting the EFQM Model Scenario planning This method used for creation efficient strategy through forecasting variants of future development of external environment of the organization. Scenarios represent description of possible situations in the future development of the company environment. Management create various strategies for each scenario of future development. Types of scenarios: OPTIMISTIC PESSIMISTIC REALISTIC SURPRISING Tools supporting the EFQM Model Communication Plan It is a formal document which regulates the information flow within the organization. It specifies the rules of internal communication - the way of distribution of information, standard communication documents, who, when, where and to whom reports; periodicity of meetings, etc. It should help to assure that accurate and relevant information are available to relevant groups of employees at the right time . Communication Analysis It is used for efficient assessment of an operation of marketing-communication tools which are actually used by organization for promoting its products and services to target groups. The analysis help to assess suitability of communication channels used, relevance of marketing message, effectiveness of marketing activities, etc. Tools supporting the EFQM Model Stakeholder Management Mapping of stakeholders Identification of key stakeholders and their expectations . Mapping of stakeholders‘ influence - each stakeholder has different role (decision-makers , influencers , players, etc.). Mapping of stakeholders‘ attitudes towards the organization (positive/negative/neutral). Designing of suitable communication (formal/informal) with various stakeholders. Tools supporting the EFQM Model PEST analysis Strategic analysis of macroeconomic effects of the external environment. POLITICAL (LEGISLATIVE) factors Political stability/instability of region, legislation, taxation, etc. ECONOMIC factors Development of macroeconomic indicators, business cycle, etc. SOCIAL-CULTURAL factors Demographic development, education, lifestyle, etc. TECHNOLOGICAL factors Research and development, technological changes, pro-innovation environment, etc. Tools supporting the EFQM Model Key Competencies Analysis (Qualification Matrix) Qualification matrix enables organization to take an overview of vocational knowledge and skills of employees. Qualifying matrix helps organization to identify the training areas for employees. Tools supporting the EFQM Model Benchmarking Strategic management tool – we compare ourselves with competition. A systematic process for evaluation and comparison of products, processes, services, methods of organization with the best sectorial average. It helps organization to define priority areas for improvement. Tools supporting the EFQM Model Creating Scorecard Scorecard is management tool used to measure the overall performance of the organization. Support of strategic planning. Scorecard includes performance indicators (metrics) that are based on the areas of interest of the organization and its goals. Scorecard facilitates to measure business performance from different perspectives: Financial perspective Customer perspective Internal business processes Learning and growth Tools supporting the EFQM Model Target setting Targets should be SMART S • SPECIFIC M • MEASURABLE A • AGREED R • REALISTIC T • TIMELY Tools supporting the EFQM Model Human Resource Management Employees planning Prediction of the development of employees‘ needs. Planning of the professional and qualification structure of employees in the company. Recruitment, selection and deployment of employees (internal vs. external resources) Evaluation of employees Remuneration of employees Employees development Corporate education – up-skilling, re-skilling. Social skills training. Career management - mentoring, coaching, development centers. Tools supporting the EFQM Model Cash-flow Analysis Currently a very popular tool of financial Analysis. Cash-flow Analysis enables to find out a real flow of money in particular company for a given period. It helps to identify the causes of changes in finances and evaluate financial management and investment possibilities of organization. Cash-flow analysis consists of three parts: Operating Cash-flow Investment Cash-flow Financial Cash- flow Tools supporting the EFQM Model Activity Based Costing It is an approach for monitoring and allocation of costs – the tool for process management of the costs. Costing, according to the ABC method is based on the causal relations between incurred costs and their cause. In practice, it means that we follow up the activities in company and consequently try to allocate appropriate costs to them. This method allows a more accurate allocation of overhead costs and provides more accurate information on the output costs. Tools supporting the EFQM Model Process Management It is a set of activities related to planning, implementation and monitoring of business processes. Process management includes definition of core business processes, processes prioritization, gap analysis and processes improvement. Very important is identification of processes that might be risk – early identified causes of risk situations allows the organization to propose and implement preventive actions. For monitoring processes, we use measuring of processes (e.g. by using the key performance indicators - KPI). Process Map Process Map is a clear and visualized breakdown of all business processes and activities. By using the map we can distinguish the processes as general, management and supporting. Tools supporting the EFQM Model Financial Risk Management Financial risk might be negative (loss) or positive (profit). Therefore it is necessary to eliminate negative ones and also search actively for yield opportunities. There are different types of financial risks – credit risks, investment risks, liquidity risk or market risk. Financial risk management is the responsibility of managers. Objective of management is to eliminate risk situations, portfolio diversification, or minimize impact of risk situations. Financial Risk Management is based on: Identification of risks Risk evaluation Strategy for managing risks Monitoring of the development of risk situations Tools supporting the EFQM Model Resource leveling Resource leveling is one of the project management techniques, which is used to examine unbalanced use of resources during time period. The aim of the resource leveling is to allocate effectively all resources, so as smooth running of the project activities is ensured. Resource leveling is based on assigning the necessary resources to the given tasks. Tools supporting the EFQM Model Crisis plan (Disaster plan) Crisis plan serves as a management tool for problematic situation which disrupts or threatens integrity and economic stability of organization. Content of Crisis plan: List of potential incidents and the probability of their occurrence. Potential incidents are categorized into groups for which common procedures for dealing with incidents are designed. Responsible persons. Definition of resources needed for each group of incidents. Impacts of potential incidents on company processes. Tools supporting the EFQM Model Customer Satisfaction Analysis • Customer satisfaction is a basic strategic goal of each organization. • Analysis of customer satisfaction is a part of marketing research. The result of Customer Satisfaction Analysis is comparison of customers‘ expectations with their actual satisfaction with given product (service). • Customer satisfaction can be examined in several ways – e.g. questioning, Mystery Shopping, gathering of customer feedback (complaints, reclamations, compliments, etc.). Tools supporting the EFQM Model Marketing Mix - 4P • Marketing mix is a method used for preparation of strategy for products/services. PRODUCT • • • • • Quality Brand Design Guarantee Service PRICE COMMUNICATION DISTRIBUTION • • • • • Sales promotion • Advertisement, PR • Communication channels • Sales channels • Locations (markets) • Transportation • Storage Price list Discounts Loan terms Maturity dates Tools supporting the EFQM Model Customer Relationship Management (CRM) CRM – Customer Relationship Management • It is a complex of business, marketing, communication and service processes in the organization focused on customers. • CRM is long, complicated and continuous process. • CRM = building relationships with customers. • Information on relevant customer acquisition - contact information, habits, history of transactions, buying preferences, hobbies, perceptions, etc. • CRM helps to identify, acquire and retain customers. • Currently, there are available many software CRM tools that ease customer relationship management. Tools supporting the EFQM Model FMEA – Failure Mode and Effects Analysis • • • • • • Methodology for risk management. Preventive analysis of the possibilities of defects and their causes and consequences. It is used especially in pre-production stages in manufacturing companies . It helps to identify the most likely critical factors of the production process/product. A tool for continuous quality improvement of product. The analysis is performed by a team with the coordinator as a team leader. Tools supporting the EFQM Model Cause and Effect Diagram Ishikawa diagram • Used to determine the most probable cause of the problem that we solve. • Tool for quality improvement, which is based on finding logical links between causes and effects. • It has the shape of an imaginary fish skeleton - the head is the problem and the bones are possible causes. • The causes are divided into different areas - material, labor equipment, methods of measurement, people management and environment. • It is often used in the search for solutions team techniques (such as brainstorming). • It can be used as a preventive tool for finding potential problems, but also for reverse search for causes of the problem. Tools supporting the EFQM Model Brainstorming • It is a team technique based on generating a large number of ideas on a specific topic. • Promotes creative thinking and creating novel (unusual) ideas. • The first stage of brainstorming is more spontaneous and creative – participants do not judge ideas of the others. • The second phase of brainstorming focused on the rational (logical) assessment of generated ideas and their evaluation in terms of real use, performance, cost, etc.