QUALITY MANAGEMENT Autumn 2005 Lectures ppt-1 31.10.-1.11.2005 PRINT ALSO THE EFQM MATERIAL, pp. 3-15, for Tue 1.11, see the link in the course site Professor Taina Savolainen

DEVELOPMENTS, DIRECTIONS AND PARADIGMS IN QUALITY THINKING

HISTORY OF QUALITY THINKING to discover evolution,paradigms, and directions Quality- antique concept? Periods and paradigms of quality Craftmanship – nest of ideal quality concept Industrialization – ’rise’ of quality (measurement) Competition and globalization – quality boom ?! Self-evident part of business– frustration and ignorance?! survival-game, change & must of improvement

Quality- antique concept?

Periods and paradigms of quality

Craftmanship – nest of ideal quality concept

Industrialization – ’rise’ of quality (measurement)

Competition and globalization – quality boom ?!

Self-evident part of business– frustration and ignorance?!

survival-game, change & must of improvement

PARADIGMS OF QUALITY Classical theories ’HARD’ SIDE OF QUALITY 1. QUALITY CONTROL (1920-40-l.) INSPECTION (Taylorism) Mechanistic view of a human being; belief in rationalism and economic motives; task and functions dispersed, measurement SPC (1930’s -) Shewhart, and Deming later on Prosess control, eliminating variation, sampling methods 2. QUALITY ASSURANCE (1950’s - ) Quality is not free! quality costs Management responsibility; how much does it cost! how much to invest? TQC: Total Quality Control (Feigenbaum , 1950’s) Reliability engineering); aircraft industry ZERO DEFECTS: towards the soft side of quality: Management, HR involvement, training, motivation (Y-theory)

1. QUALITY CONTROL (1920-40-l.)

INSPECTION (Taylorism)

Mechanistic view of a human being; belief in rationalism and economic motives; task and functions dispersed, measurement

SPC (1930’s -) Shewhart, and Deming later on

Prosess control, eliminating variation, sampling methods

2. QUALITY ASSURANCE (1950’s - )

Quality is not free! quality costs

Management responsibility; how much does it cost!

how much to invest?

TQC: Total Quality Control (Feigenbaum , 1950’s)

Reliability engineering); aircraft industry

ZERO DEFECTS: towards the soft side of quality:

Management, HR involvement, training, motivation (Y-theory)

PARADIGMS - Classical theor ies CONCLUSIONS Quality Management is: ’ Defensive’ , reactive, negative attitude towards quality! Afterwards control –picking up default products Repairing deafults, separate departments of quality control Not a ’business’ of managers or supervisors; it is a duty of engineers Are we not seeing this still these days? control, guest for measuring and deep-rooted belief in rationalizm cf. quality systems, ISO9000, approaches to the assessment of quality and it’s role in organizations!

Quality Management is:

’ Defensive’ , reactive, negative attitude towards quality!

Afterwards control –picking up default products

Repairing deafults, separate departments of quality control

Not a ’business’ of managers or supervisors;

it is a duty of engineers

Are we not seeing this still these days?

control, guest for measuring and deep-rooted belief in rationalizm

cf. quality systems, ISO9000, approaches to the assessment of quality and it’s role in organizations!

PARADIGMS OF QUALITY Management theories ’ Soft’-side of quality; human issues, management role Traces back to ’Social Man’ School of thought in management and early 1960’s - Zero defect thinking; ’right the first time’ (P. Crosby) 1970-80’s: Total QM strategic issue – competitive advantage, a system for managing the organization TQM invaded in Finland in mid- 1980’s 1990’s: TQM, learning, org. culture, teams,assessment 2000’s: ’assessment movement’, competitive ability, change, Third sector: social communities (member oganizations), social enterprises and organizations involved.

’ Soft’-side of quality; human issues, management role

Traces back to ’Social Man’ School of thought in management

and early 1960’s - Zero defect thinking; ’right the first time’ (P. Crosby)

1970-80’s: Total QM strategic issue – competitive advantage, a system for managing the organization

TQM invaded in Finland in mid- 1980’s

1990’s: TQM, learning, org. culture, teams,assessment

2000’s: ’assessment movement’, competitive ability, change,

Third sector: social communities (member oganizations), social enterprises and organizations involved.

EIGHT DECADES OF QUALITY THINKING Main approaches in summary: 1920-50 : Quality Control, Assurance 1960-:Human approach emerges; quality circels 1970-80; TQM, strategic quality, competitive advantage,customer 1990-: teams, learning, public sector involved quality awards ; rise of quality assessment 2000-: organizational challenges of new millenium: change, leadership, (assessment and improvement)

1920-50 : Quality Control, Assurance

1960-:Human approach emerges; quality circels

1970-80; TQM, strategic quality, competitive advantage,customer

1990-: teams, learning, public sector involved

quality awards ; rise of quality assessment

2000-: organizational challenges of new millenium: change, leadership, (assessment and improvement)

The human issues The technical issues It’s the SOFT stuff that’s hard The HARD stuff is easier ’ SOFT and HARD’ Sides of Quality Management In harmony?

SIX CORNERSTONES OF QUALITY MANAGEMENT Employee Involvement Continuous Improvement Concept of TQM Concept of Quality Strategic Competitive Advantage Leadership & Mgmt Role Customer & Partnership Orientation

CORNERSTONES OF QUALITY MANAGEMENT 1-3; STARTING POINTS OF QUALITY THINKING BROAD QUALITY CONCEPT, - OUTPUT, PRODUCT - ACTIVITY/PROCESS - ORG.’S ACTIVITY/PROCESSES;TOTAL QUALITY 2. QUALITY - STRATEGIC COMPETITIVE ADVANTAGE - WHY QUALITY: TWO PATHS OF QUALITY IMRPOVEMENT - DEVELOPMENT MODEL FOR THE ENTIRE ORGANIZATION FOR ENHANCING COMPETITIVENESS? 3. CUSTOMER ORIENTATION - NEEDS AND EXPECTATIONS AS A STARTING POINT &ULTIMATE GOAL - SATISFACTION AS DECISIVE CRITERIA - EXTERNAL/INTERNAL CUSTOMERS

BROAD QUALITY CONCEPT,

- OUTPUT, PRODUCT

- ACTIVITY/PROCESS

- ORG.’S ACTIVITY/PROCESSES;TOTAL QUALITY

2. QUALITY - STRATEGIC COMPETITIVE ADVANTAGE

- WHY QUALITY: TWO PATHS OF QUALITY IMRPOVEMENT

- DEVELOPMENT MODEL FOR THE ENTIRE ORGANIZATION FOR ENHANCING COMPETITIVENESS?

3. CUSTOMER ORIENTATION

- NEEDS AND EXPECTATIONS AS A STARTING POINT &ULTIMATE GOAL

- SATISFACTION AS DECISIVE CRITERIA

- EXTERNAL/INTERNAL CUSTOMERS

FIRST CORNERSTONE OF QM CONCEPT OF QUALITY Fitness for use (J.M. Juran) Organization’s ability to meet and/or exceed customer and partnership expectations &needs (The Nordic Service School)

FIRST CORNERSTONE OF QM

CONCEPT OF QUALITY

Fitness for use (J.M. Juran)

Organization’s ability to

meet and/or exceed

customer and partnership

expectations &needs

(The Nordic Service School)

VIEWS OF QUALITY QUALITY PROCESS PRODUCTION/ DELIVERY (APPLIED FROM P. Lillrank) . PRODUCT/SERVICE CHARACTERISTICS VALUE PRICE VS. QUALITY COMPETITION STRATEGIC CUSTOMER SATISFACTION ENVIRONMENT STAKEHOLDERS

BROAD CONCEPT OF QUALITY SYSTEMS ORG. STRUCTURE MGMT& LEADERSHIP HUMAN RESOURSES FACILITIES EQUIPMENT QUALITY OF THE ORG’S ACTIVITY PROCESSES CUSTOMER SUPPLIER TOTAL QUALITY, DEFINITION OF TQM : ”An organizationwide commitment to infusing quality into every activity through continuous improvement” (Daft, 2006)

SECOND CORNERSTONE OF QM 2. QUALITY - STRATEGIC COMPETITIVE MEANS &ADVANTAGE -WHY QUALITY: TWO PATHS OF QUALITY IMRPOVEMENT - QUALITY FOCUSED MANAGEMENT MODEL FOR THE ENTIRE ORGANIZATION FOR ENHANCING COMPETITIVENESS ?

TQM AND COMPETITIVENESS (Powell, 1995) Intangible resources matter more: open organizational culture, management commitment, employee involvement No formal adoption of TQM is necessarily needed (quality programs) to be successful Tools and techniques are easier to imitate; intangible resources are imperfectly imitable Focus on developing tacit , behavioral, imperfectly imitable resources: creating a culture within which quality improvement can thrive/develop

TQM AND COMPETITIVENESS

(Powell, 1995)

Intangible resources matter more:

open organizational culture, management commitment,

employee involvement

No formal adoption of TQM is necessarily

needed (quality programs) to be successful

Tools and techniques are easier to imitate;

intangible resources are imperfectly imitable

Focus on developing tacit , behavioral, imperfectly

imitable resources:

creating a culture within which quality improvement

can thrive/develop

3RD CORNERSTONE: CUSTOMER FOCUS (ORIENTATION) CUSTOMER PRODUCT Philosophical VALUE PRODUCTION

CUSTOMER IN TQM CUSTOMER-DRIVEN CUSTOMER FEEDBACK & INVOLVEMENT CUSTOMER SATISFACTION CUSTOMER FOCUS COMPETITIVE- NESS

CUSTOMER AS RESOURCE CONQUERING THE HEART Emotions SHARING INFORMATION, ADVISING CUSTOMER COMMITMENT/ INPUT/ ” MONEY” (APPLIED FROM STORBACKA & LEHTINEN, 1997)

Discussion questions: 1) Poor quality - how can you see that? Take examples of products, services, etc. 2) What is the implication?

Theoretical and other Notions on The Quality Movement: Past, Present and Future

TQM - A MANAGEMENT IDEOLOGY (PHILOSOPHY) ( Savolainen 1997): The various arts of managing organizations (‘isms’)) provide frameworks, concepts, models and methods to understand, change and develope managerial and organizational practices; The ultimate goal is a better business performance and enhancing of competitiveness MANAGEMENT IDEOLOGIES ARE REAL FORCES AND MODELS FOR MANAGEMENT

TQM - A MANAGEMENT IDEOLOGY (PHILOSOPHY)

( Savolainen 1997):

The various arts of managing organizations (‘isms’))

provide frameworks, concepts, models and methods

to understand, change and develope

managerial and organizational practices;

The ultimate goal is a better business

performance and enhancing of competitiveness

MANAGEMENT IDEOLOGIES ARE

REAL FORCES AND MODELS FOR MANAGEMENT

HOW TO LOOK THE QUALITY MOVEMENT DYNAMICS OF THE MOVEMENT HOW THE MOVEMENT HAS SPREAD? Early adopters , role models Public sector developments Patterns of deploying QM programs in leading comp. (see the lecture ppt later on) THEORETICAL LINKS & PERSPECTIVES Organizational change & continuous improvement Organizational culture, learning, HRM, etc. perspectives Financial performance & TQM (more in workshop presentations)

DYNAMICS OF THE MOVEMENT

HOW THE MOVEMENT HAS SPREAD?

Early adopters , role models

Public sector developments

Patterns of deploying QM programs in leading comp.

(see the lecture ppt later on)

THEORETICAL LINKS & PERSPECTIVES

Organizational change & continuous improvement

Organizational culture, learning, HRM, etc. perspectives

Financial performance & TQM

(more in workshop presentations)

TYPICAL FOR THE QUALITY MOVEMENT(TQM) Most widely applied and spread management model or philosophy in USA in the last two decades Integrates and legitimates many management models/philosophies applied and practiced in the 1980’s and legitimates them, for example, (MBO, QWL, participative management) Holistic (total quality) model; integration of technical, cultural, organizational and behavior aspects. Concepts are still used that were created and developed in 1980 - 1990

Most widely applied and spread management model or philosophy in USA in the last two decades

Integrates and legitimates many management models/philosophies applied and practiced in the 1980’s and legitimates them, for example, (MBO, QWL, participative management)

Holistic (total quality) model; integration of technical, cultural, organizational and behavior aspects.

Concepts are still used that were created and developed in

1980 - 1990

DYNAMICS OF THE MOVEMENT The Japanese and US Quality Movements SIMILARITIES among the two movements - Ideologically both relied on the same philosophy - Began with inspection - Moved to SPC and quality assurance - Applied Quality Circles - Focused strongly on education and training Stimulated & supported by a small number of experts Were organized through a national non profit promotional organizations (ASQ and JUSE)

DYNAMICS OF THE MOVEMENT

The Japanese and US Quality Movements

SIMILARITIES among the two movements

- Ideologically both relied on the same philosophy

- Began with inspection

- Moved to SPC and quality assurance

- Applied Quality Circles

- Focused strongly on education and training

Stimulated & supported by a small number of experts

Were organized through a national non profit

promotional organizations (ASQ and JUSE)

The Japanese and US Quality Movements DIFFERENCES among the two movements: - In Japan quality ideology spread faster - The success was notable, if not miraculous - The US movement progressed slowly - Did not achieve any breakthroughs (despite some well-known, prominent role models)

THEORETICAL LINKS: QM IS LINKED WITH ORGANIZATION & MGMENT THEORIES MANAGEMENT THEORY Leadership ORGANIZATION THEORY Structure Org. Change QUALITY MANAGEMENT Customer focus, CI, Teamwork

QUALITY IMPROVEMENT - AN ORGANIZATIONAL CHANGE PROCESS SOFT ‘ be through’ (live) change processes as human beings emotions, experiences,will HARD Management of projects and processes;quality tools and technics VISION, MISSION PURPOSE GOALS RESULTS, PERFORMANCE LEADERSHIP PEOPLE MANAGEMENT

HOW DOES THE QUALITY MOVEMENT INCREASE UNDERSTANDING OF ORGANIZATIONAL CHANGE the fundamental question: how and why do organizations change? Nature of change process; linear, straight-forward process or complex, non-linear process? Change forces; external or internal? Change mechanisms: adaptation or selection? Change processes and mgmt strategies in org.

the fundamental question:

how and why do organizations change?

Nature of change process; linear, straight-forward

process or complex, non-linear process?

Change forces; external or internal?

Change mechanisms: adaptation or selection?

Change processes and mgmt strategies in org.

HOW DOES THE QUALITY MOVEMENT INCREASE UNDERSTANDING OF ORGANIZATIONAL CHANGE? Change is shown by: Changing concept of quality - major change during the decades; dynamic and ever changing concept Changing customer thinking; Customer-orientation Processes of continuous imrovement (CI) Process management and process developments Leadership strategies (participation) HRM strategies and processes in TQM practices

Change is shown by:

Changing concept of quality - major change during

the decades; dynamic and ever changing concept

Changing customer thinking; Customer-orientation

Processes of continuous imrovement (CI)

Process management and process developments

Leadership strategies (participation)

HRM strategies and processes in TQM practices

SIMILARITIES/LINKS AND DIFFERENCES: AREAS ESSENTIALLY IDENTICAL Top management leadership HRM – employee involvement, teams, career mgmt 2. AREAS WHICH WOULD BENEFIT FROM MGMT THEORY Implementation issues - organiz. specific (TQM universal) RESEARCH AREAS: MGMT PRACTICES WOULD BENEFIT FROM TQM information processing strategy implementation process improvement customer focus and satisfaction QUALITY MOVEMENT & MANAGEMENT THEORY

SIMILARITIES/LINKS AND DIFFERENCES:

AREAS ESSENTIALLY IDENTICAL

Top management leadership

HRM – employee involvement, teams, career mgmt

2. AREAS WHICH WOULD BENEFIT FROM MGMT THEORY

Implementation issues - organiz. specific (TQM universal)

RESEARCH AREAS: MGMT PRACTICES WOULD

BENEFIT FROM TQM

information processing

strategy implementation

process improvement

customer focus and satisfaction

Conclusions: Several links but different concepts and terminology Quality movement is practitioner-based: Japanese engineers Movement spread to USA driven by practitioners As a consequence: challenges related to concepts; e.g. Continuous improvement – ad hoc technique Concepts are linked with many organization theory approaches - such as operations research, systems theory, motivation, org. culture, org. learning QUALITY MOVEMENT & MANAGEMENT THEORY

Conclusions:

Several links but different concepts and terminology

Quality movement is practitioner-based: Japanese engineers

Movement spread to USA driven by practitioners

As a consequence: challenges related to concepts;

e.g. Continuous improvement – ad hoc technique

Concepts are linked with many organization theory

approaches - such as operations research, systems theory,

motivation, org. culture, org. learning

SOME PROSPECTS FOR FUTURE Sustaining of the movement - Success of TQM implementation Rhetoric over substance Original TQM approach vs. new approaches in the name of TQM Research on mechanisms/practices to reveal the real effects of the philosophy

SOME PROSPECTS FOR FUTURE

Sustaining of the movement -

Success of TQM implementation

Rhetoric over substance

Original TQM approach vs. new

approaches in the name of TQM

Research on mechanisms/practices

to reveal the real effects of the philosophy

SOME PROSPECTS FOR FUTURE IMPACT OF ORGANIZATIONAL CHANGES? Organizing of work (teams;employee level) Work motivation; apportioning of rewards in organizations Learning orientation Top-down implementation approach vs. real employee empowerment

SOME PROSPECTS FOR FUTURE

IMPACT OF ORGANIZATIONAL CHANGES?

Organizing of work (teams;employee level)

Work motivation; apportioning of rewards

in organizations

Learning orientation

Top-down implementation approach vs.

real employee empowerment

ATTENTION! SEE A FEW COMPLEMENTARY SLIDES OF THE EFQM MODEL IN THE FOLLOWING. WE’LL USE MAINLY PRINTED MATERIAL FROM WEB-SITE ”INTRODUCTION TO EXCELLENCE”

The EFQM Model is key in four ways: as a framework which organisations can use to help them develop their Vision and goals for the future in a tangible, measurable way as a framework which organisations can use to help them identify and understand the systemic nature of their business , the key linkages and cause and effect relationships. as the basis for the European Quality Award , a process which allows Europe to recognise its most successful organisations and promote them as role models of Excellence for others to learn from. as a diagnostic tool for assessing the current health of the organisation. Through this process an organisation is better able to balance its priorities, allocate resources and generate realistic business plans.

The EFQM Model is key in four ways:

as a framework which organisations can use to help

them develop their Vision and goals for the future

in a tangible, measurable way

as a framework which organisations can use to help them

identify and understand the systemic nature of their business ,

the key linkages and cause and effect relationships.

as the basis for the European Quality Award , a process

which allows Europe to recognise its most successful

organisations and promote them as role models of

Excellence for others to learn from.

as a diagnostic tool for assessing the current health of

the organisation. Through this process an organisation is

better able to balance its priorities, allocate resources

and generate realistic business plans.

The fourth, diagnostic use, is known as SELF-ASSESSMENT the process of Self-Assessment is a catalyst for driving business improvement The EFQM definition of Self-Assessment is as follows: Self-Assessment is a comprehensive, systematic and regular review of an organisation's activities and results referenced against the EFQM Excellence Model . The Self-Assessment process allows the organisation to discern its strengths and areas for improvements and culminates in planned improvement actions which are taken and monitored for progress.

EFQM: ”RADAR”/”TUTKA” logic RESULTS/GOALS, APPROACHES DEPLOYMENT ASSESS AND REVIEW

Success level - EFQM Company visit >500p. Finalist ~550p. Prize winner ~620p. Award winner Best Prize winner

Success level - EFQM

Company visit >500p.

Finalist ~550p.

Prize winner ~620p.

Award winner Best Prize winner

2001 Category for Large Businesses and Business Units No Award Winner DHL Portugal Westel Mobile Telecommunications Co. Ltd. 2001 Category for Operational Units No Award Winner No Prize Winners 2001 Category for Public Sector St. Mary's College Northern Ireland (Award Winner) No Prize Winners 2001 Category for Subsidiary SMEs Siemans Tele Industry SA Greece (Prize Winner) 2001 Category for Independents SMEs Zahnarztpraxis Switzerland (Award Winner) Maxi Coco-Mat SA Greece (Prize Winner) QMS AG Quality Management Services AG Germany (Prize Winner) The European Quality Award Winners

2001 Category for Large Businesses and Business Units

No Award Winner

DHL Portugal

Westel Mobile Telecommunications Co. Ltd.

2001 Category for Operational Units

No Award Winner

No Prize Winners

2001 Category for Public Sector

St. Mary's College Northern Ireland (Award Winner)

No Prize Winners

2001 Category for Subsidiary SMEs

Siemans Tele Industry SA Greece (Prize Winner)

2001 Category for Independents SMEs

Zahnarztpraxis Switzerland (Award Winner)

Maxi Coco-Mat SA Greece (Prize Winner)

QMS AG Quality Management Services AG Germany (Prize Winner)

2002 Cathegory for Large Business Units No Award Winner Dexia Sofaxis 2002 Category for Operational Units No Award Winner Bosch Sanayi ve Ticaret AS 2002 Category for Public Sector No Award Winner Customs and Tax Region Aarhus 2002 Category for Independent SME Springfarm Architectural Mouldings Ltd ASLE, Workers Incorporated Companies Association Maxi Coco-Mat SA 2002 Category for Subsidiary SME No Award Winner Banc International d’Andorra – Banca Mora The European Quality Award Winners

2002 Cathegory for Large Business Units

No Award Winner

Dexia Sofaxis

2002 Category for Operational Units

No Award Winner

Bosch Sanayi ve Ticaret AS

2002 Category for Public Sector

No Award Winner

Customs and Tax Region Aarhus

2002 Category for Independent SME

Springfarm Architectural Mouldings Ltd

ASLE, Workers Incorporated Companies Association

Maxi Coco-Mat SA

2002 Category for Subsidiary SME

No Award Winner

Banc International d’Andorra – Banca Mora

2003 Cathegory for Large Business Units No Award Winner Siemens Nederland NV 2003 Category for Operational Units Bosch Sanayi ve Ticaret AS Grundfos A/S Solvay Martorell Site TNT Post Group Information Systems 2003 Category for Public Sector Runshaw College Kocaeli Chamber of Industry 2003 Category for Independent SME Maxi Coco-Mat SA Hunziker and Co Microdeco Robur S.p.A. Schindlerhof Klaus Kobjoll GmbH 2003 Category for Subsidiary SME Edinburgh International Conference Centre The European Quality Award Winners

2003 Cathegory for Large Business Units

No Award Winner

Siemens Nederland NV

2003 Category for Operational Units

Bosch Sanayi ve Ticaret AS

Grundfos A/S

Solvay Martorell Site

TNT Post Group Information Systems

2003 Category for Public Sector

Runshaw College

Kocaeli Chamber of Industry

2003 Category for Independent SME

Maxi Coco-Mat SA

Hunziker and Co

Microdeco

Robur S.p.A.

Schindlerhof Klaus Kobjoll GmbH

2003 Category for Subsidiary SME

Edinburgh International Conference Centre

The European Quality Award Winners 2004 Category: Large Organisations and Business Units Yell, United Kingdom - Award Winner and Prize Winner in Leadership and Constancy of Purpose and in People Development and Involvement Siemens AG Power Transmission and Distribution, Germany - Prize Winner in Results Orientation Knorr-Bremse Systems for Commercial Vehicle, Germany - Finalist Solvay Pharma, Spain - Finalist TNT Express – Finalist 2004 Category: Operational Units TNT Post Group Information Systems, United Kingdom - Prize Winner in People Development and Involvement T-Systems Development Centre South West GmbH, Germany - Prize Winner in Customer Focus and in People Development and Involvement T-Systems Multimedia Solutions GmbH, Germany - Finalist 2004 Category: Public Sector Kocaeli Chamber of Industry, Turkey - Award Winner and Prize Winner in People Development and Involvement Colegio Ursulinas - Vitoria, Spain - Prize Winner in Leadership and Constancy of Purpose Lauaxeta Ikastola Sociedad Cooperativa, Spain - Finalist

2004 Category: Large Organisations and Business Units

Yell, United Kingdom - Award Winner and Prize Winner in Leadership and Constancy of Purpose and in People Development and Involvement

Siemens AG Power Transmission and Distribution, Germany - Prize Winner in Results Orientation

Knorr-Bremse Systems for Commercial Vehicle, Germany - Finalist

Solvay Pharma, Spain - Finalist

TNT Express – Finalist

2004 Category: Operational Units

TNT Post Group Information Systems, United Kingdom - Prize Winner in People Development and Involvement

T-Systems Development Centre South West GmbH, Germany - Prize Winner in Customer Focus and in People Development and Involvement

T-Systems Multimedia Solutions GmbH, Germany - Finalist

2004 Category: Public Sector

Kocaeli Chamber of Industry, Turkey - Award Winner and Prize Winner in People Development and Involvement

Colegio Ursulinas - Vitoria, Spain - Prize Winner in Leadership and Constancy of Purpose

Lauaxeta Ikastola Sociedad Cooperativa, Spain - Finalist

The European Quality Award Winners 2004 Category: Small &Medium-sized Organisations- Subsidiary SMEs EMAR Satis Sonrasi Musteri Hismetleri AS, Turkey - Prize Winner in Results Orientation SKF Türk Sanayi ve Ticaret Ltd.STI, Turkey - Prize Winner in Corporate Social Responsibility and in People Development and Involvement 2004 Category: Small &Medium-sized Organisations- Independent SMEs Fonderie del Montello SpA, Italy - Prize Winner in Leadership and Constancy of Purpose Hunziker and Co, Switzerland - Prize Winner in People Development and Involvement Schindlerhof Klaus Kobjoll GmbH, Germany - Prize Winner in People Development and Involvement

2004 Category: Small &Medium-sized Organisations- Subsidiary SMEs

EMAR Satis Sonrasi Musteri Hismetleri AS, Turkey - Prize Winner in Results Orientation

SKF Türk Sanayi ve Ticaret Ltd.STI, Turkey - Prize Winner in Corporate Social Responsibility and in People Development and Involvement

2004 Category: Small &Medium-sized Organisations- Independent SMEs

Fonderie del Montello SpA, Italy - Prize Winner in Leadership and Constancy of Purpose

Hunziker and Co, Switzerland - Prize Winner in People Development and Involvement

Schindlerhof Klaus Kobjoll GmbH, Germany - Prize Winner in People Development and Involvement

Finnish Quality Award Winners (EFQM) 2001-2004 2004 Anttila Oy, department store 10 Recognitions for Excellence 2003 Large organizations, units category: Stora Enso Ingerois Oy (subsidiary of SE Oyj), Inkeroisten kartonkitehdas, folding boxboard manufacturing 2003 Public sector and other non-profit org. category: Elektroniikkalaitos (Unit of Military Finland) 2002 No winners 2001 Stora Enso Oyj, The Oulu Mill (printing paper and boards manufacturing)

Finnish Quality Award Winners (EFQM) 2001-2004

2004

Anttila Oy, department store

10 Recognitions for Excellence

2003 Large organizations, units category:

Stora Enso Ingerois Oy (subsidiary of SE Oyj), Inkeroisten kartonkitehdas, folding boxboard manufacturing

2003 Public sector and other non-profit org. category:

Elektroniikkalaitos (Unit of Military Finland)

2002 No winners

2001 Stora Enso Oyj, The Oulu Mill (printing paper and boards manufacturing)