Présentation EFQM Model

1. COMMITTED TO THE PATH
OF SUSTAINABILITY
EXCELLENCE
How you define excellence ?
JM Soulier – Wednesday 25th March 2015

2. We
KanEFQM MODEL
"All European organisations, both in the public and
private sectors, are facing new challenges. The
increasing pressure to compete on a global stage
with limited resources means we all have to work
together to secure our future prosperity, and that
of generations to come. The EFQM Excellence
Model provides a framework that encourages the
cooperation, collaboration and innovation that we
will need to ensure this goal is achieved."
Herman van Rompuy, President of the European
Council
EFQM (the European Foundation for Quality Management)

3. We
KanEFQM MODEL
o Used by more 30 000 organizations in the World
o Used by 10 000 organizations in Europe
o Used by 153 organizations in France
o Adapt to all sizes of organizations
o Since 1992
o 25 Awards in UK
o 16 or 17 Awards in Germany
o 14 Awards in Turkey
o 5 Awards in France

4. We
KanEFQM MODEL
The model is both a guide, an evaluation framework and a
repository of comparison for organizations.
It integrates three dimensions
 Bases principles called “FUNDAMENTAL CONCEPTS”
 Maturity standard called “MODEL CRITERIA”
 Virtuous loop called “RADAR LOGIC”

5. We
Kan8 FUNDAMENTAL CONCEPTS
Excellent Organisations achieve and sustain outstanding levels of
performance that meet or exceed the expectations of all their stakeholders.

6. We
KanMODEL CRITERIA
 Applicable to any organisation
 Based on nine criteria
 5 are ENABLERS
 4 are RESULTS
 32 sub criteria (24 Enablers + 8 Results)
 130 help items

7. We
Kan5 ENABLERS
What an organisation does and how it does it
Leadership
Excellent organisations have leaders who shape the future and make it
happen, acting as role models for its values and ethics and inspiring trust
at all times. They are flexible, enabling the organisation to anticipate
and reach in a timely manner to ensure the on-going success of the
organisation.
Strategy
Excellent organisations implement their Mission and Vision by developing
a stakeholder focused strategy. Policies, plans, objectives and processes
are developed and deployed to deliver the strategy.

8. We
Kan5 ENABLERS
What an organisation does and how it does it
People
Excellent organisations value their people and create a culture that allows
the mutually beneficial achievement of organisational and personal
goals. They develop the capabilities of their people and promote fairness
and equality. They care for, communicate, reward and recognise, in a way
that motivates people, builds commitment and enables them to use their
skills and knowledge for the benefit of the organisation.
Partnerships & Resources
Excellent organisations plan and manage external partnerships, suppliers
and internal resources in order to support their strategy, policies and the
effective operation of processes. They ensure that they effectively
manage their environmental and societal impact.
Processes, Products & Services
Excellent organisations design, manage and improve processes, products
and services to generate increasing value for customers and other
stakeholders.

9. We
Kan4 RESULTS
What an organisation achieves
These are the results an organisation achieves, in line with their strategic
goals. In all four results areas, we find that excellent organisations:
 Develop a set of key performance indicators and related outcomes to
determine the successful deployment of their strategy, based on the
needs and expectations of the relevant stakeholder groups
 Set clear targets for key results, based on the needs and expectations of
their business stakeholders, in line with their chosen strategy
 Segment results to understand the performance of specific areas of the
organisation and the experience, needs and expectations of their
stakeholders
 Demonstrate positive or sustained good business results over at least 3
years
 Clearly understand the underlying reasons and drivers of observed
trends and the impact these results will have on other performance
indicators and related outcomes
 Have confidence in their future performance and results based on their
understanding of the cause and effect relationships established
 Understand how their key results compare to similar organisations and
use this data, where relevant, for target setting

10. We
Kan4 RESULTS
Customer Results
Excellent organisations achieve and sustain outstanding results that
meet or exceed the need and expectations of their customers.
People Results
Excellent organisations achieve and sustain outstanding results that
meet or exceed the need and expectations of their people.
Society Results
Excellent organisations achieve and sustain outstanding results that
meet or exceed the need and expectations of relevant stakeholders
within society.
Business Results
Excellent organisations achieve and sustain outstanding results that
meet or exceed the need and expectations of their business
stakeholders.

11. We
KanSo who do you work for today ?
You work for all these stakeholders. And it's part of the job of the
Management Team to understand what they expect from my organization.
The EFQM Excellence Model provides a holistic tool for assessing how
effective you are in developing and delivering a stakeholder focused
strategy.
The Model is a cause and effect diagram. If we want to achieve a
different result, we need to change something we do within the
organization.

12. We
KanRADAR LOGIC
Structured approach to questioning the performance
on an organization
 Determine the Results it is aiming to achieve as part of its strategy
 What are we trying to achieve ?
 Plan and develop an integrated set of sound Approaches to deliver
the required results both now and in the future
 How do we try to achieve this ?
 Deploy the approaches in a systematic way to ensure implementation
 How / Where / When was this implemented?
 Assess and Refine the deployed approaches based on monitoring
and analysis of the results achieved and ongoing learning activities.
 How do we measure whether it is working?
 What have we learning and what improvements can be
made?

13. We
KanRADAR LOGIC

14. We
KanASSESSING ENABLERS
In practical terms, this means we look for:
• Sound and integrated approaches that support the achievement
of the organization's strategy
• Structured deployment within all relevant areas of the organisation
that enables refinements to be implemented within appropriate
timescales
• Measurement being carried out so the organization can
understand how well the approach is working and how effectively it
has been implemented
• Learning activities being undertaken to identify alternative or
new ways of working
• Improvements being implemented as a result of measurement
and learning (closing the loop)
When assessing Enablers, we look at the approaches adopted, how they
have been deployed and how the organisation assesses and refines their
efficiency & effectiveness over time.

15. We
Kan
ASSESSING ENABLERS

16. We
KanASSESSING RESULTS
When assessing Results, we first look at their Relevance to the
organisation's strategy and how useful they are in reviewing
progress against these key objectives. When then look at the
performance of the results themseves,
In practical terms you should be looking for :
• Results which clearly show how the organisation is progressing
against its key strategies for the criterion
• Reliable data that can be segmented to give a clear understanding
of what's happening in relation to different stakeholder groups,
products or processes.
• Positive trends over a 3 year period
• Targets, which are appropriate for the strategic objectives, being
achieved
• Appropriate comparisons and benchmarks to put the results in
context within the organisation's operating environment
• Evidence to show that the organisation understands the underlying
drivers of the results and effectively managing them to ensure that
performance levels will be sustained into the future

17. We
KanASSESSING RESULTS

18. We
KanThe paths of Excellence

19. We
KanCONCLUSION
 a set of best practices on the performance in the duration
of organizations in an open and non-prescriptive form (On
average 6 best practices for 24 sub-criteria =144 good
practices)
 A set of simple and applicable concepts and values
 a multicultural language allowing the Exchange and
improvement in the business
 a repository adopted by hundreds of companies of all sizes
to compare with others
 A repository unifying, systemic and integrative approaches

20. We
Kan
2 FACETS
RESULTS
 Facts and figures
 Show your performance
 Past, present, future
FACTORS
 Approaches
 How to work impact results
From right to left
 Effects of results
 To the cause in the factors
From left to right
 The cause in factors
 To the effects in the results
4 STAKEHOLDERS
SHAREHOLDERS
Achieving the mission
Value, strategy and key (criterion 9)
results
RECIPIENTS OF PRODUCTS AND
SERVICES
Client results (criterion 6)
What they say (impact), what you do
(efficiency)
STAFF
People results (criterion 7)
What they say (impact), what you do
(efficiency)
CIVIL SOCIETY
Civil society (criterion 8) results
What they disents (impact), what you
do (efficiency)
CONCLUSION

21. We
Kan
5 ENABLERS
Where all results come from :
-Processes, products and services (criterion 5)
Everywhere where there is need:
- Of partnerships and resources (criterion 4)
Teams
- By connecting them to resources and processes (criterion
3 People)
Those who have the power to "that's it or break it"
- Leadership (criterion 1)
CONCLUSION

22. We
Kan
7 questions on
the results
(facts, figures
and curves)
Relevance and
Usability
• Scope and Relevance
• Integrity
• Segmentation
Performances
• Trends
• Targets
• Comparisons
• Causes
 Strongly positive trends for 5 years
 Is that you reach goals and exceed
 Do you compare with the best in the
world
 Can you demonstrated that thanks to
your approaches this is what provides the
results tomorrow
CONCLUSION

23. We
KanCONCLUSION
8 CONCEPTS

24. We
Kan
When you climb a mountain you need – among other resources –
instruments, maps, techniques, skills, and (most important) willingness to
do it, on a sustained way, in order to get to the top.
Within the EFQM Model :
1. Your Organization is the mountain,
2. Excellence is your target – at the top (with some intermediary steps),
3. Concepts are the Alpinist’s light motif (foundational values and
principles) that guide you on your resilient progression to the top,
4. The 9 Criteria act as Map, Compass and Altimeter and other
measurement instruments – which characterize the determinants of your
progression (enablers) and rate the performance of your achievements
(results),
5. RADAR is the Method to manage your progression,
6. EFQM recognition scheme are the flags that mark your achievements.
CONCLUSION

25. We
KanCONCLUSION
ORGANIZATION BENEFITS
Self-assessment
Formalization of the strategy
Entrepreneurial vision
Management of projects
Relations with suppliers
Control of mergers and acquisitions
Image with customers
Above the best of the best

26. We
KanCONCLUSION
Accompany
an
organization
to
sustainable
Excellence
Award
I HAVE A DREAM
TEL : +(33)6 22 52 14 84-email : jmsoulier@gmailcom
Clic Picture

27. We
Kan
Thanks for you attention.
We look forward to your
questions and participation.
Thanks
Sources :
- EFQM : © EFQM is a brand protected
- A Meyer : author of « Le guide de l’EFQM version 2013 » Editions Lexitis