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DETERMINING EXCELLENCE
“ Taking the fi rst steps – a questi onnaire approach ”
EFQM SHARES WHAT WORKSEFQM is committed to help organisations drive improvement through the use of the EFQM Excellence Model, a comprehensive management framework used by over 30 000 organisations in Europe. For the last 20 years, we manage the development of this Model, incorporating the experiences and learning from these organisations to ensure it reflects reality.
To help you implement our Model, we provide training, assessment tools and recognition. But our real talent comes from gathering good prac-tices and integrating those within our portfolio. EFQM, a not-for-profit membership Foundation, aims to share what works, through case stud-ies, online seminars, working groups, conferences and thematic events. We nurture a network of world-class organisations and their leaders who share our passion for business excellence.
We believe that the EFQM Model is a common framework that helps us all to improve our businesses. Sharing our member’s enthusiasm, their motivation and the results they achieve; that is what we work for at EFQM.
© EFQM 2013No part of this publica-tion may be repro-duced, stored in a re-trieval system or transmitted in any form or by any means (be this electronically, me-chanically, through photocopy or record-ing, or otherwise) with-out either the prior written permission of, or a license permitting restricted copying and use for a third party, from the publisher.
1EFQM Determining Excellence 2013
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
About the EFQM Excellence Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Using the Questionnaire as part of an assessment . . . . . . . . . . . . . . . . . . 4
What to do after . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
How to complete the questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
How to define the score . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
1. Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2. Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3. People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4. Partnerships & Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5. Processes, Products and Services . . . . . . . . . . . . . . . . . . . . . . . . . 12
6. Customer Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
7. People Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
8. Society Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
9. Key Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Using the Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
How to use the Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Scoring the enablers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Scoring the results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Your organisation's profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
A graphic example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Glossary of terms - How to adapt a questionnaire for your organisation . . . .22
Further readings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Contents
2 EFQM Determining Excellence 2013
When you start a road trip, before starting your engine and deciding the route to be taken, you first need to know your current position. When you consider starting a journey towards Excellence, it is exactly the same: before selecting and imple-menting improvement actions, you first need to have a structured picture of your organisation in order to comprehend your current level of Excellence.This Questionnaire has been designed to help any organisation determine its position against a framework of Excellence, boost start and select priorities. It is based on a tried and tested meth-odology for assessing organisations on a number of aspects that together define excellence in terms of the organisation’s capability and achievements.If you are at an early stage of your Excellence journey, this Questionnaire is the best supporting tool to conduct your first self-assessment: completing the Questionnaire will help your organisation identify its current position and determine future directions and priorities. Furthermore, the Questionnaire considers excellence in a wide sense and is not
limited to considering the aspects of quality management systems.The Questionnaire consists of 44 equally weighted and balanced statements driven from the EFQM Excellence Model. Simply asking these ques-tions can never provide the complete picture of an organisation's achievement and potential. It does, however, provide a useful starting point and indicator for subsequent activities.By assessing your organisation, it will allow you to identify the “Strengths” and the “Areas for Improvement” of your organisation and subsequently decide objectively where focus improvement efforts.We wish you the best with the completion of this Questionnaire. EFQM and its national partner organisations stay at your entire disposal if you need any further support during your self-assessment initiative. For additional info about EFQM and its national partner organisation, visit our website: www.efqm.org
Introduction
4 EFQM Determining Excellence 2013
Completing the Questionnaire will:
■ Help your organisation identify its current position and determine future directions and priorities.
■ Allow comparisons with the achievements of other organisations.
■ Encourage your organisation to monitor its progress on a regular basis.
■ Assess whether all members of a management team have the same view of the organisation’s achievements and weaknesses.
■ Create a focus for agreeing improvement priorities.
■ Ensure that the organisation is not over-stressed by too many improvement actions.
The Questionnaire can be completed in several ways:
■ by an individual to help an understanding of the EFQM Excellence Model and to produce a personal assessment of the organisation.
■ by individuals separately and then collated to determine both the average score and the areas of greatest divergence in opinion.
■ as a group exercise where the organisation's Strengths and Areas for Improvement will come out.
Questionnaires can be one of the least resource intensive approaches to perform a self-assessment and can be completed very quickly, provided an existing and proven questionnaire is used. It is an excellent method for gathering information on the perceptions of people within an organisation. Other techniques exist to form a more objective and comprehensive view of the organisation but should only be used when the gains outweigh the efforts; and are usually more appropriate for organisations that are further on in their journey to excellence.Questionnaires provide also a method for involving key members of the staff and creating aware-ness. To do this, it can be complemented with Assessment Workshops.The following figure helps visualise how different Self-Assessment techniques address can be used. This can help you to decide if the questionnaire is the right approach for your organisation.
Using the Questionnaire as part of an assessment
Advanced One or two day Assessment by one external
expert
Internal Self-Assessment
replicating the EFQM process
EFQM Excellence Award or National Award assessment
On the way Workshop with management
Self-assessment using the EFQM Business Excellence Matrix
EFQM Recognised for Excellence assessment
Starting the Journey
Basic questionnaire circulated to Management
Customised Questionnaire to
management
Customised questionnaire largely distributed to staff
complemented by a workshop with Top management
Low effort Medium effort High effort
Efforts requested
Mat
urit
y
8 EFQM Determining Excellence 2013
Questionnaire1. Leadership
This section explores the activities and behaviour of the leaders. It assesses the role of the senior managers in shaping the future and making it happen. It explores how leaders* act as role models for the organisation’s values and ethics. It emphasises the senior manager's personal involvement for improving organisation’s management system rather than just their written or verbal statements. It also explores how the purpose and values are communicated and reinforced by all leaders and the ways in which leaders are actively involved in dealings with customers, partners and representa-tives of society.*The term "Leaders" refers to the Chief Executive [or most senior executive] and those reporting to him/her.
E D C B A
(1) Our leaders shape the future and make it happen
(2) Our leaders act as role models for our values
(3) Our leaders inspire trust at all times
(4) Our leaders are flexible
(5) Our leaders anticipate change and react in a timely manner
17EFQM Determining Excellence 2013
Using the results
How to use the ResultsAs has already been stated, a key and unique characteristic of this Questionnaire is that each of the questions has an equal contribution to the final score of the organisation. Thus the distribution of the columns ticked gives a quick overview of the current "Strengths" and "Areas for Improvement" of the organisation. As each question has equal importance, the questions and sections that score lowest are obviously potential contenders for improvement actions. However, the final decisions on improvement actions should depend on many factors, of which the greatest are the business and cultural priorities of the organisation. The intent of the Questionnaire is to give a picture of the current position of the organisation rather than a recipe for improvement action.If several people have contributed to completing the Questionnaire, the spread of their assessments will show where large differences in perception are occurring.A set of scoring pro-forma* are provided at the end of this booklet, and the easiest way
to achieve an overall picture of the scores and scoring profile of the organisation is to complete these pro-forma using the information from the completed Questionnaire. Remember that many organisations will score about 20%, with very good organisations scoring about 50% and world class performance registering 75% - PROVIDED THE QUESTIONS HAVE BEENREALISTICALLY SCORED.Graph examples of how the scoring profile of the organisation can be displayed are shown on page 21.
*The rationale behind the pro-forma is simply that a tick in the E column scores 0%, a D scores 25%, a C scores 50%, a B scores 75% and A scores 100%. As each question has an equal scoring contribution to the overall assessment, then the score for any section or the whole Questionnaire is calculated by adding together the "ticked" percentages and dividing by the number of questions answered to give the "average" result or score.
21EFQM Determining Excellence 2013
A graphic exampleThe easiest way to represent the assessment results, an example.
Leadership 1
Strategy 2
People 3
Partnerships & Resources 4
Processes, Products & Services 5
Customer Results 6
People Results 7
Society Results 8
Key Results 9
Total Score
0% 20% 40% 60%
Your organisation's profile
1
2
3
4
56
7
8
960
20
© EFQM 2013No part of this publicati on may be reproduced, stored in a re-trieval system or transmitt ed in any form or by any means (be this electronically, mechanically, through photocopy or recor-ding, or otherwise) without either the prior writt en permis-sion of, or a license permitti ng restricted copying and use for a third party, from the publisher.
ISBN: 978-90-5236-659-3
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