Baldrige Criteria Summary

How to implement TQM using Baldrige Criteria to achieve Business Excellence and stay ahead of competitions ?

How do you measure TQM successes ?

Keeping TQM alive is the biggest challenge of TQM practitioners !

Baldrige Criteria - Business Excellence Below are Baldrige Criteria for Business Excellence based on the 2001 Malcolm Baldrige National Quality Award - source : NIST

P1 - Preface : Organization Profile The Organizational Profile is a snapshot of your organization, the key influences on how you operate, and the key challenges you face. P.1 Organizational Description Describe your organization's business environment and your key relationships with customers, suppliers, and other partners. Within your response, include answers to the following questions: a. Organizational Environment (1) What are your organization’s main products and/or services? Include a description of how they are delivered to customers. (2) What is your organizational context/culture? Include your purpose, vision, mission, and values, as appropriate. (3) What is your employee profile? Include educational levels, workforce and job diversity, bargaining units, use of contract employees, and special safety requirements, as appropriate. (4) What are your major technologies, equipment, and facilities? (5) What is the regulatory environment under which your organization operates? Include occupational health and safety regulations; accreditation requirements; and environmental, financial, and product regulations. b. Organizational Relationships (1) What are your key customer groups and/or market segments? What are their key requirements for your products and services? Include how these requirements differ among customer groups and/or market segments, as appropriate. (2) What are your most important types of suppliers and dealers and your most important supply chain requirements? What are your key supplier and customer partnering relationships and communication mechanisms? P.2 Organizational Challenges Describe your organization's competitive environment, your key strategic challenges, and your system for performance improvement. Within your response, include answers to the following questions: a. Competitive Environment (1) What is your competitive position? Include your relative size and growth in your industry and

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the numbers and types of your competitors. (2) What are the principal factors that determine your success relative to your competitors? Include any changes taking place that affect your competitive situation. b. Strategic Challenges What are your key strategic challenges? Include operational, human resource, business, and global challenges, as appropriate. c. Performance Improvement System How do you maintain an organizational focus on performance improvement? Include your approach to systematic evaluation and improvement of key processes and to fostering organizational learning and knowledge sharing. < Back To Top >

Category 1 - Leadership (120 pts) Approach-Deployment The Leadership Category examines how your organization's senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, learning, and organizational directions. Also examined is how your organization addresses its responsibilities to the public and supports its key communities. Area To Address : 1.1 Organizational Leadership (80 pts.) Describe how senior leaders guide your organization, including how they review organizational performance. Within your response, include answers to the following questions: a. Senior Leadership Direction (1) How do senior leaders set and deploy organizational values, short- and longer-term directions, and performance expectations, including a focus on creating and balancing value for customers and other stakeholders? Include how senior leaders communicate values, directions, and expectations through your leadership system and to all employees. (2) How do senior leaders create an environment for empowerment, innovation, organizational agility, and organizational and employee learning? b. Organizational Performance Review (1) How do senior leaders review organizational performance and capabilities to assess organizational success, competitive performance, progress relative to short- and longer-term goals, and the ability to address changing organizational needs? Include the key performance measures regularly reviewed by your senior leaders. Also, include your key recent performance review findings. (2) How are organizational performance review findings translated into priorities for improvement and opportunities for innovation? How are they deployed throughout your organization and, as appropriate, to your suppliers/partners to ensure organizational alignment? (3) How do senior leaders use organizational performance review findings to improve both their own leadership effectiveness and your leadership system? 1.2 Public Responsibility and Citizenship (40 pts.) Describe how your organization addresses its responsibilities to the public and practices good citizenship.

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Within your response, include answers to the following questions: a. Responsibilities to the Public (1) How do you address the impacts on society of your products, services, and operations? Include your key processes, measures, and targets for regulatory and legal requirements and for addressing risks associated with your products, services, and operations. (2) How do you anticipate public concerns with current and future products, services, and operations? How do you prepare for these concerns in a proactive manner? (3) How do you accomplish ethical business practices in all stakeholder transactions and interactions? b. Support of Key Communities How do your organization, your senior leaders, and your employees actively support and strengthen your key communities? Include how you identify key communities and determine areas of emphasis for organizational involvement and support. < Back To Top >

Category 2 - Strategic Planning (85pts) Aproach-Deployment The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured. Area To Address : 2.1 Strategy Development (40 pts.) Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance.Within your response, include answers to the following questions: a. Strategy Development Process (1) What is your overall strategic planning process? Include key steps, key participants, and your short- and longer-term planning time horizons. (2) How do you ensure that planning addresses the following key factors? Briefly outline how relevant data and information are gathered and analyzed to address these factors: • customer and market needs/expectations/opportunities • your competitive environment and your capabilities relative to competitors • technological and other key changes that might affect your products/services and/or how you operate • your strengths and weaknesses, including human and other resources • your supplier/partner strengths and weaknesses • financial, societal, and other potential risks b. Strategic Objectives (1) What are your key strategic objectives and your timetable for accomplishing them?     Include key goals/targets, as appropriate. (2) How do your strategic objectives address the challenges identified in response to P.2 in your Organizational Profile? How do you ensure that your strategic objectives balance the needs of all key stakeholders? 2.2 Strategy Deployment (45 pts.) Describe how your organization converts its strategic objectives into action plans. Summarize

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your organization's action plans and related key performance measures/indicators. Project your organization's future performance on these key performance measures/indicators. Within your response, include answers to the following questions: a. Action Plan Development and Deployment (1) How do you develop and deploy action plans to achieve your key strategic objectives? Include how you allocate resources to ensure accomplishment of your action plans. (2) What are your key short- and longer-term action plans? Include key changes, if any, in your products/services, your customers/markets, and how you operate. (3) What are your key human resource plans that derive from your short- and longer-term strategic objectives and action plans? (4) What are your key performance measures/indicators for tracking progress relative to your action plans? How do you ensure that your overall action plan measurement system achieves organizational alignment and covers all key deployment areas and stakeholders? b. Performance Projection What are your performance projections for your key measures/indicators for both your short- and longerterm planning time horizons? How does your projected performance compare with competitors’ performance, key benchmarks, goals, and past performance, as appropriate? < Back To Top >

Process Model: "How To Conduct Strategic Planning Process" 

Category 3 - Customer & Market Focus (85pts) Approach-Deployment The Customer and Market Focus Category examines how your organization determines requirements, expectations, and preferences of customers and markets. Also examined is how your organization builds relationships with customers and determines the key factors that lead to customer acquisition, satisfaction, [and] retention and to business expansion. Area To Address : 3.1 Customer and Market Knowledge (40 pts.) Describe how your organization determines requirements, expectations, and preferences of customers and markets to ensure the continuing relevance of your products/services and to develop new opportunities. Within your response, include answers to the following questions: a. Customer and Market Knowledge (1) How do you determine or target customers, customer groups, and/or market segments? How do you include customers of competitors and other potential customers and/or markets in this determination? (2) How do you listen and learn to determine key customer requirements (including product/service features) and their relative importance/value to customers’ purchasing decisions for purposes of product/service planning, marketing, improvements, and other business development? In this determination, how do you use relevant information from current and former customers, including marketing/sales information, customer retention data, won/lost analysis, and complaints? If determination methods vary for different customers and/or customer groups, describe the key differences in your determination methods. (3) How do you keep your listening and learning methods current with business needs and

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directions? 3.2 Customer Relationships and Satisfaction (45 pts.) Describe how your organization builds relationships to acquire, satisfy, and retain customers and to develop new opportunities. Describe also how your organization determines customer satisfaction. Within your response, include answers to the following questions: a. Customer Relationships (1) How do you build relationships to acquire and satisfy customers and to increase repeat business and positive referrals? (2) How do you determine key customer contact requirements and how they vary for differing modes of access? How do you ensure that these contact requirements are deployed to all people involved in the response chain? Include a summary of your key access mechanisms for customers to seek information, conduct business, and make complaints. (3) What is your complaint management process? Include how you ensure that complaints are resolved effectively and promptly and that all complaints are aggregated and analyzed for use in improvement throughout your organization and by your partners, as appropriate. (4) How do you keep your approaches to building relationships and providing customer access current with business needs and directions? b. Customer Satisfaction Determination (1) How do you determine customer satisfaction and dissatisfaction and use this information for improvement? Include how you ensure that your measurements capture actionable information that predicts customers’ future business with you and/or potential for positive referral. Describe significant differences in determination methods for different customer groups. (2) How do you follow up with customers on products/services and transactions to receive prompt and actionable feedback? (3) How do you obtain and use information on your customers’ satisfaction relative to customers’ satisfaction with competitors and/or benchmarks, as appropriate? (4) How do you keep your approaches to determining satisfaction current with business needs and directions? < Back To Top >

Category 4 - Information & Anaylsys (90pts) Approach-Deployment The Information and Analysis Category examines your organization's information management and performance measurement systems and how your organization analyzes performance data and information. Area To Address : 4.1 Measurement and Analysis of Organizational Performance ( 50 pts) Describe how your organization provides effective performance management systems for aligning, analyzing, and improving performance at all levels and in all parts of your organization. Within your response, include answers to the following questions: a. Performance Measurement (1) How do you gather and integrate data and information from all sources to support daily operations and organizational decision making?

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(2) How do you select and align measures/indicators for tracking daily operations and overall organizational performance? (3) How do you select and ensure the effective use of key comparative data and information? (4) How do you keep your performance measurement system current with business needs and directions? b. Performance Analysis (1) What analyses do you perform to support your senior leaders’ organizational performance review and your organization’s strategic planning? (2) How do you communicate the results of organizational-level analysis to work group and/or functionallevel operations to enable effective support for decision making? (3) How do you align the results of organizational-level analysis with your key business results, strategic objectives, and action plans? How do these results provide the basis for projections of continuous and breakthrough improvements in performance? 4.2 Information Management (40 pts.) Describe how your organization ensures the quality and availability of needed data and information for employees, suppliers/partners, and customers. Within your response, include answers to the following questions: a. Data Availability (1) How do you make needed data and information available? How do you make them accessible to employees, suppliers/partners, and customers, as appropriate? (2) How do you ensure data and information integrity, reliability, accuracy, timeliness, security, and confidentiality? (3) How do you keep your data and information availability mechanisms current with business needs and directions? b. Hardware and Software Quality (1) How do you ensure that hardware and software are reliable and user friendly? (2) How do you keep your software and hardware systems current with business needs a and directions? < Back To Top >

Category 5 - Human Resource Focus ( 85pts ) Approach-Deployment The Human Resource Focus Category examines how your organization motivates and enables employees to develop and utilize their full potential in alignment with your organization's overall objectives and action plans. Also examined are your organization's efforts to build and maintain a work environment and an employee support climate conducive to performance excellence, and to personal and organizational growth. Area To Address : 5.1 Work Systems (35 pts.) Describe how your organization's work and jobs, compensation, career progression, and related workforce practices motivate and enable employees and the organization to achieve high performance. Within your response, include answers to the following questions: a. Work Systems (1) How do you organize and manage work and jobs to promote cooperation, initiative/innovation, your organizational culture, and the flexibility to keep current with

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business needs? How do you achieve effective communication and knowledge/skill sharing across work units, jobs, and locations, as appropriate? (2) How do you motivate employees to develop and utilize their full potential? Include formal and/or informal mechanisms you use to help employees attain job- and career-related development/learning objectives and the role of managers and supervisors in helping employees attain these objectives. (3) How does your employee performance management system, including feedback to employees, support high performance and a customer and business focus? How do your compensation, recognition, and related reward/incentive practices reinforce these objectives? (4) How do you accomplish effective succession planning for senior leadership and throughout the organization? (5) How do you identify characteristics and skills needed by potential employees? How do you recruit, hire, and retain new employees? How do your work systems capitalize on the diverse ideas, cultures, and thinking of the communities with which you interact (your employee hiring and customer communities)? 5.2 Employee Education, Training, and Development (25 pts.) Describe how your organization's education and training support the achievement of your overall objectives, including building employee knowledge, skills, and capabilities and contributing to high performance. Within your response, include answers to the following questions: a. Employee Education,Training, and Development (1) How do education and training contribute to the achievement of your action plans? How does your education and training approach balance short- and longer-term organizational objectives and employee needs, including development, learning, and career progression? (2) How do you seek and use input from employees and their supervisors/managers on education and training needs and delivery options? (3) How do you address in your employee education, training, and development your key organizational needs associated with technological change, management/leadership development, new employee orientation, safety, performance measurement/improvement, and diversity? (4) How do you deliver education and training? Include formal and informal delivery, including mentoring and other approaches, as appropriate. How do you evaluate the effectiveness of education and training, taking into account individual and organizational performance? (5) How do you reinforce the use of knowledge and skills on the job? 5.3 Employee Well-Being and Satisfaction (25 pts.) Describe how your organization maintains a work environment and an employee support climate that contribute to the well-being, satisfaction, and motivation of all employees. Within your response, include answers to the following questions: a. Work Environment How do you improve workplace health, safety, and ergonomics? How do employees take part in improving them? Include performance measures and/or targets for each key environmental factor. Also include significant differences, if any, based on varying work environments for employee groups and/or work units. b. Employee Support and Satisfaction (1) How do you determine the key factors that affect employee well-being, satisfaction, and motivation? How are these factors segmented for a diverse workforce and for varying

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categories and types of employees, as appropriate? (2) How do you support your employees via services, benefits, and policies? How are these tailored to the needs of a diverse workforce and different categories and types of employees, as appropriate? (3) What formal and/or informal assessment methods and measures do you use to determine employee well-being, satisfaction, and motivation? How do you tailor these methods and measures to a diverse workforce and to different categories and types of employees, as appropriate? How do you use other indicators, such as employee retention, absenteeism, grievances, safety, and productivity, to assess and improve employee well-being, satisfaction, and motivation? (4) How do you relate assessment findings to key business results to identify priorities for improving the work environment and employee support climate? < Back To Top >

Category 6 - Process Management (85pts) Approach-Deployment The Process Management Category examines the key aspects of your organization's process management, including customer-focused design, product and service delivery, key business, and support processes . This Category encompasses all key processes and all work units. Area To Address : 6.1 Product and Service Processes (45 pts.) Describe how your organization manages key processes for product and service design and delivery. Within your response, include answers to the following questions: a. Design Processes (1) What are your design processes for products/services and their related production/delivery systems and processes? (2) How do you incorporate changing customer/market requirements into product/service designs and production/delivery systems and processes? (3) How do you incorporate new technology, including e-technology, into products/ services and into production/delivery systems and processes, as appropriate? (4) How do your design processes address design quality and cycle time, transfer of learning from past projects and other parts of the organization, cost control, new design technology, productivity, and other efficiency/effectiveness factors? (5) How do you design your production/delivery systems and processes to meet all key operational performance requirements? (6) How do you coordinate and test your design and production/delivery systems and processes? Include how you prevent defects/rework and facilitate trouble-free and timely introduction of products/services. b. Production/Delivery Processes (1) What are your key production/delivery processes and their key performance requirements? (2) How does your day-to-day operation of key production/delivery processes ensure meeting key performance requirements? (3) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and real-time customer and supplier/partner input are used in managing your product and service processes, as appropriate. 8 | P a g e B u s i n e s s E x c e l l e n c e M o d e l s a n d A s s o . i n f o r m a t i o n _ S K G

(4) How do you perform inspections, tests, and process/performance audits to minimize warranty and/or rework costs, as appropriate? Include your prevention-based processes for controlling inspection and test costs, as appropriate. (5) How do you improve your production/delivery systems and processes to achieve better process performance and improvements to products/services, as appropriate? How are improvements shared with other organizational units and processes and your suppliers/partners, as appropriate? 6.2 Business Processes (25 pts.) Describe how your organization manages its key processes that lead to business growth and success. Within your response, include answers to the following questions: a. Business Processes (1) What are your key business processes for business growth and success? (2) How do you determine key business process requirements, incorporating input from customers and suppliers/partners, as appropriate? What are the key requirements for these processes? (3) How do you design and perform these processes to meet all the key requirements? (4) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and customer and supplier feedback are used in managing your business processes, as appropriate. (5) How do you minimize overall costs associated with inspections, tests, and process/performance audits, as appropriate? (6) How do you improve your business processes to achieve better performance and to keep them current with business needs and directions? How are improvements shared with other organizational units and processes, as appropriate? 6.3 Support Processes (15 pts.) Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services. Within your response, include answers to the following questions: a. Support Processes (1) What are your key processes for supporting your daily operations and your employees in delivering products and services? (2) How do you determine key support process requirements, incorporating input from internal customers, as appropriate? What are the key operational requirements (such as productivity and cycle time) for these processes? (3) How do you design these processes to meet all the key requirements? (4) How does your day-to-day operation of key support processes ensure meeting key performance requirements? (5) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and internal customer feedback are used in managing your support processes, as appropriate. (6) How do you minimize overall costs associated with inspections, tests, and process/performance audits? (7) How do you improve your support processes to achieve better performance and to keep them current with business needs and directions? How are improvements shared with other organizational units and processes, as appropriate? < Back To Top >

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Category 7 - Business Results (450pts) The Business Results Category examines your organization's performance and improvement in key business areas-customer satisfaction, product and service performance, financial and marketplace performance, human resource results, and operational performance. Also examined are performance levels relative to those of competitors. Area To Address : 7.1 Customer-Focused Results (125 pts.) Summarize your organization's key customer-focused results, including customer satisfaction and product and service performance results. Segment your results by customer groups and market segments, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Customer Results (1) What are your current levels and trends in key measures/indicators of customer satisfaction and dissatisfaction, including comparisons with competitors’ levels of customer satisfaction? (2) What are your current levels and trends in key measures/indicators of customer-perceived value, customer retention, positive referral, and/or other aspects of building relationships with customers, as appropriate? b. Product and Service Results What are your current levels and trends in key measures/indicators of product and service performance that are important to your customers. 7.2 Financial and Market Results (125 pts.) Summarize your organization's key financial and marketplace performance results by market segments, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Financial and Market Results (1) What are your current levels and trends in key measures/indicators of financial performance, including aggregate measures of financial return and/or economic value, as appropriate? (2) What are your current levels and trends in key measures/indicators of marketplace performance, including market share/position, business growth, and new markets entered, as appropriate? 7.3 Human Resource Results (80 pts.) Summarize your organization's key human resource results, including employee well-being, satisfaction, and development and work system performance. Segment your results to address the diversity of your workforce and the different types and categories of employees, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Human Resource Results (1) What are your current levels and trends in key measures/indicators of employee well-being, satisfaction and dissatisfaction, and development? (2) What are your current levels and trends in key measures/indicators of work system performance and effectiveness? 7.4 Organizational Effectiveness Results (120 pts.) Summarize your organization's key performance results that contribute to the achievement of organizational effectiveness. Include appropriate comparative data. 10 | P a g e B u s i n e s s E x c e l l e n c e M o d e l s a n d A s s o . i n f o r m a t i o n _ S K G

Provide data and information to answer the following questions: a. Operational Results (1) What are your current levels and trends in key measures/indicators of the operational performance of key design, production, delivery, business, and support processes? Include productivity, cycle time, supplier/partner performance, and other appropriate measures of effectiveness and efficiency. (2) What are your results for key measures/indicators of accomplishment of organizational strategy? b. Public Responsibility and Citizenship Results What are your results for key measures/indicators of regulatory/legal compliance and citizenship?  

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EFQM AWARD HISTORYhttp://www.efqm.org/what-we-do/recognition/efqm-award-history#2013

The first EFQM Excellence Award ceremony took place in Madrid in 1992, in the presence of the King of Spain.  Since then, a wide range of organisations measured their progress on their journey towards Excellence, aiming at the highest level by applying to the EFQM Excellence Award.  The list below provides the history since the very first EFQM Award in 1992, called at the time, the "European Quality Award".

2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 20032002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992

ORGANISATION COUNTRY RECOGNITION

2013   Back to top

Alpenresort Schwarz Austria

Award Winner & Prize Winner in Adding Value for Customers and Succeeding through the Talent of People

BMW Plant Regensburg TurkeyPrize Winner in Managing with Agility and Sustaining Outstanding Results

Glasgow Housing Association United KingdomPrize Winner in Leading with Vision, Inspiration and Integrity

Nilufer Municipality Turkey Prize Winner in Adding Value for CustomersSt Mary's College Northern Ireland United Kingdom Prize Winner in Sustaining Outstanding Results

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Stavropol State Agrarian University RussiaPrize Winner in Harnessing Creativity and Innovation

VAMED-KMB AustriaPrize Winner in Succeeding through the Talent of People

Wakefield and District Housing United Kingdom Prize Winner in Adding Value for CustomersGC Europe Belgium FinalistSanitas Hospitales Spain Finalist

2012   Back to top

Robert Bosch GmbH Bamberg Plant Germany

Award Winner & Prize Winner in Leading with Vision, Inspiration & Integrity; and Succeeding through People

Coca Cola İçecek AŞ Ankara Plant TurkeyPrize Winner in Taking Responsibility for a Sustainable Future

VAMED-KMB AustriaPrize Winner in Nurturing Creativity and Innovation

JSC "Medicina" Russia Prize Winner in Adding Value for Customers

pom+Consulting AG SwitzerlandPrize Winner in Leading with Vision, Inspiration & Integrity

Bosch Tecnologie Diesel e Sistemi Frenanti S.p.A. Italy Prize Winner in Managing by ProcessesBMW Plant Regensburg Germany Prize Winner in Managing by ProcessesB. Braun Avitum Hungary Hungary FinalistNilufer Municipality Turkey FinalistHospital Galdakao-Usansolo Ospitalea (Osakidetza) Spain FinalistWakefield and District Housing's (WDH) United Kingdom FinalistMutualia Spain FinalistTown Hall Dzierżoniów Poland Finalist

2011   Back to top

Bilim Pharmaceuticals Turkey

Award Winner & Prize Winner in Adding Value for Customers; Leading with Vision, Inspiration & Integrity; Managing by Processes and Achieving Balanced Results

Bosch Chassis Systems Control GlobalPrize Winner in Leading with Vision, Inspiration & Integrity

Coplaning S.à.r.l. Luxembourg Prize Winner in Adding Value for CustomersGrundfos Pumpenfabrik GmbH Germany Prize Winner in Achieving Balanced Results

Hopital Kirchberg - Psychatric Department LuxembourgPrize Winner in Leading with Vision, Inspiration & Integrity

Liverpool John Moores University United Kingdom Prize Winner in Building Partnerships

RED Electrica de Espana SpainPrize Winner in Taking Responsibility for a Sustainable Future

Ricoh Deutschland Germany Prize Winner in Adding Value for Customers

Robert Bosch GmbH - Bamberg Plant GermanyPrize Winner in Leading with Vision, Inspiration & Integrity and Managing by Processes

Siemens Healthcare UK United Kingdom Prize Winner in Adding Value for CustomersBosch Car Mutlimedia Portugal Portugal FinalistClub Excelencia en Gestion via Innovacion Spain FinalistComarca Bilbao de Osakidetza Spain FinalistLimited Liability Company LUKOIL - Permnefteorgsintez Russia FinalistREGTSA - Recaudacion y Gestion Tributaria de Salamanca Spain FinalistState Unitary Enterprise "Vodokanal of St. Petersburg" Russia FinalistUmicore Precious Metals Refining Belgium FinalistWorthington Cylinders GmbH Austria Finalist

2010   Back to topVAMED-KMB Austria Prize Winner in Succeeding through PeopleBradstow School United Kingdom Prize Winner in Leading with Vision, Inspiration

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& Integrity and Succeeding through People

Olabide Ikastola SpainPrize Winner in Adding Value for Customers and Succeeding through People

Eskişehir Maternity and Child Illnesses Hospital Turkey

Prize Winner in Leading with Vision, Inspiration & Integrity

Stavropol State Agrarian University Russia

Prize Winner in Nurturing Creativity & Innovation and Leading with Vision, Inspiration & Integrity

Pirktl Holiday GmbH & Co KG, Alpenresort Schwarz Austria FinalistDr. Germain Becker & Associés Luxembourg FinalistSiemens Congleton United Kingdom FinalistWorthington Cylinders Austria FinalistRobert Bosch Fahrzeugelektrik Eisenach GmbH Germany FinalistDomino-World Germany FinalistOsakidetza - Comarca Gipuzkoa Ekialde Spain FinalistLiverpool John Moores University United Kingdom Finalist

2009   Back to top

EDF DCECL EST FrancePrize Winner in Leadership & Constancy of Purpose

NXP Sound Solutions Austria Prize Winner in Customer Focus

Volkswagen Motor Polska Sp. z o.o. PolandPrize Winner in Leadership & Constancy of Purpose

Robert Bosch S.A.S FrancePrize Winner in Continuous Learning, Innovation & Improvement

Bradstow School United Kingdom Prize Winner in Customer Focus

St.Colmans College Northern IrelandPrize Winner in Leadership & Constancy of Purpose

EiTB SpainPrize Winner in Continuous Learning, Innovation & Improvement

pom+Consulting AG Switzerland FinalistBilim Ilac A.S. Turkey FinalistUmicore Precious Metals Refining Belgium FinalistColegio Sagrado Corazón Carmelitas Spain FinalistHospital Kirchberg Luxembourg FinalistLiverpool John Moores University United Kingdom Finalist

2008   Back to top

Bosch Sanayi ve Ticaret A.S. Turkey

Award winner & Prize Winner in Partnerships Development and Management by Process and Facts

Bursagaz TurkeyAward winner & Prize Winner in Partnerships Development

Council for the Curriculum, Examination and Assessment United Kingdom

Award winner & Prize Winner in Continuous Learning, Innovation & ImprovementCustomer Focus

Gaiker United Kingdom Prize WinnerEskisehir Maternity and Child Illnesses Turkey Prize WinnerBursa Municipality Turkey FinalistStavropol State Agrarian University Russia FinalistClinica Tambre Spain FinalistKautex Textron GmbH & Co. Kg Germany FinalistVolkswagen Motor Polska Poland FinalistTRW Airbag System Germany Finalist

2007   Back to top

Lauaxeta Ikastola Sociedad Cooperativa SpainAward winner & Prize Winner in Management by Process and Facts

The Cedar Foundation United KingdomAward winner & Prize Winner in Customer Focus

Villa Massa S.r.l. Italy Award winner & Prize Winner in Partnerships

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Development

Tobermore Concrete Products Ltd United KingdomAward winner & Prize Winner in Results Orientation

OBI Baumarkt Franken GmbH & Co. KG Markt Schwabach Germany Prize Winner in Customer Focus

Novia Salcedo Foundation SpainPrize Winner in Leadership & Constancy of Purpose

Trimo, Engineering and production of pre-fabricated buildings, d.d. Slovenia

Prize Winner in Leadership & Constancy of Purpose

Siemens Standard Drives Congleton United KingdomPrize Winner in People Development & Involvement

TNT Express Greece GreecePrize Winner in People Development & Involvement

Comarca Gipuzkoa Ekialde - Osakidetza Spain FinalistNashuatec / NRG Group Benelux Belgium FinalistNXP Semiconductors Austria GmbH Business Line Sound Solutions Austria FinalistRegional Distribution Center of Philips Lighting Distribution France FinalistRicoh UK Products Ltd United Kingdom FinalistSiemens Medical Solutions United Kingdom FinalistSIEMENS, S.A. Spain FinalistVolkswagen Motor Polska Sp. z o.o. Poland Finalist

2006   Back to topBMW Chassis and Driveline Systems Production Germany

Award winner & Prize Winner in Leadership & Constancy of Purpose

Grundfos Denmark

Award winner & Prize Winner in People Development & Involvement andCorporate Social Responsibility

TNT Express GmbH - Germany GermanyAward winner & Prize Winner in Customer Focus

St. Mary's United KingdomAward winner & Prize Winner in Partnerships Development

Knorr Bremse AG Germany Prize Winner in Results OrientationGeneral Motors Powertrain - Hungary Ltd (opel) Hungary

Prize Winner in Management by Process and Facts

T-Systems MMS GermanyPrize Winner in People Development & Involvement

Sociedad Cooperativa de Enseñanza Colegio Vizcaya Spain

Prize Winner in Continuous Learning, Innovation & Improvement

TNT Express Worldwide EESTI AS Estonia Prize Winner in Customer FocusVilla Massa Italy Prize Winner in Customer FocusAutoliv Cancor Turkey FinalistCepsa Spain FinalistE.ON Tiszántúli Áramszolgültató Zrt. Hungary FinalistFIAT Auto Poland, Tychy plant Poland FinalistLuka Koper Slovenia FinalistNRG benelux The Netherlands FinalistPost Denmark Denmark FinalistStora Enso Packaging Boards, Fors Mill Sweden FinalistTNT Europe United Kingdom FinalistTNT Express Greece Greece FinalistLauaxeta Ikastola Spain FinalistAgria Sweden FinalistFonderie Montello Italy FinalistGaiker centro techn Spain FinalistGovan Initiative Limited United Kingdom FinalistNyirtavho Hungary FinalistPhilips Lighting Terneuzen The Netherlands Finalist

2005   Back to topFirstPlus Financial Group Plc United Kingdom Award winner & Prize Winner in Results

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OrientationTNT Express Information and Communication Services United Kingdom

Award winner & Prize Winner in Leadership & Constancy of Purpose

BMW Chassis and Driveline Systems Production Germany

Prize Winner in People Development & Involvement

Knorr-Bremse Systems for Commercial Vehicles Germany Prize Winner in Results OrientationKnorr-Bremse Systems for Rail Vehicles Germany Prize Winner in Results Orientation

T-Systems Multimedia Solutions GermanyPrize Winner in Continuous Learning, Innovation & Improvement

Siemens Automation & Drives United KingdomPrize Winner in People Development & Involvement

Euskalit SpainPrize Winner in Leadership & Constancy of Purpose

Fundacion Novia Salcedo Spain Prize Winner in Customer Focus

Hospital de Zummarraga SpainPrize Winner in Management by Process and Facts

Fonderia del Montello ItalyPrize Winner in Leadership & Constancy of Purpose

Chambre de Commerce et d'Industrie Nice Côte d'Azur France FinalistClinica Tambre Spain FinalistVilla Massa Spain FinalistNRG Direct The Netherlands FinalistTNT Estonia Estonia Finalist

2004   Back to top

Kocaeli Chamber of Industry TurkeyAward winner & Prize Winner in People Development & Involvement

YELL United Kingdom

Award winner & Prize Winner in Leadership & Constancy of Purpose andPeople Development & Involvement

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

TNT Post Group Information Systems United KingdomPrize Winner in People Development & Involvement

T-Systems Nova GmbH GermanyPrize Winner in Customer Focus and People Development & Involvement

Colegio Ursulinas - Vitoria SpainPrize Winner in Leadership & Constancy of Purpose

Fonderie des Montello S.p.A. ItalyPrize Winner in Leadership & Constancy of Purpose

Hunziker and Co SwitzerlandPrize Winner in People Development & Involvement

Schindlerhof Klaus Kobjoll GmbH GermanyPrize Winner in People Development & Involvement

EMAR Satis Sonrasi Musteri Hismetleri A.S. Turkey Prize Winner in Results Orientation

SKF Türk Sanayi ve Ticaret Ltd.STI TurkeyPrize Winner in People Development & Involvement and Corporate Social Responsibility

Knorr-Bremse Systems for Commercial Vehicle Germany FinalistSolvay Pharma Spain FinalistTNT Express Netherlands/UK FinalistT-Systems Multimedia Solutions GmbH Germany FinalistLauaxeta Ikastola Sociedad Cooperativa Spain Finalist

2003   Back to top

Bosch Sanayi ve Ticaret AS TurkeyAward winner & Prize Winner in Leadership & Constancy of Purpose

Runshaw College United KingdomAward winner & Prize Winner in Leadership & Constancy of Purpose

Maxi Coco-Mat SA GreeceAward winner & Prize Winner in Results Orientation

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Edinburgh International Conference Centre United KingdomAward winner & Prize Winner in People Development & Involvement

Siemens Nederland NV The NetherlandsPrize Winner in Leadership & Constancy of Purpose

Kocaeli Chamber of Industry Turkey Prize Winner in Results Orientation

Grundfos A/S DenmarkPrize Winner in Leadership & Constancy of Purpose

Solvay Martorell Site Spain Prize Winner in CSR

TNT Post Group Information Systems United KingdomPrize Winner in People Development & Involvement

Hunziker and Co Switzerland Prize Winner in Customer FocusMicrodeco Spain Prize Winner in CSR

Robur S.p.A. ItalyPrize Winner in Leadership & Constancy of Purpose

Schindlerhof Klaus Kobjoll GmbH Germany Prize Winner in Customer FocusFagor Electrodomesticos Spain FinalistMedicor Hungary FinalistTNT Express The Netherlands FinalistBegonaspi Ikastola Spain FinalistFundacion Novia Salcedo Spain FinalistKossuth Lajos Secondary Grammar School Hungary Finalist

2002   Back to topSpringfarm Architectural Mouldings Ltd United Kingdom Award WinnerDexia Sofaxis France Prize WinnerBosch Sanayi ve Ticaret AS Turkey Prize WinnerCustoms and Tax Region Aarhus Denmark Prize WinnerASLE, Workers Incorporated Companies Association Spain Prize WinnerMaxi Coco-Mat SA Greece Prize WinnerBanc International d'Andorra - Banca Mora Spain Prize WinnerOpel hungary Powertrain Ltd Hungary FinalistSchindler SA Spain FinalistSiemens Nederland N.V. The Netherlands FinalistSiemens AG PTD PA Germany FinalistRenault Engine Plant France FinalistDelifruits SA France FinalistMDG Metanifera di Gavirate SpA Italy FinalistEMAr After Sales Services Inc. Turkey FinalistNorbolsa S.V.B. SA Spain Finalist

2001   Back to topSt Mary's College Northern Ireland United Kingdom Award WinnerZahnarztpraxis Switzerland Award WinnerDHL Portugal Portugal Prize WinnerWestel Mobile Communications Hungary Prize WinnerSiemens Tele Industry SA Greece Prize WinnerMaxi Coco-Mat SA Greece Prize WinnerQMS AG Quality Management Services AG Germany Prize WinnerInfineon Technologies Germany FinalistOpel Hungary Powertrain Ltd Hungary FinalistOracle Support Services EMEA United Kingdom FinalistSchurter AG Electronic Components Switzerland FinalistSEB AG Germany FinalistSiemens Nederland The Netherlands FinalistGrundfos A/S Denmark FinalistSiemens AG A&D AS EWK Electronic Works Karlsruhe Germany FinalistCity Technology College, Kinghurst United Kingdom FinalistColumbian Tiszai Carbon Ltd Hungary FinalistDexia Sofaxis France FinalistEdinburgh International Conference Centre Ltd United Kingdom Finalist

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Hunziker & Co Switzerland FinalistSandora United Kingdom Finalist

2000   Back to topNokia Mobile Phones, Europe and Africa Finland Award WinnerInland Revenue, Accounts Office Cumbernauld United Kingdom Award WinnerBurton-Apta Refractory Manufacturing Ltd Hungary Award WinnerArçelik AS Turkey Prize WinnerEczacibasi Vitra Turkey Prize WinnerIrizar Spain Prize WinnerArbejdsformidlingen - Ringkoebing AMT Denmark Prize WinnerFoxdenton School and Integrated Nursery United Kingdom Prize WinnerWater Team Italy Prize WinnerZahnarztpraxis Switzerland Prize WinnerAvaya Ireland Ireland Prize WinnerBfG Bank Germany FinalistInfineon Technologies Germany FinalistOpel Hungary Manufacturing Ltd. Hungary FinalistOracle Support Services, EMEA United Kingdom FinalistWestel Mobile Telecommunications Hungary FinalistMarmara University - Faculty of Engineering Turkey FinalistTold Skat (Customs and Tax) Region Aarhus Denmark FinalistBrovary Road Building Department - 50 United Kingdom FinalistMaxi SA - Coco Mat Greece FinalistColumbian Tiszai Carbon Ltd Hungary FinalistDexia Sofaxis France FinalistEdinburgh International Conference Centre Ltd United Kingdom Finalist

1999   Back to topYellow Pages United Kingdom Award WinnerVolvo Cars Gent Belgium Award WinnerDiEU Denmark Award WinnerServitique Network Services France Award WinnerBT Communications Northern Ireland United Kingdom Prize WinnerElais Greece Prize WinnerSollac France Prize WinnerBanca International d'Andorra I Banca Mora Spain Prize WinnerBurton-Apta Refractory Manufacturing Ltd Hungary Prize WinnerAlstom Transporte SA - Systems Maintenance Spain FinalistBT Payphones United Kingdom FinalistEczacibasi Yapi Gerecleri San. Ve Tic. A.S. Turkey FinalistHoneywell Europe Belgium FinalistIrizar S. COOP. Spain FinalistJoh. Vaillant GmbH u. Co. Germany FinalistSiemens AG Power Generation Group Germany FinalistSiemens Semiconductors - Infineon Germany FinalistTEE - Türk Elektrik Endüstrisi A.S. Turkey FinalistRenault Motores Spain FinalistBrovary Road Building Department - 50 United Kingdom FinalistGovan Initiative Ltd United Kingdom FinalistMeierhofer Ltd Switzerland FinalistMod-Lang S.L. Spain FinalistWater Team SRL Italy FinalistBekaert-Stanwick Belgium FinalistEdinburgh International Conference Centre Ltd United Kingdom FinalistGanz-David Brown Transmissions Kft Hungary Finalist

1998   Back to topTNT Express United Kingdom Ltd United Kingdom Award Winner

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Landhotel Schindlerhof Germany Award WinnerBeko Ticaret Turkey Award WinnerBT Communication Northern Ireland United Kingdom Prize WinnerNETAS - Northern Electric Telekomunikasyon AS Turkey Prize WinnerSollac France Prize WinnerYellow Pages United Kingdom Prize WinnerAVE (RENFE Division) Spain Prize WinnerInland Revenue Cumbernauld United Kingdom Prize WinnerDiEU Denmark Prize WinnerArçelik AS Turkey FinalistGEC Alstom España Spain FinalistSiemens Power Generation Germany FinalistTelecom Italia PCTB/MI Italy FinalistFunderia Condals SA Spain FinalistHermes Softlab d.o.o. Slovenia FinalistBekaert Stanwick Belgium FinalistBurton-Apta Hungary FinalistDaramic SA France FinalistVallourec Composants Automobiles France Finalist

1997   Back to topSGS Thomson Microelectronics Italy Award WinnerBeksa Turkey Award WinnerBritish Telecom United Kingdom Prize WinnerNETAS - Northern Electric Telekomunikasyon AS Turkey Prize WinnerTNT Express United Kingdom Ltd United Kingdom Prize WinnerGasnala Spain Prize WinnerNational Westminster Life Assurance Ltd United Kingdom FinalistSollac France FinalistABB Semiconductors Switzerland FinalistD.D. Williamson Ireland Finalist

1996   Back to topBRISA Turkey Award WinnerBritish Telecom United Kingdom Prize WinnerNETAS - Northern Electric Telekomunikasyon AS Turkey Prize WinnerTNT Express United Kingdom Ltd United Kingdom Prize WinnerElais SA (Unilever Group) Greece FinalistNational Westminster Life Assurance Ltd United Kingdom FinalistUlster Carpet Mills Ltd United Kingdom Finalist

1995   Back to topTexas Instruments Europe France Award WinnerTNT Express United Kingdom Ltd United Kingdom Prize WinnerAlcatel Austria Austria FinalistBT Operator Services Directorate United Kingdom FinalistNETAS - Northern Electric Telekomünikasyon AS Turkey Finalist

1994   Back to topD2D (Design to Distribution) Ltd United Kingdom Award WinnerEricsson SA Sweden Prize WinnerIBM (SEMEA) EMEA Prize WinnerSCEMM France FinalistTexas Instruments Europe United Kingdom Finalist

1993   Back to topMilliken European Division Belgium Award WinnerICL Manufacturing Division United Kingdom Prize WinnerCablelettra SpA Italy FinalistVarian-Tem Ltd United Kingdom Finalist

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1992   Back to topRank Xerox United Kingdom Award WinnerBOC Limited, Special Gases United Kingdom Prize WinnerIndustrial del Unbierna SA - UBISA Spain Prize WinnerMilliken European Division Belgium Prize Winner

GET AN HOLISTIC VIEW OF YOUR ORGANISATION

The EFQM Excellence Model provides a generic framework, allowing any organisation, regardless of size or sector, to assess its current level of excellence. It will give you a holistic overview of your organisation. It can help you to:

1. Understand how effectively you are deploying your strategy.2. Identify the cause and effect relationships between the things you do and the results you achieve.3. Identify your current strengths and prioritise opportunities for improvement against your strategic goals.4. Identify opportunities for benchmarking; both in terms of things you can share and things you want to learn.5. Establish a baseline position so you can measure your progress over time.Organisations frequently focus only on the things they need to improve and don't recognise their strengths. Identifying what you are doing well is equally important, not only so you keep doing them but also so you can understand how these strengths can help address the improvement areas identified.

There a 2 ways to complete this assessment; internally (self-assessment) or externally (external assessment). Both are designed to help organisations identify their current strength and pin-point the areas where they need to improve their performance.

The basic Assessment cycle is the same, regardless of which tool is being used. In most cases, this is an annual cycle, although it is more important to synchronise the assessment cycle with the planning cycle.

The 7 steps are:

1. Engage the Management Team

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2. Plan the Assessment3. Train the participants4. Conduct the Assessment5. Agree priorities6. Develop Action Plans7. Monitor ProgressEFQM provides several different training courses and tools to support organisations conducting self-assessment, ranging from simple questionnaires to simulating an Award Assessment.

EFQM also trains assessors from our members, giving a pool of assessors who conduct the "peer to peer" external assessments. The teams are drawn from a variety of countries, cultures and backgrounds to maximise the learning opportunities for all.

EFQM AWARD ASSESSMENT

ONE OF THE MOST RIGOROUS ASSESSMENT

The EFQM Excellence Award is supported by one of the most rigorous assessments anywhere. The Assessor Teams spend an average of 300 hours on each applicant. During the process they will speak with anyone from the Chief Executive to front line staff. As an organisational learning experience, we feel it it unrivalled.

THE ASSESSOR TEAM

Our Assessors come from our Members. They all have real jobs and real experience. They are trained by EFQM to conduct a peer to peer assessment, using their combined professional experiences to provide practical and pragmatic feedback. We deliberately form assessor teams from a range of different sectors and backgrounds to maximise the learning and insights gained. The size of the Assessor Team varies depending on the size, scope and complexity of the applicant.

APPLYING FOR THE EFQM EXCELLENCE AWARD

The Award process follows an annual cycle. In January, the applicants must provide a written submission explaining their organisation. The Assessor Teams meet in Brussels in March or April to review the information provided and meet representatives from the applicant to ensure they have understood the scope and operating environment. Each team will then spend a week on-site with the applicant in June to complete the assessment.

The EFQM Jury, an independent body comprising of senior managers from leading organisations, meets in July to review all the applications and agree the level of recognition to be awarded. The Awards are then presented at the EFQM Forum in October.

ORGANISATIONAL LEARNING & DEVELOPMENT

Organisational learning happens throughout the process: Preparing the EFQM Management Document, which forms the written submission, brings people from across the organisation and the output provides a unique insight into the organisation.

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During the site visit, everyone involved in the interviews will be asked questions that make them think about what they do and why they do it from a new perspective. At the closing meeting the Assessors will provide the key learnings and conclusions.

Finally, after the Jury Meeting, the applicants receive the full feedback report, highlighting the strengths and opportunities to improve the Assessors have observed.

For more information, please contact us at info@efqm.org.

International Journal of Production EconomicsVolume 66, Issue 3, 20 July 2000, Pages 241–254

Self-assessment using the business excellence model: A study of practice and process

L Ritchie ,  B.G Dale

Managing Service Quality

ISSN: 0960-4529

Online from: 1991

Subject Area: Managing Quality

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Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach: a case study in the service sector

http://books.google.co.in/books?hl=en&lr=&id=hsd0jyy1q0cC&oi=fnd&pg=PP2&dq=business+excellence+models&ots=iEFekKHtXs&sig=pMwooRveupzXIfUpuSPfkYZ34eQ#v=onepage&q=business%20excellence%20models&f=false

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https://noppa.aalto.fi/noppa/kurssi/35e00500/materiaali/35E00500_efqm_eqa_sme_applicants.pdf

http://www.hkma.org.hk/qa/award.htm

  

 

The search for QUALITY has become the single most important force leading to organizational success and growth in both national and international markets in the new millennium. The organizations which will succeed are those that can maintain a dedication to Quality in each and every organizational function. 

The Quality Award was first launched in 1991 by The Hong Kong Management Association. With this annual Award, the Association seeks not just to reward, but also bring public recognition to those organizations that have achieved outstanding standards of quality and made a lasting commitment to the process of quality management.

MALCOLM BALDRIGE NATIONAL QUALITY AWARD 

The Malcolm Baldrige National Quality Award, named after the late Secretary of Commerce of the United States, was created by the US Congress in 1987. It is the highest level of national recognition for quality performance and practices that a US organization can receive. It is intended to spark interest and involvement in quality programmes, drive American products and services to higher levels of quality, and better equip organizations to meet the challenges of global competition. 

DEMING PRIZE

The Deming Prize was instituted in Japan in 1951 by a formal resolution of the JUSE (Union of Japanese Scientists and Engineers) Board of Directors in grateful recognition of Dr W Edward Deming's friendship and his achievements in promoting industrial quality control.

It has become customary in Japan for corporations intending to improve their performance in products or services to vie for the Deming Prize, not only for the prestige that goes with this honour but also to benefit from internal improvements that result from the implementation of total or company-wide quality control (TQC or CWQC) that is needed in order to qualify for the award. 

EUROPEAN QUALITY AWARD 

The European Quality Award was first presented in Europe in 1992 to honour the most successful exponent of Total Quality Management (TQM). To receive the Award, an applicant must demonstrate that its approach to TQM has contributed significantly over the past few years to satisfying the expectations of customers, employees and others with an interest in the company. 

   

 The purpose of the award is not just to reward commitment in an age of change, but also to bring public recognition to those organizations that have achieved outstanding standards of quality management. 

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1.

RECOGNITION & PUBLICITY

The Award Presentation Ceremony provides public recognition that the winners of the Award embody a strong commitment in their implementation of quality, continuous improvement, and customer satisfaction. Winners serve as role models for others in their quest for excellence and may make appropriate reference to their attainment of the award in their marketing effort. Winning the award further increases the morale of the organization and brings prestige to the organization in the community at large.

   2. FEEDBACK REPORT

 

This Award provides applicants with a golden opportunity to obtain consultation and advice from the most experienced and respected quality experts in Hong Kong. Shortlisted applicants will receive a detailed feedback report which provides a non-prescriptive description of strengths and areas for improvement based on the criteria. Valuable information is provided to help identify and implement improvements and lead to substantial performance improvements.

   3. INTERNAL ANALYSIS

 

The process of developing an application for the Award yields a number of positive benefits to the applicant. The data gathering and analysis needed to write the Final Written Submission help the applicant identify for itself where its strengths and areas for improvement are. The internal analysis and external feedback can be used together for strategic planning with a focus on process improvement for delivering customer value, improvement of asset utilization and greater productivity.

   

   

 

 · All information and documents supplied by Award entrants including entrant identities and commentaries developed during the review of entries are kept confidential and will be used only for the judging of the Award.

· All Judges and Examiners are required to declare in advance to the Award Secretariat any cases or situations which may create any apparent or potential conflict of interest. The Judge or Examiner in question would be barred from reviewing the entries concerned or handling in any manner the materials submitted by the award entrant involved.

  

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Total Quality ManagementVolume 10, Issue 8, 1999

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Business Excellence model for supply chain managementPreview Download full text

http://www.tandfonline.com/doi/abs/10.1080/0954412997127#.UyCYNT-SxRo

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DOI:

10.1080/0954412997127

Gopal K. Kanji & Alfred Wong 

pages 1147-1168

Publishing models and article dates explainedPublished online: 25 Aug 2010

Article Views: 130

http://www.tandfonline.com/doi/abs/10.1080/09544120050135515#.UyCYcz-SxRo

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Total Quality ManagementVolume 11, Issue 7, 2000

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Business excellence through customer satisfactionPreview Download full text

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DOI:

10.1080/09544120050135515

Gopal K. Kanjia & William Wallaceb 

pages 979-998

Publishing models and article dates explainedPublished online: 25 Aug 2010

Article Views: 191

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Fornell (1992, Journal of Marketing , 56, pp. 6-21) has developed a method of measuring customer satisfaction by using structural equation modelling. He introduces structural models that represent a conceptual network of processes that are aimed at satisfying the customer. Themodel output is in the form of index measure of customer satisfaction and components of the customer satisfaction process. More recently, Kanji (1998, Total Quality Management , 7, pp. 633-643) has developed the Business Excellence model using customer satisfaction as a critical success factor for the organization. Here, the model measures 14 interrelated latent variables that are based on the modified pyramid model of Kanji and Asher (Kanji, 1996). The model is based on well-established theories and approaches on business excellence criteria and draws on various currently used quality principles including customer satisfaction. In this paper, the authors have used a condensed version of Kanji's generic Business Excellence model to measure organization with the help of 10 interrelated latent variables. A typical example of the BusinessExcellence Index (BEI) for a group of companies is given using the present method. The authors believe that the BEI methodology given in this paper will help the organization to measure and compare different areas of its business both directly and over time. A high score of BEI achieved by this method will encourage the organization to apply for the Quality Award.

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Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model

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