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EFQM Excellence Model 2013

Referenz:300028

The Excellence Model 2013 is built on the following fundamental concepts:

 

 

Adding Value for Customers

Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.

 

Creating a Sustainable Future

Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch.

 

Developing Organisational Capability

Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.

 

Harnessing Creativity & Innovation

Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders.

 

Leading with Vision, Inspiration & Integrity

Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.

 

Managing with Agility

Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.
 

Succeeding through the Talent of People

Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.

 

Sustaining Outstanding Results

Excellent organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders, within the context of their operating environment.

 

 

The core of the Excellence Model is the RADAR Logic. It consists of four  elements:

Results

Approach

Deployment

Assessment and Refinement

 

RADAR Logic Requirements for an Organization

  • Definition of Results towards which the organization strives with its policies and strategy processes 
  • Planning and formulating Approaches to attain the Results 
  • Systematic Deployment of the Approach  
  • Assessment and Refinement of the Approach and its Deployment

 

Self-Assessment is a comprehensive, periodic and systematic review of the activities and outcomes of an organization. This evaluation is carried out by employees in cross-functional teams and allows the organization to clearly identify its strengths and improvement potential.

It enables

  • Examination of vision, policies, values and strategies
  • Identification of strengths and improvement potential in all issues of an organization
  • Prioritization of areas of improvement
  • Establishing structural pre-requisites for an effective benchmarking
  • Ensuring continuous development towards Excellence

 

A self-assessment is like a comprehensive photograph of a company's Excellence and, ultimately, leads to structured planning of improvement measures whose progress is monitored through repeated self-assessments.

 

The self-assessment shows

  • How does our organization work?
  • How good is it?
  • How good is it compared to others?
  • How good can it or must it be?
  • What must it change, improve, further develop?
  • Where and how can one most effectively start?

 

Organizations in Europe recognize the significance and advantages of the self-assessment process as a strategic management instrument and they deploy it selectively in order to involve employees and to balance the interests of stakeholders.

As a possible way of Self Assessment we recommend the Quick Scan developed by AFQM.

The results-oriented approach of the Excellence Model ensures that organizations take into account the relevant goals of all stakeholders. Visionary leadership roles and dedication to improvement based on an objective status quo evaluation can secure permanent progress. The criteria catalog's universal validity allows a direct comparison between organizations and enables substantiated benchmarking. Excellence maximizes staff members' contributions through a sense of personal responsibility and through continuous education.
The reliable transfer of knowledge on all levels. Holistic perspectives as the key to success.

The general applicability of the criteria catalogue makes it internationally relevant. The exact structure of the criteria and the awarding of points in the evaluation process for national quality awards or for self-assessments enables a direct comparison between organizations. Both the complete and singular outcomes of the criteria allow comparisons between international organizations in similar or different sectors, enabling benchmarking with an international scope.

EFQM is committed to the upgrading of the model: it keeps the model up to date with the input of thousands of organizations within and outside of Europe. This guarantees that the model retains its dynamic character and works with the latest insights in management.

 

Competitive edge confirmed by an international study

"The higher efficiency of organisations putting their stakes on the EFQM Model is significant."

It pays off to deal with the internal business processes consistently and on a long-term basis and to work at improvements in a well-aimed manner as is impressively proved by the study of the Centre of Quality Excellence at the University of Leicester,” says Konrad Scheiber, General Manager of Quality Austria GmbH. “In this study, 120 companies that are listed on the stock exchange and whose maturity is documented by quality awards have been analysed for a period of 11 years and compared to a comparison group of similar companies,” says Dr. Louise Boulter, author of the study “ORGANISATIONAL EXCELLENCE STRATEGIES & IMPROVED FINANCIAL PERFORMANCE”.

Professor Tony Bendell summarises the results, “Two years after winning the first National Quality Award, the award winning companies already outperform the comparison companies by 24% for share value.” According to Professor Tony Bendell, the difference in the share value even amounts to 36% after three years. Professor Bendell, “Even the sales volume is already 8% higher in the first year after the award.” According to Professor Tony Bendell, this growth in sales will grow to an average of 76% in but five years. The cost structure of the bearers of the quality awards also is much better. As DI Dr. Franz Peter Walder, CEO of AFQM, puts it, “However, the advantages yielded to the award winners do not only apply to companies listed on the stock exchange and global players. Excellent performance can also be achieved by small and medium-sized enterprises and non-profit organisations.”

Inquiry

If you are interested in system certification, we will be pleased to contact you. Please complete the inquiry form below. An employee will deal with your concern as soon as possible.

 

As for information given on the phone, our Customer Service Center will be pleased to be at your disposal at (+43 732) 34 23 22.

 

 
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Contacts

Ms. Michaela Drascher, MA

Operations Management Business Excellence (EFQM)

Ms. Nicole Mayer, MSc

Business Development Business Excellence (EFQM)