Business Excellence Model
The Business Excellence Model is a framework that helps organizations achieve and sustain high levels of performance by focusing on leadership, strategy, people, partnerships, resources, processes, and customer results. It provides a structured approach for organizations to assess and improve their overall performance and drive continuous improvement.
7 Key excerpts on "Business Excellence Model"
eBook - ePubAchieving Sustainable Business Excellence
The Role of Human Capital
- Flevy Lasrado, Vijay Pereira(Authors)
- 2018(Publication Date)
- Palgrave Macmillan(Publisher)
...We define BE and analyse its underlying principles, present an overview of global BE models (BEMs) and identify the common themes within them, and provide best practice examples of the ways in which high-performing organisations have implemented various excellence principles. Introduction to Business Excellence Simply put, excellence means taking steps to ensure that the techniques and strategies that work today will be implemented in an even better and wiser way tomorrow. In an organisational context, excellence manifests itself through leaders and the management, who are dedicated to the continuous improvement of their organisation’s key processes, working conditions, morale, and general organisational culture. While a ‘good’ organisation uses sustainability, innovation, diversity, and risk management to provide product and process quality, a truly excellent organisation goes above and beyond by satisfying its customers, employees, and any other stakeholders while at the same time presenting a clear vision for achieving the same or greater outcomes in the future. Mann et al. (2011) described excellent organisations as those that strive to be not only ahead in their profits, but also outstanding in everything they do by implementing ‘improvement programs, initiatives and quality tools’ (p. 10) to develop and strengthen management practices and organisational processes, thereby improving their overall performance and creating value for their stakeholders. More precisely, the idea behind BE is that quality should not be focused only on the products and services produced by the organisation; it should be the fundamental value of the organisation’s management strategy (Evans 2008). BE is therefore a philosophy of management or management approach that emphasises the importance of transformation in business processes and of striving for continuous improvement within an organisation to yield superior performance...
eBook - ePubBuilding Sustainable Competitive Advantage
Through Executive Enterprise Leadership
- Dhirendra Kumar(Author)
- 2016(Publication Date)
- Routledge(Publisher)
...1 Enterprise Excellence Model The Enterprise Excellence (EE) philosophy is a holistic approach for leading an enterprise to total excellence by focusing on the needs of the customer whether within the state, the nation, or the world while building sustainable competitive advantage. As global competition is increasing, anything less than EE is not enough. Many US companies have already started setting up their pursuit of excellence under the executive leadership to meet the Asian threats (Japanese, Chinese, Koreans, etc.). They are also preparing for increased competition from the Economic Community (Shore, 1990). Shore is identifying three key elements in building sustainable competitive advantage to achieve the EE: • complete customer satisfaction; • minimum cycle time; • minimum resources consumed. This is achieved by changing the way the business is run, i.e., business transformation is a necessity and not a luxury. The central constructs of the theory are value, work processes, decision-making, and social networks (Zhongyuan et al., 2011). Value is a measure of the extent to which an enterprise provides a market that the consumers in this market want. Increasing variations of offerings from what consumers want results in decreasing value. Value can also accrue from providing customers an offering they did not expect, e.g., Apple’s iPhone. This leads to innovation whereby the market changes its desires. Market innovators are usually not transformers; their innovations cause the other players in the market to have to transform. Thus, for example, Macy’s innovated in the retail marketplace; JC Penny was thereby forced to transform. Other companies have been driven to pursue excellence through visionary executive enterprise leadership. This includes activities such as strategic visioning, innovating products, core competency and strategic marketing. Hence, look at excellence from a different perspective...
eBook - ePubTotal Quality Management and Operational Excellence
Text with Cases
- John S. Oakland, Robert J. Oakland, Michael A. Turner(Authors)
- 2020(Publication Date)
- Routledge(Publisher)
...However, as the authors of this book prefer the model described in Figure 2.4 for use as a platform for self-assessment (see Chapter 8), we will continue using this framework. Figure 2.5 The EFQM Excellence Model 2019 Through usage and research, the Baldrige and EFQM Excellence models have continued to grow in stature since their inception. They were recognized as descriptive holistic business models, rather than just quality models and mutated into frameworks for (Business) Excellence. The NIST and EFQM have worked together well over recent years to learn from each other’s experience in administering awards and supporting programmes and from organizations that have used their frameworks ‘in anger.’ The EFQM publications on the Excellence Model capture much of this learning and provide a framework that organizations can use to follow ten steps: Set direction through leadership Establish the results they want to achieve Establish and drive the strategy Set up and manage appropriately their approach to processes, people, partnerships and resources Deploy the approaches to ensure achievement of the strategies and thereby the results Assess the ‘business’ performance, in terms of customers, their own people and society results Assess the achievements of key performance results Review performance for strengths and areas for improvement Innovate to deliver performance improvements Learn more about the effects of the enablers on the results The four Ps and three Cs of TQM – a model for TQM We have seen in Chapter 1 how processes are the key to delivering quality of products and services to customers...
eBook - ePubThe Essential Management Toolbox
Tools, Models and Notes for Managers and Consultants
- Simon Burtonshaw-Gunn(Author)
- 2009(Publication Date)
- Wiley(Publisher)
...Colin Coulson-Thomas, Kogan Page, 1996. STAGES IN BENCHMARKING Comparing an organization’s performance by benchmarking with others has grown in popularity over the last 10 years and often follows these five stages: EFQM EXCELLENCE MODEL The EFQM Excellence Model is based on nine criteria: ‘Enablers’ which cover what an organization does and ‘Results’ what an organization achieves. The two sets are interlinked as the ‘Results’ are caused by ‘Enablers’ and feedback from ‘Results’ suggests areas for improvement of the ‘Enablers’ through innovation and organizational learning. In looking at the two groups the Business Excellence Model is constructed on the premise that excellent results (People, Customers and Society leading to delivery of a businesses Key performance results) are achieved by Leadership and its relationship with Policy and Strategy, People, and Partnerships and Resources. The fundamental concepts which underpin the EFQM Excellence Model are: • Results that delight all the organization’s stakeholders. • Customer focus in creating sustainable customer value. • Strategic leadership with a clear shared vision. • Process management through a set of interdependent and inter-related systems, and processes. • People development and involvement to maximize employee contribution through continuous learning, development and involvement to create innovation and improvement opportunities. • Partnership with development and long-term involvement of value-adding partnerships. • Social responsibility where the organization’s operation is in harmony with its surroundings and meets their stakeholders’ expectations. EFQM Excellence Model © reproduced with kind permission of EFQM (www.efqm.org)...
eBook - ePubConstruction Quality Management
Principles and Practice
- Tim Howarth, David Greenwood(Authors)
- 2017(Publication Date)
- Routledge(Publisher)
...It was developed between 1989 and 1991 by practitioners to bring together the various models for Total Quality Management (TQM) deployment. European organisations were experiencing difficulties in the implementation of TQM principles and hence attaining the following benefits of TQM application in practice: the production of a higher quality product/service through the systematic consideration of clients’ requirements; a reduction in the overall process/time and costs via the minimisation of potential causes of errors and corrective actions; increased efficiency and effectiveness of all personnel with activities focused on customer satisfaction; and improvement in information flow between all participants through team building and proactive management strategies. The Excellence Model was designed to be: Simple [easy to understand and use]; holistic [in covering all aspects of an organisation’s activities and results, yet not being unduly prescriptive]; dynamic [in providing a live management tool which supports improvement and looks to the future]; flexible [being readily applicable to different types of organisations and to units within those organisations]; innovative. (European Foundation for Quality Management 1999b) The EFQM Excellence Model has been used extensively and beneficially in manufacturing, construction, banking and finance, education, management and consultancy. Companies apply the EFQM Excellence Model, as the pursuit of business excellence through TQM is a decisive factor in enabling competitiveness in today’s global market place. EFQM is a non-profit making organisation providing various networking, benchmarking and training events to help members keep up with the latest trends in business management and research in TQM. It launched the European Quality Award in 1991 to stimulate interest and it is awarded to those who have given ‘exceptional attention’ to TQM. The British Quality Foundation is the UK sponsor of the EFQM Excellence Model...
eBook - ePub- Richard Barrett(Author)
- 2006(Publication Date)
- Routledge(Publisher)
...The model is applied and monitored through self-assessment and can be administered internally. Qualified external facilitators can also be called on to validate the self-assessment. The framework can be applied to any type or size of organization, at any stage of maturity, and to any size unit: the whole organization, a department, or a team. Tens of thousands of organizations, large and small, private sector, and not-for-profit across Europe, use the EFQM framework of good management practice for self-evaluation. The EFQM Excellence Model The basic framework of the EFQM excellence model, shown in Figure 14–1, consists of eight fundamental concepts: ■ Leadership and constancy of purpose ■ People development and involvement ■ Partnership development ■ Management by processes and facts ■ Customer focus including client collaboration and the measurement of customer satisfaction ■ Society focus—corporate social responsibility and sustainable development ■ Results orientation—key performance outcomes and indicators Figure 14–1 The European Foundation for Quality Management Excellence model The model incorporates a continuous learning feedback loop that promotes innovation and continuous improvement. The basic principle of the EFQM excellence model is that there are many approaches to achieving sustainable excellence but that in general: Excellence Results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, People, Partnerships and Resources, and Processes. (EFQM) The application of the EFQM excellence model (http://www.efqm.org/) consists of answering a series of questions that focus on each of the enablers, each of the results, and the continuous learning and innovation feedback loop shown in Figure 14–1...
- Su Mi Dahlgaard-Park(Author)
- 2015(Publication Date)
- SAGE Publications, Inc(Publisher)
...Many studies and reports have shown bothinternal and external performance improvements using these models, andin a number of cases, organizations have structured their business andreporting systems based on quality management and excellence models. The pace of environmental and market change, including the 2009 globalrecession, has led to increasing demands for larger scale improvementsrather than incrementalism and extrapolation of existing performance,which have been obtained from quality management applications. Here,increasing competition due to increased technological development,globalization, and the recent recession has led to a need for change andimprovement at a level beyond that of incrementalism. This need forlarger scale change has in some cases become quasi-continuous ratherthan being enacted once every few years. For example, in the telecom andmobile technology sectors, large-scale change must occur within a smallnumber of months to maintain competitiveness and achieve businessgrowth. These demands have led to the adoption of a more criticalapproach to quality management capability in delivering such change,with an increased differentiation between quality management andinnovation models, practices, and methods. Thus, a number oforganizations that have established quality management programs arequestioning whether they can ratchet up their continuous improvementefforts under the aegis of quality management to achieve step changes inline with innovation to meet the market challenges...
