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50 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s A p p r o a c h e s t o Q u a l i t y 51
II. People VII. People
management satisfaction
90 pts (9%) 90 pts (9%)
I. Leadership III. Policy and V. Processes VI. Customer IX. Business
100 pts (10%) strategy 140 pts (14%) satisfaction results
80 pts (8%) 200 pts (20%) 150 pts (15%)
VIII. Impact on
IV. Resources society
90 pts (9%)
60 pts (6%)
Enablers 500 points (50%) Results 500 points (50%)
Figure 3.3 EFQM application assessment and scoring.
Society are achieved through Leadership. Excellent Business Results are
the result of excellent performance in the preceding areas.
A summary of the criteria are provided below (Wendel, 1996).
Enabler Criteria (How results are being achieved)
• Leadership. How the executive team and all other managers inspire,
drive, and reflect total quality (TQ) as the organization’s funda-
mental process for continuous improvement.
• Policy and strategy. How the organization’s policy and strategy
reflect the concept of TQ and how the principles of TQ are used in
formulation, deployment, review, and improvement of policy and
strategy.
• People management. How the organization releases the full potential
of its people to continuously improve its business.
• Resources. How the organization’s resources are effectively deployed
in support of policy and strategy.
• Processes. How processes are identified, reviewed, and, if necessary,
revised to ensure continuous improvement.
Results Criteria (What the organization has achieved and is achieving)
• Customer satisfaction. What the organization is achieving in relation
to the satisfaction of its external customers.
• People satisfaction. What the organization is achieving in relation to
the satisfac-tion of its people.
• Impact on society What the organization is achieving in satisfying
the expectations of the community at large. This includes percep-
tions of the organization’s approach to quality of life and the
environment.
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