Back to the roots

You have been CEO of Schurter AG for 4 years. How do you experience business excellence today?

Since I joined Schurter AG 9 years ago, I was very familiar with the topic of Business Excellence. As a globally active company, the electronics industry is changing rapidly, and it is important to ensure that the topic of Business Excellence retains its place in the company.

Looking back: How did you really become aware of the importance of the EFQM model?

Thanks to EFQM, we were able to make the right decisions extremely quickly because we had a good overview of the enablers on the one hand and could keep the results under control on the other. This meant that we were always able to define measures and forecast the corresponding prospects of success, i.e. results. The connection between cause and effect was given at all times.

What is your personal recipe for success?

Those are my personal five "M's."

• Become noticeable in the system ("doer")
• Bring a large portion of self-propulsion ("Engine")
• The ability to motivate oneself again and again ("Motivate")
• Let yourself also be taught ("Mentor")
• Always be authentic ("Muller")

What do you see as the main challenge in the Business Excellence Model?

Visitors ask me about it again and again: Where do you find the time for this huge effort? The difficulty lies in the balancing act between effort and benefit. You see, at the end of the day, you can't drill a hole with a blunt object. Business Excellence allows you to always have a drill with a sharpened bit at hand. In addition, the activities related to Business Excellence are supported across the full breadth of the key people in the company.

You are currently working on the corporate strategy for the next 5 years. How important is business excellence in this context?

The EFQM model is anchored in the Schurter Group. The corresponding control questions are asked during the strategy development process to ensure that all stakeholders are taken into account in the strategy. It goes without saying that Business Excellence and the EFQM model are also anchored in the new strategy and a further roll-out in the Group is being sought.

In your view, what is critical about the EFQM model?

The EFQM model is a perfect model for any size of company. However, it is tempting to perfect oneself internally to the utmost, and in the process the external view, i.e. the customer, can be pushed into the background. This has been further improved with the formulation adjustments to the basic concepts of Excellence 2013.

Is applying for the 2014 award an issue for you?

We are applying for the Esprix Award 2014. We conduct an annual internal assessment and evaluate all criteria. Personally, I have the impression that this assessment is a bit too generous. The results will reveal the truth. However, this is only of secondary importance to me. The focus is on the detailed analysis by a team of experts and the ruthless uncovering of potential for improvement. This is our drive to become even better.

Then you don't want to win the Esprix Award 2014 at all?

Of course we would like to win the Esprix Award 2014 again after 2002. This would be an excellent record of achievement for all employees of Schurter AG. After all, they are the key to a successful company.

Where do you see further potential in the company?

Our market presence must be improved so that the customer is aware of the full range of competencies of the Schurter Group and we can benefit from the cross-selling potential. The topic of business excellence will be brought to the fore again with our participation in the 2014 Award. Due to the market changes in the last 3 years, this was not always fully noticeable.

What do you recommend to companies participating in ESPRIX for the first time?

Basically, I don't think there is a difference between companies that are participating for the first time and companies that have already participated several times. The topic of business excellence must be internalized in the company and supported by the top management. My recommendation:

1. Business excellence is a way of life and cannot be played.
2. Consistent implementation of improvement measures and review of their effectiveness. 
3. Business excellence is not a punishment; do it with joy and heart.

How is business excellence communicated to the workforce?

Business Excellence is not taught to our employees, it is lived out. New employees receive a detailed induction plan and an in-depth introduction to the world of business excellence.

Schurter likes to be perceived as a model company in terms of business excellence. How do you deal with this?

My predecessor Anton Lauber introduced the business excellence culture to the company and played a key role in shaping it. I see it as my duty to maintain this culture. This is a commitment to the EFQM model. Of course, the external perception does not always coincide with the internal view. That is why I attach great importance to explicitly pointing out when recruiting new specialists that we are also exposed to the harsh winds of competition.

What is the difference to a company that does not work with the EFQM model?

I am often confronted with this question. There is a simple answer: we measure what we do, we derive measures from this as to how we can become even better, and we measure the effectiveness of the measures again. We follow this philosophy consistently and continuously. In addition, all stakeholders, including social responsibility, are taken into account.

What role do the employees play?

They are the key to success, shape our corporate culture in everyday life and are motivated to internalise it on the occasion of the culture workshops. In this context, I am enormously proud that we have achieved 3rd and 2nd place in the Swiss Employer Award for the last three years. This is also a sign of our employees' confidence in the company.

What is behind this strong commitment?

There are various aspects behind such a success story. From my point of view, the great continuity in top management plays a key role. In addition, the employees receive a great deal of first-hand information, i.e. directly from me, the CEO. Another key element is that, as CEO, I know all the people and talk to them regularly. In this way, in addition to current vacation plans and family stories, I also learn about personal concerns as well as perceived weaknesses that can be easily eliminated.

Imagine you were to win the Esprix Award. What would you do?

I am happy to thank all of you and to tackle the potential for improvement.

How will Business Excellence accompany you in the future?

We will continue to follow the model in the future and strengthen the global expansion to our Group companies. Schurter AG will continue to pursue the best practice philosophy in the coming years. So, you see, we are not running out of work regarding excellent organization anytime soon.