Expectations of a future-oriented management system
The latest version of the EFQM Excellence Model was introduced in 2013. Focusing on the essentials and strategic relevance are the key factors for successful application. In addition, it is important to close management control loops and to consistently apply the RADAR logic. Is that enough to be successful in the long term?
The SAQ Swiss Association for Quality welcomed a team of long-standing EFQM partners in Zurich in April. Good news for all Excellence users: From mid-2018, the model brochure will be available as a free download from www.saq.ch. At the same time, the EFQM partners took a first look at the contents of the 2020 model, which will be presented at the EFQM Forum in autumn 2019.
Comprehensibility and industry proximity - voice of the customer instead of view of the assessors
How does the model find the language of the company or the proximity to the employees? Especially in small and medium-sized enterprises, a broad-based application of the model is a recurring issue. In many companies, elements such as the maturity of the management system and performance indicators represent a linguistic hurdle to communicating the model and the cause-and-effect principle of the Excellence approach to employees. In the upcoming revision of the model, demands and "wishes" for the path to business excellence and thus for the contents of the model from the SAQ member network as well as from other national partners of the EFQM will be taken into account or obtained.
Corporate development needs to look ahead
Digitization, context of the organization: The challenges in corporate development are continuously increasing. In addition to product requirements, companies are increasingly required to demonstrate the efficiency and effectiveness of their processes. Whether customer satisfaction measurement, data security or competence development - the excellence approach helps to identify areas for action and to set the course for the future. Comparison with the "best" (benchmarking) and active dialogue with internal and stakeholder groups to identify the needs of tomorrow.
Human factors are gaining in importance
In disseminating the model, the SAQ is increasingly focusing on the motivation of the teams and the connectivity of the model with the existing management system. The focus of the excellence activities remains on the development of the organisation (making progress visible), the network idea (learning from each other) and the various methods of an EFQM self-assessment. In addition, SAQ offers all official EFQM training products again this year.
