The EFQM (European Foundation for quality management) is a nonprofit organization. The EFQM was created 1988 by 14 European enterprises. Initial members were Bosch, British Telecom, bulletin computer, Ciba-Geigy, Dassault, Electrolux, Fiat, KLM, Olivetti, Philips, Renault, Sulzer and Volkswagen.

The EFQM has about 800 member enterprises (conditions: January 2003). Roughly world-wide more than 10,000 enterprises work more or less closely according to the principles of the EFQM. Vinod Singhal proved with a study, which extends over one period of 10 years, that enterprises develop economically better (stock exchange courses, conversions, profits, Mitarbieterzahlen, etc.), if her according to enterprise models such as EFQM, Malcolm Baldrige or Deming to work.

The EFQM model for Business Excellence is an enterprise model that an holistic view on organizations is to make possible. It was developed as answer of Europe to the Malcolm Baldrige highly estimated in the USA national quality Award and the Japanese Deming price of the EFQM.

The simple model covers the three columns:

• Humans
• Processes
• Results

(Humans work in processes/expirations and gain results, which benefit again humans)

The extended system differentiates between 9 criteria, which are divided for und4 result criteria (results) again in 5 enabling he criteria (enablers):

1. Guidance,
2. Politics and strategy,
3. Coworker orientation,
4. Partnerships & resources
5. Processes

1. Coworker-referred results
2. Related to customers results
3. Society-referred results
4. Important results of the organization

Information about future trends is to be read off and/or compiled by the permanent view of all processes. The EFQM model is a tool, assistance for the structure and the continuous advancement of a comprehensive management system gives. It is to help, own strengths, to recognize weaknesses and Verbesserungspotenziale and align the enterprise strategy to it.

The model on 8 columns, that the following principles are based:

Customer orientation

One understood, what customers are to expect, because finally them it, who decide on the quality of the services and products. Customer to inspire and their loyalty win, is a distinguished task.

Partnership with suppliers

Confidence and appropriate integration coin/shape the relationship to the suppliers. They support the enterprise with its activity for the well-being of the customers. They and the enterprise have on a long-term basis either both a profit or them to lose together.

Coworker development and - participation

The entire Potenzial of the coworkers set free by a confidence culture, common values and extended authority. Communication and co-operation take place on broad front and via further training are supported.

Processes & facts

Processes are understood and constantly improved. They have a responsible person of the ensuring carry that its process is processed smoothly and efficiently. Each coworker is to be brought in requested its contribution that the processes are controlled. The management is based on numbers, data and facts. (Second Channel of German Television)

Constant improvement and innovations

Continuous improvement is the principle. Original, creative starting points are promoted. Benchmarking is used, in order to get itself suggestions with the best ones. Learns is the basic condition, in order to be able to become better.

Leading and goal consequence

Leads to exzellenten achievements is a professional activity. High-level personnel coins/shapes the Unternehmenskultur and carries a special responsibility for the coworker satisfaction and for the The behavior of the coworkers agrees with the values of the organization and the policy and strategy.

Social responsibility

Social requirements, laws and regulations are fulfilled. The organization and its coworkers behave ethicalally perfectly. Advancement of the EFQM Model in the direction of lastingness among other things by the association Future registered association, with current (2005) Diskusionsforen among other things in Nuremberg and Regensburg.

Result orientation

On a long-term basis only exzellente results can be achieved, if the interests of all involved ones in a balanced and fair relationship are considered. An important element of the model is the self evaluation. There maximally 1000 points are attainable in the following nine categories. 500 points are in the five and 500 points are attainable in the four result criteria.

The process of the self evaluation offers the advantage that a critical analysis takes place within the own organization and the evaluation can serve due to facts in place of subjective perceptions as basis for improvements.

The EFQM model forms also the basis for the assignment of the European quality price.

Literature

• Brochure "„the EFQM model for Excellence "“German version, 2003, EFQM Brussels Representative Office

Avenue of the 15; B-1200 Brussels, Belgium Tel: 0032-27753511, fax: 0032-27791237, E-Mail: orders@efqm.org

• Sign farmhand, R.: (1992) Totally quality management: Conception and State OF the kind, Frankfurt/New York
• Swan, R. and Kohlhaas, G.: (2002) Quality management in advisory boards. Beltz publishing house Weinheim. 128 sides. ISBN 3407320272
• MQ - Management and quality/the magazine for integrated management systems, expenditure Germany, organ of CERT, Media GmbH, Cologne, ISSN 1862-2623
• Wenk, Thomas (2006): Performance Measurement of systems and their employment as management system, Aachen, 2006. ISBN 3-8322-4901-x (S. 58ff.)
• Hartmut F. Binner: On the way to the maximum performance - management manual for the EFQM Modellumsetzung; Hanser technical book 2006; ISBN 3-446-40481-3
• Klaus J. Zink: TQM as integratives management concept - the EFQM Excellence model and its conversion; Hanser technical book 2004; ISBN 3-446-22719-9

Health service

• Konstanzer writings to the hospital economy, given change by Paul Swertz: (2002) TQM and organisationales learning in the hospital. Hartung Gorre publishing house Konstanz. 200 sides. ISBN 3896497685 (investigation of the suitability of the EFQM model for Excellence for application in (psychiatric) the hospital)
• Konstanzer writings to the hospital economy, given change by Paul Swertz: (1999) Comprehensive quality management in the stationary psychiatry. Hartung Gorre publishing house Konstanz. 200 sides. ISBN 3896497685

See also

DIN EN ISO 9000, KTQ, QEP, EPA

Related links

• European Foundation for quality management
• German EFQM center
• Conception of the national and country-specific quality prices in short form
• EFQM as concept for systematic enterprise development - comparison with the organizational development beginning
• On-line operational readiness level of the technical periodical MQ - management and quality, among other things with free square meter news type character

Articles in category "EFQM"

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Related Websites

We found here 4 related websites.

• Discover EFQM
  Learn about EFQM's Mission, Vision, and History. ... EFQM, a not for profit membership foundation, is the primary source for organisations in Europe looking ...


• EFQM > Home
  EFQM, a not for profit membership foundation, is the primary source for ... Founded in 1989 by the CEOs of prominent European businesses, EFQM is now the ...


• EFQM Excellence Model Overview
  What is the Model Why does it exist Overall structure description.


• Training
  In its committment to help organisations improve, EFQM has created a ... EFQM offers these internationally renowned training programs to help you make the ...