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The EFQM Excellence Model
All organisations, regardless of sector, size, structure
or maturity, need to be successful to establish an appropriate
management framework. To help with this, the EFQM Excellence
Model was introduced at the beginning of 1992 as the
framework for assessing organisations for the European
Quality Award. It is now the most widely used organisational
framework in Europe an big parts of other continents
and it has become the basis for the majority of national
and regional Quality Awards.
The EFQM Excellence Model is a practical tool that can
be used in a number of different ways:
- As a tool for Self-Assessment
- As a way to Benchmark with other
organisations
- As a guide to identify areas for Improvement
- As the basis for a common Vocabulary
and a way of thinking
- As a Structure for the organisation's
management system
The EFQM Excellence Model is a non-prescriptive framework
based on 9 criteria. Five of these are 'Enablers' and
four are 'Results'. The 'Enabler' criteria cover what
an organisation does. The 'Results' criteria cover what
an organisation achieves. 'Results' are caused by 'Enablers'
and 'Enablers' are improved using feedback from 'Results'.
The Model, which recognises there are many approaches
to achieving sustainable excellence in all aspects of
performance, is based on the premise that:
Excellent results with respect to Performance, Customers,
People and Society are achieved through Leadership driving
Policy and Strategy, that is delivered through People,
Partnerships and Resources, and Processes.
The EFQM Model is presented in diagram form below. The
arrows emphasise the dynamic nature of the Model. They
show innovation and learning helping to improve enablers
that in turn lead to improved results.
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Model content and structure
The Model's 9 boxes represent the criteria against which
to assess an organisation's progress towards Excellence.
Each of the nine criteria has a definition, which explains
the high level meaning of that criterion.
To develop the high level meaning further each criterion
is supported by a number of criterion parts. Criterion
parts pose a number of questions that should be considered
in the course of an assessment.
Finally, below each criterion part are guidance points.
Use of these guidance points is not mandatory nor are
the lists exhaustive but are intended to further exemplify
the meaning of the criterion part.
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 Leadership |
| Excellent
Leaders develop and facilitate the achievement of the
mission and vision. They develop organisational values
and systems required for sustainable success and implement
these via their actions and behaviours. During periods
of change they retain a constancy of purpose. Where
required, such leaders are able to change direction
of the organisation and inspire others to follow. |
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| Policy
And Strategy |
| Excellent
organisations implement their mission and vision by
developing a stakeholder focused strategy that takes
account of the market and sector in which it operates.
Policies, plans, objectives and processes are developed
and deployed to deliver strategy. |
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| People |
| Excellent
organisations manage, develop and release the full potential
of their people at an individual, team-based and organisational
level. They promote fairness and equality and involve
and empower their people. They care for, communicate,
reward and recognise, in a way that motivates staff
and builds commitment to using their skills and knowledge
for the benefit of the organisation. |
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| Partnerships
And Resources |
| Excellent
organisations plan to manage external partnerships,
suppliers and internal resources in order to support
policy and strategy and the effective operation of processes.
During planning and whilst managing partnerships and
resources, they balance the current and future needs
of the organisation, the community, and the environment.
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| Processes |
| Excellent
organisations design, manage and improve processes in
order to fully satisfy, and generate increasing value
for, customers and other stakeholders. |
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| Customer
Results |
| Excellent
organisations comprehensively measure and achieve outstanding
results with respect to their customers. |
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| People
Results |
| Excellent
organisations comprehensively measure and achieve outstanding
results with respect to their people. |
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| Society
Results |
| Excellent
organisations comprehensively measure and achieve outstanding
results with respect to society. |
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| Key
Performance Results |
| Excellent
organisations comprehensively measure and achieve outstanding
results with respect to the key element of their policy
and strategy. |
The fundamental concepts have been developed by the
European Foundation for Quality Management and the Excellence
Model is exclusive property of the EFQM.  |
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