TECHNOLOGY MANAGEMENT PROJECT
PROCESS IMPROVEMENT BUSINESS EXCELLENCE MODELS (EFQM and MBNQA)
ELİF ÖZKAN
INDEX 1. ABSTRACT 2. INTRODUCTION 3.
METHODOLOGY 3.1. EFQM EXCELLENCE MODEL 3.2. MALCOLM BALDRIGE BALDRIGE NATIONAL QUALITY QUALITY AWARD 3.3. COMPARISON of EFQM and and BALDRIGE EXCELLENCE EXCELLENCE SYSTEMS
4. APPLICATION (ECZACIBAŞI CASE) 5.
SUMMARY
6. REFERENCES
1. A B S T R A C T Nowadays, quality award models, such as the Malcolm Baldrige National Quality Award (MBNQA) and the European Foundation for Quality Management (EFQM) Excellence Model, are used as a process improvement method by a large number of organizations. The purpose of this project is to analyze the extent of EFQM and Malcolm Baldrige Excellence models. Excellence Models of national or international quality awards is acknowledged as a powerful tool for controlling an organization‘s continuous improvement process. It supports an in-depth analysis of strengths and areas for improvement and provides a rational approach to organization development. The underlying models are designed in a way they can be applied to different kinds of organizations. They rely on the idea that, in the long run, an organization will only perform excellently when it succeeds in balancing the needs of all stakeholders. Long-term success requires customer satisfaction and loyalty, which in turn is based on employee satisfaction etc. Thus the focus shifts from mere product to corporate quality - summarized in the vision of Excellence.
By implementing regular self-assessment, an organization can establish a permanent learning cycle. It systematically determines strengths and areas for improvement, deduces and prioritizes definite measures and builds up continuous development and improvement. Progress is systematically monitored in a reassessment, leading again to further improvement activities. Thus, self-assessment is a powerful tool to direct an organization‘s way to Business Excellence. First developments on this subject can be seen in Japan‘s Deming Prize wh ich was introduced as early as in 1951! It becomes even clearer in the set of criteria for the Malcolm Baldrige National Quality Award issued for the first time in 1987. Even Australia – mostly disregarded when looking at recent developments in management sciences – has a quality award since 1988. In Europe, Total Quality Management (TQM) and Excellence gained some ground in 1992 when EFQM – European Foundation for Quality Management was founded. Since then, the vision has constantly spread. In the meantime, most European countries have established their own national quality awards.
2. INTRODUCTION
Given the complexities of today‘s interconnected world, isolated efforts are no longer effective.Excellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders. Business excellence is the systematic use of quality management principles and tools in business management, with the goal of improving performance based on the principles of customer focus, stakeholder value, and process management.
Key practices in business excellence applied across functional areas in an enterprise include continuous and breakthrough improvement, preventative management and management by facts. European Foundation for Quality Management (EFQM) described business excellence as[1];
"Outstanding practices in managing the organization and achieving results, all based on a set of eight fundamental concepts."
These concepts are; "results orientation, customer focus, leadership and constancy of purpose, management by processes and facts, people development and involvement, continuous learning, innovation and improvement; partnership development, and public responsibility."
In general, business excellence models have been developed by national bodies as a basis for award programmes. For most of these bodies, the awards themselves are secondary in importance to the wide-spread take up of the concepts of business excellence, which ultimately lead to improved national economic performance. By far the majority of organisations that use these models do so for self-assessment, by which they can identify improvement opportunities, areas of strength, and use the model as a framework for future organisational development. Users of the EFQM Excellence Model ,for instance, do so for the following purposes:
EFQM Excellence Model- purposes of use
When used as a basis for an organisation's improvement culture, the business excellence ‗criteria‘ within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment the 'criteria' can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement. Organisations across the world are using these models as a basis for continuous performance improvement. In the US nearly two million copies of the Malcolm Baldrige
Model have been distributed since the award‘s launch in 1988, and this does not include
copies that are available in books, state and local award programs, or those downloaded from the web. In Europe alone the European Foundation for Quality Management believes that at least 30,000 organisations are using the EFQM model. The EFQM‘s figure was b ased on the number of EFQM members, the members of its national partners, and those organisations that they know are utilising the model in their business. Of course there are no rules on how an organisation may use the models,
some use them continually to self-assess, as the driver of continuous improvement some use only the results sections as a basis for designing and managing a performance measurement system some use the resulting scores from an assessment against the model to benchmark against other like-minded organisations, allowing an easy method of identifying organisations that can potentially be learned from some base the whole culture of the organisation around the concepts
3. METHODOLOGY 3.1. EFQM EXCELLENCE MODEL
EFQM is a non‐profit foundation, based in Brussels and was formed in 1988 by a group of leading European organisations mentioned below who are the custodians of the EFQM Excellence Model. Together with European partners, there are 30,000 member organisations.
Supported by the European Commission in the European Quality Promotion Policy, the founding members created the EFQM Excellence Model[1]:
• • •
To stimulate and, where necessary, to assist management in adopting and applying the principles of organisational excellence To improve the competitiveness of European Industry To close the gap of competitiveness between Europe and US/Japan
EFQM is a non-prescriptive assessment framework that can be used to gain a holistic overview of any organisation regardless of size, sector or maturity. Typical benefits of using the EFQM Excellence Model include:
To achieve sustainable success, EFQM provides guidance through a set of three integrated components:
•
The Fundamental Concepts of Excellence: The underlying principles which are the essential foundation of achieving sustainable excellence for any organisation.
•
The EFQM Excellence Model: A framework to help organisations to convert the Fundamental Concepts and RADAR thinking into practice.
•
RADAR logic: A simple but powerful tool for driving systematic improvement in all areas of the organisation.
The Fundamental Concepts of Excellence
The Fundamental Concepts of Excellence are the underlying principles of the EFQM Excellence Model which are the essential foundation of achieving Sustainable Excellence for any organisation.
Achieving Balanced Results: Excellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them. Adding Value for Customers: Excellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations.
Leading with Vision, Inspiration & Integrity: Excellent organisations have leaders who shape the future and make it happen, acting as role models for its Values and ethics. Managing by Processes: Excellent organisations are managed through structured and strategically aligned processes using fact-based decision making to create balanced and sustained results.
Succeeding through People: Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals. Nurturing Creativity & Innovation: Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.
Building Partnerships: Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental Organisations (NGO). Taking Responsibility for a Sustainable Future: Excellent organisations embed within their culture an ethical mindset, clear Values and the highest standards of organisational behaviour, all of which enable them to strive for economic, social and ecological sustainability.
The EFQM Excellence Model
In its simplest form, the EFQM Excellence Model is a 9 box "Cause and Effect" diagram. There are 5 'enablers' and 4 'results'. The 'enabler' criteria cover what an organization does. The 'results' criteria cover what an organization achieves. To improve the results it achieves, the organization must improve what it does.
Enabler Criteria (1)
Leadership Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation. Policy & Strategy
Excellent organisations implement their mission and vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. People Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation. Partnerships & Resources Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes. Processes, Products & Services Excellent organisations design, manage and improve their processes, products and services to generate increasing value for customers and other stakeholders.
Results Criteria (1)
Customer Results Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers. People Results Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their people. Society Results Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their societal and ecological strategy and related policies, based on the needs and expectations of the relevant external stakeholders. Key Results Excellent organisations develop and agree a set of key financial and non ‐financial results to determine the successful deployment of their strategy, based on the needs and expectations of their key stakeholders.
RADAR
The heart of the Model is known as RADAR. RADAR consists of four elements: Results Approach Deployment Assessment&Review
It is RADAR that gives weight to the model in terms of being built on a strong evidence base. For the results criterion, RADAR provides the framework to look at what an organisation has actually achieved across the balanced set of indicators. It requires a demonstration of positive trends and/or sustained performance for 3 or more years; assesses whether targets are appropriate and whether they have been met, how performance compares with others, and whether the scope of the results actually addresses relevant areas. For the enabling criteria, the framework covers what an organisation plans to do and the reasons for it. They are scored against whether the approach used is sound, having a clear rationale, being well defined and has a clear focus on stakeholder need. It must also be integrated, supporting policy and strategy and linked to other approaches where appropriate. It also scores the deployment of each approach . To assess whether the approach is implemented in all relevant areas in a systematic way. The final aspect of RADAR concentrates on whether an organisation does actually assess and review both the approach and the deployment of the approach, with regular measurement demonstrated and improvements made. The individual scores are then weighted. The weightings are attribute to what are viewed as the most significant aspects of the model. These weightings were derived at the time the model was formed and so are based on a broad range of experience and wealth of information from across the world. The weighting of the criterion are shown below:
Excellence Pathways
Depending on the size, sector, level of maturity and ambitions, various programs can be developed to meet the needs of the organization. An example of one of these "Excellence Pathways" is shown below.
EFQM Excellence Award winners 2008[1]
Bosch Sanayi ve Ticaret A.Ş. – Bursa Diesel Systems Plant in Turkey has won the EFQM Excellence Award in the category of large scope, private industry. RBTR ‐Bu is an important part of the Bosch production network exporting more than 95% of their output and is a major competency centre for diesel injection systems within Bosch. A successful organization, highly responsive to customer needs with a robust approach to improvement with the involvement of all employees, the Robert Bosch Bursa Diesels Systems Plant is now a two ‐time winner of the EFQM Excellence Award; a clear role model exemplifying the ethos of business excellence. Council for the Curriculum, Examinations and Assessment has won the EFQM Excellence Award in the category of small & medium scope, public sector. CCEA, reporting to the Northern Ireland Department of Education, is an impressive example of performance turnaround in the public sector – enabled by their belief and engagement in Excellence principles and practices. They are a role model in the development of 21st century education and knowledge in Europe. Bursagaz, the biggest private gas distribution company in Turkey, has won the EFQM Excellence Award in the category of small & medium scope, private industry. The Expert Panel highlighted the seamless integration of the organization's strategy and process management, with the consequent positive effect on performance results. Bursagaz represents a successful example of public sector transition to private industry.
EFQM Prize winners 2008[1]
Eskişehir Maternity and Child Illnesses Hospital was founded in 1948 in the
central town of Eskişehir. It provides maternity and children‘s illnesses services in the environs of Eskişehir as a special branch hospital. It has 350 actual bed capacities. The quality policy is to offer services to the customers beyond their expectations in the field of maternity and child illnesses and to improve the service quality level by supporting their employees with continuous training and motivation activities.
GAIKER, located in the Bizkaia Technology Park, Zamudio (Spain), has been a Technology Centre since 1985 as an Association, and forms part of the Basque Innovation and Technology Network known as ―Innobasque‖. Its objective is to provide support to the Basque industry through technology uptake and applied research and through the development and transfer of industrial technologies and technical solutions to its clients (financed by private contracts).
3.2.
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
In the mid-1980s, U.S. leaders realized that American companies needed to focus on quality in order to compete in an ever-expanding, demanding global market. Then-Secretary of Commerce Malcolm Baldrige was an advocate of quality management as a key to U.S. prosperity and sustainability. After he died in a rodeo accident in July 1987, Congress named the Award in recognition of his contributions. The goal of the Malcolm Baldrige National Quality Improvement Act of 1987 was to enhance the competitiveness of U.S. businesses. Its scope has since been expanded to health care and education organizations (in 1999) and to nonprofit/government organizations (in 2005).Congress created the Award Program to[9];
identify and recognize role-model businesses
establish criteria for evaluating improvement efforts
disseminate and share best practices
The Baldrige criteria have always been nonprescriptive, supposedly. In other words, the criteria do not provide a checklist or prescription indicating how to run an organization. However, in the early days, the criteria did require or prescribe a quality program that included a mission statement, quality values, quality plans, quality training, quality teams, and quality results. In 1995, the authors of the Baldrige criteria removed the word ―quality‖ from all parts of the criteria and replaced it with ―performance.‖ This was much more than a simple word change — the entire focus of the Baldrige Award changed. The old focus was on defectfree products/services and satisfied customers. The focus for the last five years has been on balancing all aspects of organizational performance, including profitability, safety, growth, market share, employee morale, innovation, and a variety of other factors. The new focus has caused the criteria to get much tougher than they were in the early days. I have heard executives from several companies that won Baldrige Awards in the first few years say they could not come close today to earning the 750+ points generally needed to win. The Baldrige Criteria for Performance Excellence provide a systems perspective for understanding performance management. They reflect validated, leading-edge management practices against which an organization can measure itself. With their acceptance nationally and internationally as the model for performance excellence, the Criteria represent a common language for communication among organizations for sharing best practices. The Criteria are also the basis for the Malcolm Baldrige National Quality Award process. This framework is used as the basis for over 70 other national Business Excellence/Quality awards around the world.
The model consists of seven categories: 1. 2. 3. 4. 5.
Leadership Strategic Planning Customer & Market Focus Measurement, Analysis & Knowledge Management Workforce Focus
6. Process Management 7. Business Results Established by Congress in 1987 for manufacturers, service businesses and small businesses, the Baldrige Award was designed to raise awareness of quality management and recognize U.S. companies that have implemented successful quality-management systems. The education and healthcare categories were added in 1999. A government and nonprofit category was added in 2007. The Baldrige Award is named after the late Secretary of Commerce Malcolm Baldrige, a proponent of quality management. The U.S. Commerce Department's National Institute of Standards and Technology manages the award and ASQ administers it.
Baldrige Criteria for Performance Excellence Framework
This diagram mentioned above is called the ―Baldrige Burger‖ by many because it resembles a hamburger. Parts of it make sense, and parts of it are confusing. There is one box for each of the seven Baldrige categories, which makes sense. Box number 4 is stretched out to become the bottom bun, I assume to illustrate how information and analysis are critical to the other six categories. The problem I have with the Baldrige Burger is that leadership is the first box, rather than the customer. Leaders have been known to lead their organizations off a cliff by not being attuned to the marketplace. The Baldrige model is customer driven, not leadership driven. The customer is the first box, not the leadership. Leaders need to review market research to decide on company mission, vision, and other factors. The second problem with the Baldrige Burger involves the top bun. The words in the top bun read Organizational Profile: Environment, Relationships, and Challenges. One could put Category 2 as the top bun, since strategic planning cuts across all other categories the same way information and analysis does. However, that would leave a lopsided burger with only three boxes as the
―meat‖ in the middle.
The Baldrige criteria are made up of seven Categories, which are further divided into 18 Examination Items and 32 Areas to Address. While each of the seven Categories is
evaluated separately, there are relationships (or ―linkages‖) between the seven and they function together as a system.
Baldrige Criteria as a system
The Baldrige Criteria are built upon the following set of interrelated Core Values and Concepts: 1. Visionary Leadership: Every effective organization starts with a visionary leader. Herb Keleher of Southwest Airlines, Jack Welch of General Electric, Steve Jobs of Apple, Bill Gates of Microsoft, and other respected CEOs have clear visions of what they want their organizations to become, and they manage to translate that vision into strategy. Many organizations today lack a clear vision and end up with a strategy cluttered with such buzzwords and phrases as world-class, value-added, and customerfocused. These jargon-laden visions often indicate a management team that has not figured out where they want the organization to be in the future. A vision should be clear enough for employees to understand, and it should inspire them to want to help the organization achieve it. The values of an organization that define its culture are also linked to the values of the CEO and other senior executives. Everyone watches the behaviors and decisions of the executives to learn what is considered appropriate and inappropriate behavior in the organization. 2. Strategic planning: The strategic planning category examines how the organization sets strategic direction, and how it determines key planning requirements. The deployment of planning requirements to all organizational units through the
performance management system is also considered. There are two items in this section: strategy development, and strategy deployment. 3. Customer and market focus: The customer and market focus category examines the
organization‘s systems for learning about customer and market requirements, expectations and preferences, and for building and maintaining customer relationships. The key factors that drive marketplace competitiveness need to be clearly understood.
Also examined are the organization‘s methods to determine the factors that lead to customer acquisition, satisfaction, loyalty and retention, and business expansion. There are two criteria items in this category: customer and market knowledge, and customer relationship and satisfaction. 4. Measurement, analysis, and knowledge management: The measurement, analysis and knowledge management category examines how the organization selects, gathers, analyses, manages and improves its performance data, information and knowledge assets. The category has two criteria items: measurement and analysis of organizational performance, and information management. 5. Human resource focus: The human resource focus category examines how the
organization‘s work systems, employee learning and motivation enable employees to develop their full potential in support of the or ganization‘s overall objectives and action plans. The organization‘s efforts to build and maintain an environment for performance excellence conducive to full participation and personal and organizational growth are also examined. There are a total of three criteria items in this section: Work systems, employee learning and motivation, and employee wellbeing and satisfaction. 6. Process management: The process management category examines the key elements of process management, including key product, service and business processes for creating customer and organizational value, and key support processes. The category examines how all work units, including research and development units and suppliers, contribute to the overall quality and operational performance requirements. There are two criteria items in this section: value creation processes, and support processes. 7. Business/organizational performance results: Category 7 deals with results. All results items are concerned with trends and current performance of key organizational measures, together with the performance of competitors and relevant benchmarks. The
business results category examines the organization‘s performance and improvement trends in six key business areas: customer-focused results, product and service results, financial and market results, human resource results, organizational effectiveness results, and governance and social responsibility results.
The weighting of the criterion is mentioned below:
Baldrige categories and items
3.3.
COMPARISON of EFQM and BALDRIGE EXCELLENCE SYSTEMS
The European Quality Award is the European equivalent of the Baldrige Award. The European Award took the Baldrige Award as a starting point, and refined it so that it had a similar but unique focus on the adoption of total quality as a business improvement vehicle. This development led to an approach that at the time was more business orientated than that of the Baldrige Award. However, in recent years both models have evolved, and both now have a high degree of business orientation.
4. APPLICATION (ECZACIBAŞI CASE)
Eczacıbaşı Vitra A.Ş. is one of the prize winners of the European Quality Award in the category for Large Businesses and Business Units in the year 2000. In this section
Eczacıbaşı‘s Process Management applications is going to be presented. History of Eczacıbaşı Vitra
The first VitrA workshop was small, its eight-man workforce. In 1942, Dr. Nejat
Eczacıbaşı Ceramic Factory had just been launched to a running start in Kartal, Istanbul, to alleviate some of the shortages choking the import starved country. A production plant came on line in 1958 in response to surging demand. The brand name VitrA was adopted in 1966, and it gradually grew to represent a full range of sanitary
products from a series of sister companies. The Eczacıbaşı Group‘s first ceramic factory in Bozüyük of what would later grow into the Bozüyük mega complex began production in 1977. This was followed by a brassware plant in 1979, tiles and acrylic bathtub factories in 1991, and a bathroom furniture plant in 1992.
The Eczacıbaşı Buildin g Products Division made its first export shipment to Germany in the early 80s, setting the course for a journey that would transform VitrA i nto a global brand. In 1999, the Division established a tile plant in Ireland – its first manufacturing plant abroad – to better serve this market. More recent investments in Germany have
advanced further the Division‘s global strategy. In early 2006, the Division purchased Engers, a major player in the German wall tile market. In March of the following year, the Division acquired a 51% share and full management control of the highly prestigious Villeroy&Boch tile operation. And in 2008, while celebrating the fiftieth anniversary of the VitrA brand, the Division acquired Burgbad of Germany, the European leader of the luxury bathroom furniture market.
Quality certificates of Eczacıbaşı can be seen below:
Eczacıbaşı has began the TQM journey at the beginning of 1990‘s and got the TUSIAD-KALDER Quality Award. In 1999 Eczacıbaşı was the Prize Winner of EFQM. In 1996 as a result of self-assesment, in order to become lean and reduce non value added activities a Process Management Committee was established. General Manager and all of the other managers are the member of this committee. This committee is responsible for establishing and systematic managing of the Process Management System . There are 2 types of process in Vitra:
Business Processes:
Support Processes:
In the organization also “Key Process” and “Critical Process” are defined. In addition, all of the processes in the firm are defined in 3 categories: Upper, main and sub processes. Upper and main processes are defined as ―Key Process‖. The processes that have the greatest impact on the company‘s success and have hi gher development requirement are
defined as ―Critical Process‖. For example ―Production‖ is an upper process, ―Production Planning‖ is a main process under this upper process, ―Order Management‖ is a sub -process under this main process. In Vitra there are 9 processes and the distribution is like that:
Business Processes: Product Development, Production (Ceramic), Procustion (Complementary Product), Supply Management, Sales and Marketing. Support Processes: Human Resources Management, Financial Resources Management, Information Resources Management and Quality Managemenet
In the system, the owners of the key processes are determined by Process Management Committee and sub-process owners are determined by main process owners. Generally upper process owners are selected from department managers, main and subprocess owners are selected from managers, chiefs and specialists. The responsibilities of upper process owners are:
Process diagrams
Process flow diagrams
Determining process customers and suppliers
Tracking and improving performance parameters Main and sub-process owners are responsible for carrying out the activities of the
process.
In Eczacıbaşı Vitra processes are documentarised by 3 standard form. These are:
Process diagram
Process flow diagram
Performance parameters definition and tracking form
Process diagram includes suppliers and customers of the process, performance parameters and process steps. Process flow diagrams are schematic expressions of these process steps. The activities in this schema are applied according to the system procedures and instructions. Performance parameters definition and tracking form helps the formal monthly revisions of processes by process owners.
Process Management Committee determines performance parameters for every upper processes; main process performance parameters with main and upper process owners; subprocess parameters with main and sub-process owners. The goals of upper processes that are set by these parameters also compose the goals of the company. The method that is used to determine the parameters are also used for setting the goals. Determining and Prioritization of Process Improvement Opportunities
First the processes‘ effect on the company‘s goals and development needs are identified. The processes that the company should focus are determined by the 2 factors mentioned below:
The processes that have a higher effect on the company‘s goals
The processes that require more development.
In Effect Matrix method; the key processes effect on the company‘s goals are evaluated in 5 scales by a matrix that is developed by Process Management Committee. In
this system 5 means that the process is very related with company‘s goals, and 1 means that the process is irrelevant. In Development Need Matrix, the difference between the actual level of the process
parameters and the next year‘s target level is determined by this matrix. The difference between the target and actual performance is determined by every processes‘s Process Success Scorecard. In this method by 14 scales processes parameter targets and realizations are compared and the difference between the process success point and target point is determined. If the difference is between 0- 350 points then the process‘s development need is ―1‖ and it is between 1051-1400 then the development need is ―4‖.
When the development need is ―1‖ then this process is in need of improvement and requires a reengineering (big improvement), if it is ―4‖ this process is a sample case and requires little improvements. To prioritization of development needs Decision Matrix is used. In this matrix all of
the processes‘ development needs and the effects on the company‘s goals are mentioned. With the help of this matrix the processes that have the higher total effect and the development need are set as Critical Process and resources are transferred to these processes for improvements.
With these a pplications in Eczacıbaşı Vitra;
Matrix organization structure exists in processes that are performed by more than one department. There are defined and standard meeting reporting systems for interaction and relation management.
Focus group meetings are done in process improvement priority processes.
Strategic planning is taken and managed as a process.
Process Management Applications’ Advantages in Eczacıbaşı Vitra
Process Management System makes the actions lean and helps to reduce the non value added activities. In accordance with the process structure this system exposes organization‘s change needs. Over time it enables the transition to supply chain oriented organization instead of classic and functional organizational structure. By the continuous revision of processes the improvement opportunities are determined. In addition to direct to the use of new technologies, Process Management System encourages the methods like: Statistical Process Control, Quality Function Deployment, TPM and 6 Sigma. The harmony between the process targets and company goals helps all of the employee to see their contribution to the company success.
5. RESULTS
The various models of excellence are built onbroa dly similar core values, and differ mainly in the lower-level detail rather than in the higher-level construct. The award processes also share many common features, and the award self-assessment processes have stimulated the practice of selfassessment in both private and public sectors. Frameworks such as the Baldrige Model and the EFQM Excellence Model have had a profound effect on the development continous improvement. The EFQM Excellence Model covers many areas that
are detailed in the Baldrige ‗Criteria for Performance Excellence‘ guidelines. The Baldrige criteria guidelines are generally more detailed, offer more guidance, and sometimes take a more rigorous approach. The award-type process, as used in the European Quality Award and Malcolm Baldrige National Quality Award, probably produces one of the most objective statements of an organization‘s current position, and provides a major learning opportunity for the team compiling the data and the assessor team. The considerable resources required to produce the detailed position statement, or submission document, can be managed by the adoption of hybrid approaches and the use of criterion champions to collect data on individual criteria. However, other approaches can also provide valuable organizational insights with less resource demands.
6. REFERENCES
[1] www.efqm.org [2] http://www.bpir.com [3] http://www.saeto.com/efqm.htm [4] http://www.lindsay-sherwin.co.uk/improvement_guide/html_home/efqm.htm [5] Neves, J. and Nakhai, B. (1994). The evolution of the Baldrige Award. Quality Progress, [6] NIST (2003). Baldrige Award criteria framework – a systems perspective. 2003 Award Criteria Booklet . Gaithesburg: National Institute of Standards and Technology. [7] http://www.mevzuatdergisi.com/2005/03a/01.htm [8] www.baldrige.com [9] www.baldrige.nist.gov [10] Bou-Llusar , Escrig-Tena, Roca-Puig, Beltra´ n- Martı´n. An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model, 2008. [11] en.wikipedia.org/wiki/ EFQM [12] www.kalder.org [13] www.12manage.com/methods_ efqm.html [14] http://www.baldrige21.com [15] http://www.omeryanmaz.com/kaliteodul.htm [16] http://en.wikipedia.org/wiki/Malcolm_Baldrige_National_Quality_Award
