Knowledge Base

  • Metsa - People

    EFQM
    17 November 2015

    Metsa - Finland

    2015 EFQM Excellence Award Finalist

    The values – reliability, cooperation, renewal and responsible profitability – create a common foundation for employees, regardless of their work. The values guide decision-making at MF at all levels, indicating how we work with one another and external stakeholders. Everything we do is guided by the continuous improvement and development of operations. The target is for all MF employees to consider, as a natural part of their work, how they or their team could do their work even better. Discover the People Enabler Map of Metsa's Management Document.

  • WDH - Results

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Customer Results, People Results, Society Results and Business Results directly from WDH's Management Document...

  • WDH - Processes, Products & Services

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    We have various processes, products and services reflecting the complex nature of our business. These are designed and delivered for our main customers, our tenants who rent our properties. We work with many partners and stakeholders to offer a wider range to meet the needs and aspirations of the wider community. Tenants are involved in every aspect of our operation, ranging from a place on the Board, working groups, tenant inspections, feedback from surveys, challenge events and consultation events. Discover the Processes, Products & Services Enabler Map of WDH's Management Document.

  • WDH - Partnerships & Resources

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Partner and stakeholder joint working is ensured through direct relationships at all levels and all employees are encouraged to act as community and business champions. Our biennial stakeholder survey obtains feedback on how they perceive us and where we can improve. Our partners are contractual and non-contractual. In many cases our contractual partnerships have value added stipulations, for example our home improvement partners. ​Discover the Partnerships & Resources Enabler Map of WDH's Management Document.

  • WDH - People

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Our most valuable assets are our people. We ensure they are always up to date with the latest skills and training for their roles and invest in better technology for them to use. This has helped to deliver an improvement in employee satisfaction from 61% in 2005/2006 to 84% in 2013/2014. We have an open culture where everyone is given the opportunity to voice opinions and put forward innovative ideas. ​Discover the People Enabler Map of WDH's Management Document.

  • WDH - Strategy

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    WDH systematically engage with all key stakeholders through a range of mechanisms, including regular surveys, stakeholder events, their Employee Council, Local Services Board (LSB), ‘Kevin’s Blog’ (CX update) and through less structured channels such as social media, summer roadshows, employee days, and regular networking with key partners. Their VFM Strategy considers VFM performance from four perspectives including the ‘community perspective’ recognising the impact they have on society and they use the information they gather to inform their strategic planning process. Discover the Strategy Enabler Map of WDH's Management Document.

  • WDH - Leadership

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Social housing is a very political sector of the UK economy. A number of significant changes to direct housing provision and indirect changes through the benefits system have and are coming into force. Our tenants and stakeholders are made aware of challenges we face through regular contact and we work with them on joint solutions for the benefit of our communities. Discover the Leadership Enabler Map of WDH's Management Document.

  • WDH - Key Information

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    WDH is the 5th single largest Large Scale Voluntary Transfer organisation and in the top 20 social housing landlords overall in the UK. They manage and repair more than 43,000 properties including homes for rent, leasehold and shared ownership properties, increasing service coverage to over 15,500 sq km of northern England.  They have come a long way as a business in adopting the EFQM Model as our corporate improvement tool.   Read here the Key Information section of their submission document to the 2015 EFQM Excellence Award.

  • Rehaklinik - Key Information

    EFQM
    21 September 2015

    Rehaklinik (CHNP) - Luxembourg

    EFQM Recognised for Excellence 4-Star 2015

    The psychiatric Rehaklinik is one of three independently organised entities of the CHNP. The aim of a temporary clinical rehabilitation in the Rehaklinik is to improve the social, cognitive and psychological resources of patients, in order to enable an appropriate (re)integration into society. Read here the Key Information section of their submission document to Recognised for Excellence.

  • Performing at high level…

    EFQM
    20 August 2015
    All
    All

    We all have the ambition to achieve great things. This year again, several members of the Excellence Community showed during the EFQM Good Practice Competition that we are all able to make their ambition a reality. We also remind you of the Nominees of the EFQM Excellence Awards 2015, wo will share their specific expertise and good practices during our annual Forum in Brussels next October 22-23.

     

  • Acknowledging Success

    EFQM
    20 July 2015
    All
    All

    Announcing the Nominees of the 2015 edition of the EFQM Excellence Awards... The process was significantly improved this year with the objective to deliver a more valuable experience to all stakeholders, with a focus on applicants. You will also read about the deployment of Excellence in the education sector in Serbia.

  • EFQM and Lean

    EFQM
    14 July 2015

    Let's get them to work together...

    What is the relationship between Operational Excellence and Business Excellence? Between Lean and the EFQM Model?

  • Finding a catalyst for change

    EFQM
    14 July 2015

    ISO and the Excellence Model run in parallel, an impossible challenge? Don’t be so sure...

    We often receive questions about the implementation of ISO and the EFQM Model within the same organisation. How can you do it? What does it take? Is it even possible? There is no perfect answer but an example of a successful implementation should help ease any doubt about the possibility to work in parallel with both approaches. Rob Jackson, from Ricoh UK, will share with us his experience of the subject.

  • Achieving and sustaining Excellence in Public Services

    EFQM
    26 June 2015

    Excellence in Government Services adopting EFQM Model

    Today, citizens (customers) have access to a wide array of products and services delivered consistently with a high level of service from the private sector, and they expect a similar level of service from the government. As seen below, citizens have many expectations when it comes to government services.

  • Achieving & Sustaining Excellence

    EFQM
    20 June 2015
    All
    All

    Achieving and sustaining Excellence in Public Services, the Good Practice Visit at Bosch Blaichach on "Global Manufacturing & Industry 4.0", and the opening of the two new EFQM offices away from our Brussels base, i.e. in Italy and the Middle East.

  • Benchmarking Guidelines

    EFQM
    22 April 2015
    All
    All

    Where does benchmarking fit in the EFQM Model?

    The concept of benchmarking is embedded in the Concepts and Criteria of the EFQM Excellence Model but is most visible in the RADAR. It’s quite possible that if your organisation is going to do something completely new, benchmarking could be included in part of the planning and development of an approach you’re developing to support this activity. However, it’s generally more common that we’re trying to improve an existing approach. If we look at the RADAR attributes in more detail, it’s easier to see where benchmarking comes into play.

  • Nurturing Excellence

    EFQM
    20 April 2015
    All
    All

    Your opportunity to learn about the deployment of excellence in the supply chain, with a practical example in the aerospace sector in Ireland. Also, in line with our motto Share what works, we propose a zoom on benchmarking which we hope will motivate you to further open your organisation to the outside in an effort to learn.

  • Adapting to Change

    EFQM
    20 March 2015
    All
    All

    The EFQM Excellence Award process is starting. This year, 16 applicants and 102 assessors came to Brussels to meet as teams and be briefed on a well-oiled process. It will lead to recognising the most mature organisations and highlighting good practices which will be shared at the EFQM Forum in October. In this edition of our newsletter, you will also read from two member companies about sustainability strategy deployment and corporate transformation through people and leadership.

  • Excellence is the only way towards a successful future

    EFQM
    18 March 2015

    BMW Group Plant Regensburg

    2014 EFQM Excellence Prize Winner in Managing with Agility

    For the continuing success of Plant Regensburg it is most important that the plant stays competitive. The key enablers to success have been put down in the plant’s target scenario for the year 2020. This target scenario contains the plant’s vision: “We inspire customers – in series”, which refers to the importance of the customer and, specifically, the equal importance of every customer.

  • Volume and Variant Flexibility

    EFQM
    18 March 2015

    BMW Group Plant Regensburg

    2014 EFQM Excellence Prize Winner in Managing with Agility

    It is of key importance for a production plant to be flexible with respect to volume and to the production of different variants. BMW Group Plant Regensburg is able to produce nine different variants (vehicle types) on one line, which makes it the benchmark among competitors.

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