Implementation of EFQM Excellence Model in Housing · PDF fileImplementation of EFQM...
Transcript of Implementation of EFQM Excellence Model in Housing · PDF fileImplementation of EFQM...
Implementation Implementation of EFQM of EFQM
Excellence Model Excellence Model in Housingin Housing
DepartmentDepartment
9 November 20129 November 2012
IrIr Dr Dr MckeyMckey HoHo
DCD Management Model
EFQM ModelEFQM Model
We started with the 2003 EFQM model in 20082008.
Evolution of EFQM in DCDEvolution of EFQM in DCD 2008
Introduction of EFQM ExModel in Development & Construction Division (DCD)
2009 RESULTS ENABLERS (Reverse approach)
2010 ENABLERS RESULTS (Traditional approach)
2011 Participated in APBEST Award based on EFQM
Excellence Model criteria
2012 ... Whats next ?
Why EFQM Why EFQM ExModelExModel??
The State of Quality in the UKThe State of Quality in the UK 30% org. adopting early quality philosophies
(TQM, zero-defects, integrated systems)
23% org. using other tool based approaches (QC, problem solving, risk-based approach)
22% org. based on recent quality philosophies (six-sigma, lean sigma)
12% org. using self-assessment auditing tools(EFQM model)(EFQM model)
All the above categories encompass a variety of initiatives, including the running of international standard ISO 9001 in parallel
Source: Quality World (October 2007)
Connections between Connections between ISO 9001:200ISO 9001:20088 and and EFQM ModelEFQM Model
QQCC vs.vs. QA QA vs.vs. TQMTQM & EFQM Model& EFQM Model
A Simple ReasonA Simple Reason
Evolution of quality management in DCD
The ApproachesThe Approaches
ApproachesApproaches
Hybrid or others6.
Very dependent on the skill in drawing up the questionnaire
A good method for getting widespread feedback
Questionnaire based on EFQM Model criteria for scoring.
Questionnaire5.
Over-simplified, low accuracy
Quick & simpleUse of an organization-specific achievement matrix based on the EFQM Model on a point scale of 1 to 10 or similar.
Matrix chart4.
Less accurateShorten time-scale for data collection
A management-led approach with data and evidence gathered during the workshop.
Workshop3.
Difficult in getting the right people
High accuracySimilar to the award simulation but with the trained assessors drawn from a business unit.
Peer involvement
2.
More time and resources required
High accuracyUsing a team of trained assessors drawn from the whole organization using the written report approach.
Award simulation
1.
DisadvantageAdvantageTypical processApproach
Which approach? Award simulation model is recommended for mature organizations with a higher invested effort. For organizations at the beginning of the excellence journey, less complex designs of the questionnaire and matrix chart approaches with a lower effort are suggested .
The Matrix Chart ApproachThe Matrix Chart Approach
The Matrix Chart Approach
The Matrix Chart Approach
The Matrix Chart Approach
The Matrix Chart Approach
Synopsis of differences between Synopsis of differences between AAwardward--LLikeike assessments and assessments and DDiagnosis iagnosis SSelfelf--
AAssessmentssessment
Figures that matterFigures that matter
Case study Case study Use of EFQM ModelUse of EFQM Model(Survey findings in the UK)(Survey findings in the UK)
Resource used: A 15%; B 3%; C 30%; D 6% of the organization staff involved in self-assessment and improvement teams. Most effective implementation of the EFQM Model: Case D
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Training for the EFQM Training for the EFQM ExModelExModel 20 senior management board members
received 1-day EFQM briefing
40 professional, technical & site staff received 2-day EFQM internal assessor training
7 professional staff received 3-day European Excellence Assessor training
Over 4% of works staff in DCD been trained
Visited two EFQM applied organizations in the UK: London Probation Office, CIMA HQ
Diagnostic Diagnostic self assessmentself assessment
Enablers Enablers ResultsResults
RESULTS RESULTS ENABLERSENABLERS
Enablers Results
COSTCOST
TIMETIME
RESULTS RESULTS ENABLERSENABLERS
RESOURCE 1 team on TIME 1 team on COST Each team 1 Chief + 20 members 20 members 3 sub-teams Each sub-team study 3 projects (recently
completed)
1 project good result 1 project just met target 1 project poor result
Took 4 months
RESULTS RESULTS ENABLERSENABLERS
1. Aspect critical issues affecting RESULT
2. Strength (+1 to +5) / AFI (-1 to -5) 3. Related EFQM ENABLER (criteria)4. Proposed APPROACH5. Proposed DEPLOYMENT6. Proposed ASSESSMENT & REVIEW
AwardAward--Like Like self assessmentself assessment
Enablers Enablers ResultsResults
C2
C1
C3
C4 C5
C7
C6
C8 C9
Enablers Enablers ResultsResults Full scale self assessment for the 32 EFQM sub-
criteria
RESOURCE 1 Facilitator 40 assessors in 5 groups Each group led by a EEA Half-day session per week Total 20 weeks
A 120 pages self assessment document was prepared
Preparation before startPreparation before start
RESULTS MeasurementRESULTS MeasurementCUSTOMER Results Perceptions: customer survey Performance Indicators: quality, reliabilityPEOPLE Results Perceptions: staff survey Performance Indicators: people turnover, no. of training
days, no. of sick leave, no. of grievance cases.SOCIETY Results Perceptions: society survey, external recognition Performance Indicators: environmental performance, no.
of community engagement activities, safety performanceKEY Results Key Strategic Outcomes: Financial, Performance vs
Budget, Effectiveness of Output. Key Performance Indicators: Balanced Scorecard
(financial, customer, internal business process, learning & growth), Project Management Performance (time, cost, quality), Reliability
ResultsResults--Strategy/Process LinkStrategy/Process Link
Performance focus RADAR, W-H approach, KPIs.
Customer Focus ISO 9001, 6, innovation.
People Focus 5S, OHSAS 18001, Investor in People (IiP).
Society Focus ISO 26000, ISO 14001, ISO 50001, community engagement.
StrategyStrategy--Process Link (policy delivery)Process Link (policy delivery)
Multi-dimensional matrix Level analysis
CC--1:1: LeadershipLeadershipMotivation & Motivation & EEncouragementncouragement
The Caring & Collaborative Culture
Business PartnersStakeholders
Staff Support and Recognition Visible Involvement
Seminars/Talks at National/Intl ArenaSeminars/Talks at Local Arena
CC--2:2: StrategyStrategyCustomer, Quality & SafetyCustomer, Quality & Safety
Vision, Mission, Guiding Principles and 4C Values
Balancing Social, Economical & Environmental Needs
Site Safety Strategy3-pronge approach
Business Plan DeploymentRegular updating and improve
Strategy Communication
CC--3:3: People MPeople ManagementanagementProfessionalism & Professionalism & CCommitmentommitment
Work-Life-Balance Staff Engagement
Tea gathering, grade management focus group meetings, works group consultative committee,
People-oriented goalJob rotation, career development, employability skills enhancement, mutual respect & creativity
Performance Management & Development System (PMDS)
Buddy Scheme, Staff Incentive Scheme, Extra Mile Award, Appreciation Letter, Caring@work training programme,
Empowerment
People that MatterPeople that Matter
Admin & Support
Professional
Technical
Site
Technical
Tea gatheringsGrade management focus group
meetings
Works Group Consultative Committee (meets at quarterly intervals)
Buddy SchemeNew recruitsNewly cross-posted staff from other divisions
Staff Incentive SchemeProject award (Grand award)Team awardIndividual staff award
Extra Mile AwardTeam awardIndividual staff award
We give letters of appreciation to staff.
We consult and engage staff if we launch new procurement mode and new systems.
. . . . . . . . .
CC--4: Partnership & Resources4: Partnership & ResourcesWinWin--WWin & Prudencein & Prudence Procurement System
Risk ManagementList ManagementPerformance Assessment Scoring System (PASS)
Project Partnering Disputes Resolution Advisor System ICT
PDA, Project e-Collaboration System, KM Portal, RFID, GIS, Building Information Modeling (BIM), Enterprise Resource Planning (ERP) system, .
Resource Sharing
ISO 9001 for quality management ISO 14001 for environmental management ISO 50001 for energy management PASS as a performance management and
training tool for main contractors, sub-contractors, and workers
Product certification for materials quality assurance
3-Pronge approach for health and safety Distributed R&D for process, technology
and material innovation.
CC--55:: Processes, Products & ServicesProcesses, Products & ServicesQuality & InnovationQuality & Innovation
CC--66: Customer Results: Customer ResultsQualityQuality--home & Greenhome & Green--livingliving
PerceptionsCustomer Satisfaction Index (through Survey)External Appreciation & Recognition
Performance IndicatorsNo. of Defects per Completed FlatNo. of Complaints per 1000 Flats
CC--77: People Results : People Results Talent & SatisfactionTalent