1. ORGANISATIONAL EXCELLENCE
AN APPROACH TO
ORGANISATIONAL EXCELLENCE
IN HIGHER EDUCATION
Celal Seçkin
7 December 2017
ICQH, Sakarya, Turkey

2. Overview and Objectives
11/8/2018
Introduce the EFQM Excellence Model\ an approach developed in industry
Describe its key aspects
Comment on its applicability in higher education
Provide benefits of using it as a guide for continuous improvement 2
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

3. European Foundation for Quality Management
Founded in 1988
14 Founder Members: Bosch, BT, Bull, Ciba-Geigy, Dassault, Electrolux, Fiat, KLM, Nestlé, Olivetti, Philips, Renault, Sulzer, Volkswagen
Number of members around 400
Award Categories
Large organisations: 1992
Public sector: 1996
SMEs: 1997
Operational units: 1997
Levels of Excellence: 2001
Revisions of the EFQM Model: 2003, 2010, 2013

4. What is Excellence? EFQM Definition: Practically, this means:
11/8/2018
EFQM Definition:
Excellent organisations achieve and sustain outstanding levels of performance that meet or exceed the expectations of all their stakeholders.
Practically, this means:
They have a clear understanding of who their stakeholders are and what they expect, today and in the future.
They develop strategies to achieve or exceed these expectations, in a balanced way.
They achieve excellent results today and they demonstrate that they can sustain this performance in the future. 4

5. First: Understand Stakeholders
11/8/2018
Governance
Students
The
Organisation
Society
Staff
Partners 5

6. Then: Meet or Exceed Their Expectations
11/8/2018
Governance
Students
The
Organisation
Society
Staff
Partners 6

7. The Stakeholder View makes EFQM unique is a challenge
establishes the basis for strategic direction
is the driving force for improvements

8. How can expectations of ALL Stakeholders be met or exceeded?
11/8/2018
Identify needs and expectations of stakeholders in the context of other stakeholders
Identify potential conflicts of interest
Define and agree a Strategy that ensures the best possible balance between all stakeholders
Understand that needs and expectations will change over time! Therefore, the balance has to be dynamic. This requires Agility. 8

9. Excellent organisations......
11/8/2018
Excellent organisations......
“Achieve and sustain superior levels of performance that
meet or exceed the expectations of
all their stakeholders.”
Which means: “Excellent Results” AND evidence of the sustainability of the performance”
Which requires: “Confidence that the causes of these results are understood and managed” 9 9

10. The EFQM Excellence Model
Three components:
The Fundamental Concepts
The 9 Criteria
RADAR

11. The Fundamental Concepts

12. Example: Succeeding Through the Talent of People
Definition
Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.
In practice, excellent organisations:
Define the required levels skills, competences and people performance
Attract, develop and retain talents
Align objectives and empower people
Ensure a healthy work/life balance
Respect and embrace diversity
Develop peoples’ skills
Encourage people to be ambassadors of the organisation
Motivate people to become involved in improvement and innovation
Understand the communication needs of their people

13. Phases on the Road to Excellence
11/8/2018
Fundamental Concepts
Sustainable
“Excellence”
Where
are we
now? 13
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

14. Phases of Excellence (1)
Concept
Start Up
On the Way
Mature
Sustaining Outstanding Results
All relevant stakeholders are identified, some related performance measures
exist
Stakeholder needs are assessed in a structured way. The degree to which needs are met is measured and the data is used to some extent
Transparent mechanisms exist to
balance stakeholder needs and
expectations. Stakeholder
focused performance measures
drive improvement
Adding Value for Customers
Customer satisfaction is assessed
Customer’s needs and expectations are linked to the organisation’s goals and are understood to be business
drivers. Loyalty and brand value
issues are researched
Business drivers of customer
satisfaction, needs, loyalty and
brand value are understood,
measured & actioned
Leading with Vision, Inspiration & Integrity
Vision and Mission are defined,
communicated and generally
understood
The organisation is aligned to, and believes in, the Vision, Mission and Values
Shared Values, role model
behaviour and a common purpose are shared throughout the organisation and people are
Inspired
Managing with Agility
Processes to achieve desired results are defined
Comparative data and information are used to drive process improvement
Process capability is fully
understood and used to drive
strategy 14

15. Phases of Excellence (2)
Concept
Start Up
On the Way
Mature
Succeeding through the Talent of People
Approaches are in place to involve people and their talents are recognised
The full potential of people is
increasingly enabled, to the benefit of the people and the organisation
A culture of trust and
empowerment exists and the full
potential of people is released
Harnessing Creativity & Innovation
Although new ideas and innovations are sometimes encouraged, the approach to acting on them is ad hoc
Innovation is seen as essential to
creating distinctive value and is
increasingly evident in some aspects of the organisation
There is a systematic approach to innovation, throughout the
organisation, creating distinctive
value for stakeholders
Developing Organisational Capability
A process exists for selecting and
working with partners
The relationships with partners are based on shared goals and more effective ways of working
The organisation and its key
partners are interdependent. A
trusting relationship exists. Plans
and policies are co-developed on
the basis of shared knowledge
Creating a Sustainable Future
Legal and regulatory requirements are understood and met
The organisation’s approaches
positively support the aims of
economic, social and ecological
sustainability
Sustainable corporate behaviour
is an integral part of the
organisation's purpose. Societal
expectations are measured and
actioned 15

16. The Journey towards Excellence - The Ingredients
11/8/2018
The Journey towards Excellence - The Ingredients
- Building a Process of Systematic Improvement
- Improvement Projects
Sustainable
“Excellence”
Q: Where
are we now?
A: Do a Self-
Assessment
- Effective Tools & Techniques focused on your priority improvement needs
- A Road Map: Plans & Actions
Building a Culture of
Systematic Improvement
- Develop a support process capable
of ensuring sustained improvement
For VP Bank, the EFQM Model supplied the framework and architecture to glue together the different approaches and structure the change processes, all the while maintaining a clear view of the objectives to be achieved.
EFQM helped to serve as an inspiration and energy generator, thus remaining supportive in creating the momentum and perseverance necessary to get the Business Excellence programme up and running in VP Bank
VP Bank is now more a quality ingrained organisation, both with regard to structures and people’s mindset and it believes a strong orientation to excellence in all its aspects will guide the company towards the competition for the Swiss ESPRIX in 2011. 16
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

17. EFQM 9 Criteria

18. Using the EFQM Excellence Model
Possible Benefits:
Improving the development of your strategy and business plan.
Creating a common language and framework for managing and improving your organisation.
Involving people in improvement.
Identifying, and facilitating the sharing of, good practices.
Integrating improvement activities.
Provide a driver and focus for improving results in a sustainable way. 18

19. The 9 Criteria
Convert the Fundamental Concepts into a comprehensive Management Framework
Are relevant and applicable to any organisation
BUT:
Are written in generic language so interpretation of terminology is necessary.

20. The Four Stakeholders The owners (Key Results, 9)
want the mission to be fulfilled
believe in the vision, strategy
The ones benefiting from the value of your products and/or services (Customer Results, 6)
what they say, what you do
The ones making it happen (People Results, 7)
All others key for success (Society Results, 8) 20

21. Structure of the Results Criteria6
Customer
Results 6b
Performance
Indicators 6a
Perceptions 7b
Performance
Indicators 7
People
Results 7a
Perceptions
Criterion parts
Criteria 8b
Performance
Indicators 8
Society
Results 8a
Perceptions 9
Key
Results 9a
Strategic
Outcomes 9b
Performance
Indicators 21

22. From Strategic Level to Operational Level
Strategic Assessment
Operational Assessment

23. Structure of the Enabler Criteria
11/8/2018
Structure of the Enabler Criteria 1e 1d 1c 1b 1a
Criterion parts 1
Leadership
Guidance points 5a 5
Processes, Products & Services 23
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

24. Model dynamics – Time lags
8-Nov-18
ACTION
ACHIEVEMENT
Performance
Indicators
6b, 7b, 8b, 9b
Strategic
Outcomes & Perceptions
6a, 7a, 8a, 9a
Enablers 24 24

25. EFQM Model and Management Tools
STAFF SATISFACTION SURVEY
KPIs OF HR MANAGEMENT
STUDENT SATISFACTION SURVEY
PERFORMANCE RELATED TO STUDENTS
HR MANAGEMENT
TEAMWORK
EMPOWERMENT
LEARNING
PERF. MAN. SYST.
POLICIES, STRATEGIES
MISSION, VISION, VALUES
BSC, KPIs, CSFs
MAN. BY OBJECTIVES
PROCESS MANAGEMENT
CURRICULUM
BENCHMARKING
ACCREDITATIONS
PEOPLE
PEOPLE
RESULTS
PROCESSES, PRODUCTS AND SERVICES
BUSINESS
RESULTS
LEADERSHIP
STRATEGY
CUSTOMER RESULTS
SOCIETY
RESULTS
PARTNERSHIPS
AND RESOURCES
BUDGET MANAGEMENT
PARTNERSHIPS, SUPPLY CHAIN
TPM, 5S, LABORATORY MANAGEMENT
MATERIAL MANAGEMENT ACCREDITATIONS
INFORMATION AND TECHNOLOGY MAN.
REPUTATION OF THE UNIVERSITY
ENERGY MANAGEMENT
VISION, MISSION, VALUES CULTURE
ROLE MODEL LEADERSHIP
360 DEGREE FEEDBACK
CHANGE PROGRMMES
VISION
FINANCIAL and ACADEMIC RESULTS
KPIs, BSC, CSFs
RANKING
BUDGET PERFORMANCE

26. The Model – So What?
Excellence Framework
Excellence Measurement

27. The Fundamental Concepts
Assessment Framework
Assessment Process
The Organisation
RADAR
The Fundamental Concepts
The
Criteria

28. The RADAR Concept
Develop the APPROACHES that will deliver the improvement
Define the RESULTS you want to achieve
ASSESS the impact and REFINE to ensure you achieve the desired result.
DEPLOY the improvement plan

29. RADAR - Results Scope Relevance & Usability Integrity Segmentation
Performance
Trends
Targets
Comparisons
Confidence

30. RADAR - Enablers Enablers Approach Sound Integrated Deployment
Implemented
Structured
Assessment & Refinement
Measurement
Learning & Creativity
Improvement & Innovation

31. Overall Score Criteria Weightings
Each criterion part is scored out of 100%
For the Enabler Criteria, 1-5, the overall Criterion Score (%) is the average of criterion Part scores
10%
10%
10%
15%
50%
10%
10%
10%
15%
15%
10%
10%

32. Self-Assessment Where Sustainable are we “Excellence” now? 32
11/8/2018
Sustainable
“Excellence”
Where
are we
now? 32
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

33. Self-Assessment
11/8/2018
A comprehensive, systematic and regular review by the organisation of its activities and results referenced against a Model of Excellence
Allows an organisation to identify clearly its strengths and areas in which improvements can be made and intergate planned improvement actions that are then monitored for progress
N.B.  The ‘Strengths’ and ‘Areas for Improvement’ as identified during an Assessment are Statements, reflecting a status NOT solutions or recommendations 33
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

34. The Self-Assessment Process
11/8/2018
The Self-Assessment Process
Step 1
Develop & retain commit-ment
Step 2
Develop & deploy communication strategy for steps 3-8
Step 3
Step 4
Step 5
Step 6
Step 7
Select and train people directly involved in the process
Plan the Self-Assessment process
Conduct Self-Assessment
Consider outcomes & prioritise them
Establish & implement action plans
Step 8 Monitor Progress & Review S-A Process 34
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

35. Prioritisation Tools &Techniques
11/8/2018
Sustainable
“Excellence”
Where
are we
now?
Prioritisation
Tools & Techniques 35
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

36. Prioritising the Outputs of Self-Assessment
11/8/2018
A limited number of “areas for action” should be taken forward from the Self-Assessment.
This may include action to build on Strengths
This could include, say, 3-4 significant Improvement Projects
The Improvement Projects could be a mix of “benefit driven” and “capability building” projects
Whilst there are a number of “tools” to help prioritisation; “personal choice” is often a key factor 36
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

37. Examples of Prioritisation “Tools”
11/8/2018
STRENGTHS
& AFIs
SCORE?
KEY THEMES
THE BUSINESS IMPERATIVES
PARETO 80:20
IMPROVE vs.
MAINTAIN vs.
REDUCE
IMPACT
vs.
EASE 37
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

38. Impact vs. Ease
11/8/2018
Two factors considered – what will be the impact of this change and how easy or difficult will it be to make this change
Analysis, based on these questions, provides a calculation to help the selection and prioritisation process
High Impact
Easy
Hard
Low Impact 38
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

39. Improve vs. Maintain vs. Reduce
11/8/2018
Urgent
Improvement
action required
Maintain
high performance
Improve to minimum Quality levels
Potential to reduce investment
Strategically
important
Strategically
not important
Areas for Improvement
Strengths 39
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

40. Managing Improvement Projects
11/8/2018
Sustainable
“Excellence”
Where
are we
now?
Improvement Projects
Teams
Tools & Techniques 40
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

41. Project Success Criteria
11/8/2018
Contributes directly to overall improvement aims
Delivers business benefit
Helps to embed a Continual Improvement culture
Well planned
Project Management methods
Tackles the root cause
A Team based approach
High involvement of people at all levels
Optimum use of people’s time
Generates enthusiasm and commitment amongst team members and others
Self-sustaining – not in need of constant attention 41
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

42. An “Excellence” Culture
11/8/2018
Includes, visibly high levels of:
Job and Improvement Competency
Availability and appropriate use of relevant data
Knowledge of tools and methods, and when to use them
A very supportive “climate”
Time and patience
Effective change management skills
Financial and other resources 42
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

43. Phases of Excellence (1)
11/8/2018
Concept
Start Up
On the Way
Mature
Sustaining Outstanding Results
All relevant stakeholders are identified, some related performance measures
exist
Stakeholder needs are assessed in a structured way. The degree to which needs are met is measured and the data is used to some extent
Transparent mechanisms exist to
balance stakeholder needs and
expectations. Stakeholder
focused performance measures
drive improvement
Adding Value for Customers
Customer satisfaction is assessed
Customer’s needs and expectations are linked to the organisation’s goals and are understood to be business
drivers. Loyalty and brand value
issues are researched
Business drivers of customer
satisfaction, needs, loyalty and
brand value are understood,
measured & actioned
Leading with Vision, Inspiration & Integrity
Vision and Mission are defined,
communicated and generally
understood
The organisation is aligned to, and believes in, the Vision and Mission
Shared Values, role model
behaviour and a common purpose are shared throughout the organisation and people are
inspired
Managing with Agility
Processes to achieve desired results are defined
Comparative data and information are used to drive process improvement
Process capability is fully
understood and used to drive
performance improvements 43
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

44. Phases of Excellence (2)
11/8/2018
Concept
Start Up
On the Way
Mature
Succeeding through the Talent of People
Approaches are in place to involve people and their talents are recognised
The full potential of people is
increasingly enabled, to the benefit of the people and the organisation
A culture of trust and
empowerment exists and the full
potential of people is released
Harnessing Creativity & Innovation
Although new ideas and innovations are sometimes encouraged, the approach to acting on them is ad hoc
Innovation is seen as essential to
creating distinctive value and is
increasingly evident in some aspects of the organisation
There is a systematic approach to innovation, throughout the
organisation, creating distinctive
value for stakeholders
Developing Organisational Capability
A process exists for selecting and
working with partners
The relationships with partners are based on shared goals and more effective ways of working
The organisation and its key
partners are interdependent. A
trusting relationship exists. Plans
and policies are co-developed on
the basis of shared knowledge
Creating a Sustainable Future
Legal and regulatory requirements are understood and met
The organisation’s approaches
positively support the aims of
economic, social and ecological
sustainability
Sustainable corporate behaviour
is an integral part of the
organisation's purpose. Societal
expectations are measured and actioned. 44
How to Start the Journey towards Excellence_v10.0 Draft 1_© EFQM 2009

45. Systematic Continual Improvement
11/8/2018
Analysis & Prioritisation
(By the right people)
Improvement Action
Feedback
Survey
Data
Performance
(e.g.
Balanced
Scorecard)
Self-Assessment
External
Learning
Ideas &
Creativity 45 45

46. Characteristics of World-class Organisations
Fire fighting at minimum levels
A common understanding and shared vision across all employees
A good and continuous change management
Loyal employees and other stakeholders
A healthy bottom up communication
Effective use of information and data
Innovation as part of daily life
Proud and enthusiasm supporting continual improvement
A culture with differentiation against other organisations
Sustained high performance in areas related to all stakeholders 46

47. Journey to Excellence Plans, infrastructure and methods
Approach and Attitude
Plans, infrastructure and methods
Belief in change and improvement in every thing
An exact customer focus
Focus on changing the status quo
Strong and extended decision making capability
Solutions directly to root cause
Desire for learning and enthusiasm
Goals and objectives defined for all stakeholders
Management by processes
Working with plans
KPIs and measurement
Improvement projects
Problem solving tools and techniques
Powerful communication tools
Benchmarking
Continuous review mechanisms 47

48. Journey to Excellence C B A Characteristics of those at level B and C
Integrity
Effective use of measurement
External benchmarking, learning and continuous improvement
Outstanding performance results
Organisational Performance C B
Characteristics of those at level A
Clear vision
Deployment of key approaches
Most of solutions done as fire fighting A
Time 48

49. THANK YOU FOR LISTENING
8 Kasım 2018