1. Self-Assessment for Educational and Training Organisations

2. Quality in Educational and Training Organisations
Training Organisations without an ISO 9000 series certificate will find it increasingly difficult to do business in a commercial environment.
However, this series of quality management system standards should be regarded by organisations as the minimum and the objective should be to surpass the specified requirements!
In particular, the current challenge is to develop effective preventive action disciplines and mechanisms to ensure that these drive continual improvements and broaden the vision from a mere paper work system audit.

3. Beyond ISO: EFQM
Many organisations have an ISO 9000 series registration and remain stuck on this quality management foundation stone.
They require simple effective advice on what steps to take next on the improvement journey towards business excellence.
The challenge is to provide this in appropriate and easily understandable stages, which can move them from ISO series registration to real, internationally recognised excellence in their business area.

4. Beyond ISO: EFQM
The basis for this was developed by the European Foundation for Quality Management and is called the EFQM Excellence Model.
The gap between the requirements of the ISO 9000 series and the holistic nature of the EFQM Excellence Model cannot be bridged by taking just another list of criteria for measuring the organisation.
More of the basics need to be put in place before the EFQM Model can be effectively used for assessing an organisation.
By using EFQM-based self-assessment, it will also be easier to carry out self-assessment according to the European Quality Assessment Framework on Quality in Vocational Education and Training (CQAF in VET).

5. Economic benefits of excellence
Opens the door to Excellence Awards, which in itself can be very motivating for the enterprise.
Survey Basis: >200 Award winning organisations:

6. How does a self-assessment help me?
Self-Assessment is a
holistic
regular
systematic
evaluation of the tasks and results of the organisation.
The objective of self-assessment is
the examination of the organisation’s performance and
the continuous improvement of its activities.

7. How does self-assessment help me?
Reasons
Investigate current status
Enable comparison
Identify strengths and weaknesses
Foster improvement activities in the organisation
Assessment based on facts
Basis for comparison with other organisations
Can be used in all areas of the organisation
Advantages
Participation of management
Active involvement of core areas
Information of all employees
Avoiding that people might feel controlled
Creating a common understanding of quality
Pre-requisites

8. Benefits of EFQM software support
If you are serious about EFQM you must regularly assess your situation!
The software “explains” the model as you go along.
Instead of reading a book on EFQM, the software leads you step- by-step.
The EFQM based analysis of strengths and weaknesses will be
linked directly to continuous improvement and
in line with your corporate strategy.
The costs saved in a single assessment in terms of time and staff can already cover the costs of a software package.

9. Benefits of EFQM software support
“Home-grown” solutions (e.g. using Excel) cost at least as much as GOA/SAETO but are far less powerful and time-saving.
A standardised software:
has automatic updates,
offers upgrades with new, additional features,
evolves just as the EFQM Model evolves,
offers automated distribution of questionnaires,
allows anonymous analysis of survey data,
offers expansion towards related models
etc…

10. Benefits of inquiry software support
EFQM calls for systematically obtained data
Web-based inquiries can be carried out anonymously
Particularly important for satisfaction inquiries (students, personnel, teams, 360°management feedback, ...)
Regularly conducted inquiries allow fast reaction to perceived, “smaller”problems and thereby strongly improve motivation
Satisfaction surveys can be used as valuable input for the continuous improvement process

11. Benefits of inquiry software support
Electronic surveys are fast to implement and low cost to conduct.
Analysis of returned data is an integrated part of the tool and the results can be automatically printed into reports.
The GOA knowledge bases deliver the structure and contents for implementing organisation specific surveys.
The GOA/SAETO knowledge bases offer a catalogue of assessment and survey questions that have been thoroughly field tested and validated.
Those questions provide a basis and can be adapted to your organisation’s specific needs.

12. The added benefit of SAETO
Copenhagen Process: self-assessment will become the keystone of continuous improvement in education and training in Europe.
The European Common Quality Assessment Framework in VET (CQAF) requires continuous improvement and provides a homogeneous framework of quality assessment across all existing quality systems and levels of education
SAETO meets all requirements of CQAF in VET.
Methodology
Implementation
Assessment and evaluation
Review (Feedback and procedures for change)
Planning (purpose and plan)

13. What is the added benefit of the SAETO solution?
European solution with multinational validation.
Product based on EFQM & ISO and licensed by EFQM.
Extensive survey catalogues for stakeholder analysis.
All questionnaires are adapted in language and content to the educational and training sector.
Modular structure allowing for short or in-depth surveys.
Adaptable to specific and individual needs.
Direct follow-up on improvement suggestions using GOA Balanced Q-Card.
Integration of methodology, training modules and software.
Support by an international partner network.

14. Compatibility
The SAETO solution is compatible with ETO specific quality systems, such as:
CQAF: (European) Common Quality Assessment Framework
ANECA: Spanish National Agency for Quality Assurance and Accreditation
eduQua: Swiss quality certificate for ETOS
Gütesiegelverbund Weiterbildung: Quality Label Association for Continuing VET, Germany
LQW: Learner-oriented Quality in Continuing VET, Germany

15. What is special about the SAETO software solution?
All assessment and survey catalogues have been adapted in content and language to the educational and training sector.
The assessment solution is scalable to the organisations size and requirements and the advanced modules cover both CQAF/EFQM and ISO
The survey questionnaires are built both on the requirements collected by a stakeholder analysis and the expert knowledge on what kind of questionnaires is mostly used when evaluating ETOs.
The modular structure of the catalogue of questions allows to fit each survey exactly to the demand in size, depth and complexity.

16. Benefits of GOA/SAETO WorkBench
Conforms to the EFQM model and is always up to date.
Supports methodology and provides a well structured implementation.
Offers self-assessment as well as a number of surveys for collecting the needed raw data.
Minimises the training needs to implement EFQM.
Adaptable to the individual requirements of your organisation.
Offers multilingual assessment and survey catalogues.
Fast and efficient reporting integrated.
Follow-up on improvement suggestions and CIP implementation planning with the Balanced Q-Card.

17. GOA Inquiry Modules supporting the Excellence Model
Team Effectiveness
LOP Inventory
Objectives
InnoMan Kultur
People Inquiry
Organisational Climate
Customer Inquiry
KVP WorkBench
Project Excellence
InnoMan Process & Project
Objectives
360° Management Feedback
Supplier Audits (Inq. Prof)
Basell II
Inquiry Prof.

18. What is Excellence?
Excellence is defined as an organisation's excellent practice of management and achieving results.
Organisation

19. What is Excellence?
Excellent Organisations show a strong commitment to the satisfaction of all their stakeholders, related to what they do today, how they do it and how they plan to do it in the future.
During the 80s several, closely related models to measure this kind of excellence were emerged. Their overall approach is similar, but they reflect the business and political frame conditions of their regions of origin.
Nowadays three approaches are recognised as international standards:
Baldrige Award in USA
Demming in Japan
EFQM in Europa
Today, the Excellence Model of the „European Foundation for Quality Management“ (EFQM) is the most used worldwide and offers a holistic view of the company.

20. EFQM: Levels of Excellence
The Excellence of an organisation can be assessed and validated on several levels.
Committed to Excellence is designed for organisations, or organisational units, that are at the beginning of their journey to Excellence. For these organisations, the emphasis is on creating passion and commitment amongst internal stakeholders in order to generate the necessary momentum. Committed to Excellence provides you with a practical and simple way to build on your knowledge and experience of the EFQM Excellence Model and RADAR logic.
Recognised for Excellence is designed for organisations that are well on their way to organisational excellence. These organisations, or organisational units, have experience in implementing Excellence concepts and Management Frameworks. It recognises the successful efforts they have made to implement excellence and good practice. It provides you with a structured way to the plan and chart your progress on the journey to excellence. Recognised for Excellence gives the opportunity to clearly identify  the strengths and areas for improvement of your organisation from an external point of view
With the new scheme, we have increased the possibilities for organisations to be recognised by introducing 3star, 4star or 5star recognition.
- 3* = 300+ Score - 4* = 400+ Score - 5* = 500+ Score

21. EFQM: Quality Awards
The quality award is offered to organisations that show a sustainable excellence in all aspects of the EFQM Model.
The award is presented on regional (e.g. Basque Quality Silver/Gold, Bavarian Quality Award), national (e.g. AQA, ESPRIX, LEP) and European level (EEA).

22. Grundlagen des EFQM Modells
The benefits of obtaining the EFQM Excellence Model will be optimised based on how well the management team apprehends the fundamental concepts.
Below, we show the Fundamental Concepts, which are continually adapted and improved:
Results Orientation
Customer Focus
Leadership & Consistency of Purpose
Management by Process & Facts
People Development & Involvement
Continuous Learning, Improvements & Innovation
Partnership Development
Social Responsibility

23. EFQM Principles DOES ACHIEVES
The model applies the Fundamental Principles in the following Structured Management System comprising of 9 criteria, broken down into sub-criteria and the areas to cover.
Through these, the progress of the organisation is evaluated regarding the pursuit for Excellence.
What the organisation
DOES
What the organisation
ACHIEVES
© EFQM

24. Concept of the EFQM Model
The EFQM Excellence Model represents the broad and contrasted guiding framework, which serves as a guide in the search for increased quality, given that tools and methodologies for improvement exist and continually arise.
Methodology to improve EFQM Self-Assessment with the RADAR Tool.
Self-evaluation according to the EFQM Model
Result: Strong points and areas for improvement
Carry out the activities provided in the improvement plan
Draw up an improvement plan
Integrate it with the management plan
Prioritise resulting areas for improvement

25. What is Self-Assessment? (1/2)
Examine own performance and continuous improvement activities
Systematically and regularly evaluate duties and results of the organisation
Position fixing, mirror
the organisation evaluates itself
analyses its’ strengths and weaknesses
agrees upon necessary actions for continuous improvements

26. What is Self-Assessment? (2/2)
It is a detailed map for management and employees with answers to the following questions:
How does our organisation „work”?
How good are we?
How good are we in comparison to others?
How good do we need to be?
What do we need to do to change/improve/develop?
Where and when can we most effectively start?

27. Why do Organisations carry out Self-Assessments?
To…
objectively evaluate an organisation and identify possibilities for improvement
to integrate „Island solutions“ and create a general direction for activities
to transfer knowledge and experience within the organisation
to improve internal awareness of TQM
to create a basis for comparison of results to others
to participate in national or international prizes of excellence

28. The Purpose of Self-Assessment
is a strategic tool to support business planning, strategy development and performance improvement.
creates a comprehensive picture of the organisation.
integrates all interested partners and creates a requirement for intensive communication and explanations between them.
encourages an understanding for business organisation and creates a common language.
is a structured method based on facts.
allows for a systematic analysis of strengths and possibilities for improvements.
creates the chance to find possibilities for improvement projects.

29. Self-Assessment: Success Factors
creates realistic expectations especially at the beginning of the self-assessment processes.
creates understanding that:
self-assessment is not a one time process, rather needs to be continuously implemented in order to measure improvements.
self-assessment can not solve any problem on its’ own.
depends on the active participation of managing through example.
encourages integration of all stakeholders.
creates a relationship between self-assessment results and ongoing projects and intentions.

30. Self-Assessment: Conditions
Preparation for Self-Assessment
The EFQM-Model is concrete enough for the business.
Numbers, data and facts are in a form easy to communicate.
Clear rules for implementation are set.
Be sure all participants have enough self-assessment experience.
Implementation of Self-Assessment
Openness and personal responsibility of the current and actual situation are necessary.
A neutral and qualified moderator should be used.
It is important not to focus only on percentages, rather to put strengths and weakness in central focus.
Follow-up of Self-Assessment
Implementation of steps need to be actively followed.
Results should be visualised, interpreted and communicated.

31. Committed to Excellence – Introduction
Process:
carry out a self-assessment and implement three chosen improvement suggestions
evaluation of the implementation through an official validation through an on site visit.
verbal Feedback
Required Application Documents: None
The organisation receives a recognition for 2 years
Designed for organisations at the beginning of their path to excellence

32. Committed to Excellence: Process
Phase 1: Self-Assessment
The applicant receives the proper documents and instructions.
A team (responsible management) from the organisation carries out the self-assessment. It rates the individual questions based on EFQM-Criteria. Results are clear strengths and potential for improvements.
Taken from the potential for improvement an action plan can be created and prioritised.
From the action plan three improvement actions are chosen, planned and implemented within 9 months.
Phase 2: Evaluation through Validation
This phase occurs approx. 6-9 months after the self-assessment.
An individual responsible for the validation, checks during an on site visit to what extent the three actions have been implemented. This occurs through analysis of existing documents as well as discussion with management and employees.
The organisation receives verbal Feedback.

33. Self-Assessment: An Overview of the Process
Gain acceptance for self-assessment
Plan self-assessment
Create teams) for the implementation
and training for self-assessment
Control Steps
Communicate the plan to those involved
Carry out the self-assessment
Create an action plan
Carry out action plan
Quelle: EFQM

34. SAETO Self-Assessment Alternative: Easy Assessment – Education (1/3)
Attributes:
Easy Assessment – Education is based on the EFQM-Model and the nine criteria.
The pre-defined catalogue contains questions in which language complexity is reduced. This makes the self-assessment self-explanatory and easier to understand.
A complete self-assessment is possible within less than a day.
With Easy Assessment as the single solution a self-assessment can be carried out in a Workshop with many participants.
With the Team version (Easy Assessment Team), electronic distribution to pass on questions to many participants is possible.
Creates an easy self-assessment.
Link to ISO 9001
Software Module
Stufen
SAETO: Easy Assessment - Education
European EFQM Award (EEA) 
National Quality Award 
Recognised for Excellence 
Committed to Excellence

35. SAETO-Selbstbewertungs- Alternative: Easy Assessment – Education (2/3)

36. SAETO Self-Assessment Alternative: Easy Assessment – Education (3/3)
Advantages:
User friendly ratings with pre-defined questions
Questions can be individually altered
Explanations to every question provided
Electronic tracking of improvement actions is possible
Low implementation costs
No consensus workshop is necessary: There is an average valuation when improvement suggestions are gathered.
The results can generate a report in MS Word or HTML-Format.
Can be implemented for the beginner or expert.
Generates a basis from assessment data for the ISO-Handbook.
Disadvantages:
No evaluation following the RADAR-Logic

37. RADAR-Logik The RADAR-Logic encourages:
RESULTS State the desired results
ASSESSMENT & REVIEW Evaluate and monitor implementation and results
APPROACH Plan and set methods for implementation
DEPLOYMENT Implement methods
The RADAR-Logic encourages:
interpretation of results with regards to politics and strategy
planned methods to reach results
the systematic implementation of methods and
valuation of the methods and implementation
Quelle: EFQM

38. SAETO Self-Assessment Alternative: EFQM Check-Up – Education (1/3)
Attributes:
This self-assessment version uses top levels of the RADAR-Logic.
The 9 criteria of the EFQM-Models are ordered in pre-defined questions which can be individually altered, deleted or added.
Questions can be electronically distributed and answered by chosen persons.
Results create the basis for a consensus workshop.
Can be used by the beginner and the expert.
Link to ISO 9001.
Software Module
Stufen
SAETO: EFQM Check-Up - Education
European EFQM Award (EEA) 
National Quality Award 
Recognised for Excellence
Committed to Excellence

39. SAETO Self-Assessment Alternative: EFQM Check-Up – Education (2/3))

40. SAETO Self-Assessment Alternative: EFQM Check-Up – Education (3/3)
Advantages:
System based on EFQM-Criteria
Reduced expenses through user friendly software, support and automatic analysis
Questions can be individually changed
Simple RADAR-Logic
Evaluate based on target points with a EFQM weighting
List the strengths and areas for improvement based on the criteria of the EFQM-Model
For each level of the summary, proof of strengths, improvement potential and notes are provided
Links to external documents is possible
Generates a basis for the ISO-Handbook from assessment data
Disadvantages:
Higher training efforts needed than with Easy Assessment
Higher assessment resources needed than with Easy Assessment

41. SAETO Self-Assessment Alternative: EFQM Assessment – Education (1/3)
Attributes:
EFQM Professional – education implements completely the EFQM-Model and the complete RADAR-Logic.
The self-assessment is carried out from the starting point.
Many participants can be included and can answer the questions with no consideration to time.
Link to ISO 9001
Software Module
Stufen
SAETO: EFQM Assessment - Education
European EFQM Award (EEA) 
National Quality Award
Recognised for Excellence
Committed to Excellence 

42. SAETO Self-Assessment Alternative: EFQM Assessment – Education (2/3))

43. SAETO Self-Assessment Alternative: EFQM Assessment – Education (3/3)
Advantages:
The self-assessment follows the EFQM-Model.
Software support and automatic data analysis reduce expenses.
The complete RADAR-Logic is used.
At the end, a point evaluation for EFQM exists.
A list of strengths and areas for improvement based on criteria of the EFQM-Model is created.
For each of these levels, the demonstration of necessary strengths and improvement potential is summarized.
Links to external documents can be made.
A pre-evaluation for the consensus workshop can be created.
Generates a basis for the ISO-Handbook from the assessment data.
Disadvantages:
All people involved in the process need to understand the EFQM concept.
All people involved in the assessment need to know how to score and collect assessment notes according to EFQM.

44. Suggestions for how to proceed with the Introduction to EFQM
Phase 5
Simplified Question catalogue (Easy Assessment Education)
Choice of improvement projects
Implement action catalogue
Apply for „Committed to Excellence“
Phase 4
Complete Assessment (EFQM-EDU)
Apply for national or European quality award
Phase 3
Move to Radar-Logic (EFQM-Check-Up)
Introduce frequent questionnaires
Apply for „Recognised for Excellence“
Phase 2
Repeat Self- Assessment
Introduce a CIP based on the results
Phase 1
3 Months
6 Months
2. Year
3. Year
From 4. Year t
Introduction
Optimisation

45. SAETO support for ISO 9000 and EFQM
The SAETO-Solution:
Offers a translation of the EFQM-Question into the language used at the educational institution.
Gives to each self-assessment question the corresponding ISO-Chapter where corresponding information can be found.
Suggestions for improvement, project results, agreements and work methods which are addressed through questions can be formulated with reference to the ISO Norm 9000.
The quality management handbook can be used to check if the demands for each question are enough.
New findings can be integrated into the ISO-9000 structure.
As a result, one receives a quality management handbook which leads to an ISO-Certification with no extra effort or expense.

46. Links between ISO 9000 and EFQM
* - *** = Intensity of how EFQM maps into this ISO-Chapter

47. ISO 9001 Report
The SAETO self-assessment module permits to report the collected assessment notes alternatively in the format of an ISO quality manual.
This alternative re-structures the notes and links collected during the assessment process according to the format and chapters of ISO 9001.
To facilitate the maintenance of a ISO quality manual, each chapter is generated as a separate document.

48. Criterion 1: Leadership
Description: How management creates and encourages the vision and mission; how they work towards the long run success of values through the implementation of specific actions, behaviours and personal actions assuring a management system is both developed and implemented.
Possible actions and measures:
Role model function in the definition of the mission and vision
Active participation in continuous improvement processes
at the management level
at the employee level
Showing personal commitment to customers, partners and those affected by and visiting the business.
Implementing effective management instruments i.e:
Leadership and goal setting
Employee motivation through communication
Incentive and recognition systems

49. Criterion 2: Policy and Strategy
Description: How the organisation introduces its’ vision and mission through a clear strategy directed at stakeholders and how these address and support politics, plans, goals, sub-goals and processes.
Possible actions and measures:
Development of a business strategy should make considerations for:
Data and facts from observations, experience and analysis
The needs and expectations of stakeholders
The results of performance drivers and learning processes
Comparison with top organisations
Identification of critical success factors
Development of goal and controlling systems:
Use strategic methods such as the Balanced ScoreCard
Break down and implement strategic goals and numbers
Introduce goal controlling processes

50. Criterion 3: People
Description: How the organisation manages and develops knowledge and the potential of employees on an individual, team and organisational level and how these activities are planned to support the efficiency of the organisation, politics and strategy.
Possible actions and measures:
Systematically gather employee satisfaction data through questionnaires, interviews and employee discussions
Work out demand, qualification and suitability profiles
Conception of employee evaluation systems
Carry out employee discussions
Develop communication systems
Empower employees to work independently and to participate for example through:
Cooperation and improvement activities
Cooperation in teams

51. Criterion 4: Partnership and Ressources
Description: How the organisation plans and manages its‘ external partnerships and internal resources to support efficiency, politics and strategy.
Possible actions and measures:
Choose partners who agree with the politics and strategy of the organisation
Carry out supplier evaluations
Benchmark with regards to defined processes with partners
Set finance plans based on priorities of the politics and strategy
Create a system to identify and value new and alternative technologies
Introduce and practice knowledge management

52. Criterion 5: Processes
Description: How the organisation arranges, manages and improves processes to support strategy and politics, to satisfy customers and stakeholders and to increase value creation.
Possible actions and measures:
Process management and its’ facets:
Process analysis
Process documentation
Process evaluation
Process responsibility
Process optimisation
Process controlling
Regular, systematic review of customer satisfaction through questionnaires
Introduce complaint management to continuously gather data resulting from daily contact with the customer

53. Measurements - the basis for Continuous Improvement
Self-Asessment must be based by and by on reproducable results
„What I cannot measure I cannot improve“
(Peter Drucker)

54. A Framework for Measurements
Each management system needs 2 main structures:
Products/
Services
Measurements
Results
Enablers / Potential
Leadership and Culture
Resources
Operational
Processes
Generic Management System based on Prof. Dr. H.-D. Seghezzi

55. Measurements and Processes
A management system is a network of processes
A process delivers to its’ output, material, service and data
Output may or may not achieve the target and is an indicator of the process performance
service
service
process of
supplier
own processes
process of
customer
INPUT
OUTPUT
data, materials
data, materials
To check the process performance measurements are needed!

56. Measurements deliver information
Measurements provide at least 3 main types of information:
Have I achieved my target?
What is the trend of the indicator? Does it become better/worse?
Am I better than my benchmark or competitor? 50 40
TREND
INDICATOR 30
TARGET 20
ACTUAL 10
TIME

57. What are measurements good for?
show you how good your process is
are quality indicators
show whether or not you have achieved your target
help to improve processes and procedures
are a basis for benchmarking
support in controlling the process
lead to knowledge about processes
are a basis for fixing targets
let you understand processes better
are a verification of quality – often needed for local authorities/investors

58. Benefits and methods of benchmarking
What is Benchmarking?
learning from good or best practice
comparison with branch averages
learning from Best Organisation in Class
learning from Best Process in Europe/the world (even in branches other than your own) to improve core competencies
a form of measurement.
Why Benchmarking?
Learning from good or best practice helps your organisation to improve and gain an orientation of what is “good” or “excellent”.

59. Types of measurements Type Description Examples Quantitative
hard facts, countable, direct measurements, quantitative indicators which give information about trends
Revenues, number of participants, costs, turnover per employee
Qualitative
soft facts, not directly countable, often only indirect measurements
Skills, image analysis, satisfaction
Direct
direct information from stakeholders or processes
Employee or customer satisfaction
Indirect
indirect information about stakeholders or processes
Staff turnover, customer loyalty, absenteeism
Leading
drivers which lead to results, indicators of process performance
Qualification level, information level, productivity
Lagging
(strategic) results, results at the end of the process chain (outcome)
Revenues, cash flow

60. Society/ natural environment
What to Measure
How to find the relevant measurements?
consider all stakeholders
consider all EFQM result criteria
consider the key processes
consider your strategy and overall objectives – which measurements reflect them?
Stakeholders
Employees
Partners
Society/ natural environment
Initiators
Participants
For each stakeholder one can find important measurements/ indicators

61. How to Measure
For each measurement several points must be defined, as illustrated here through the example: learner satisfaction
Measurement
learner satisfaction
Object of measurement
all learners
Method of measurement
software supported inquiry with a questionnaire, scale for each question: 1= very good … 5 = very bad
Responsible for measurement
Teacher/professor
Time/interval of measurement
after each training/learning unit
Reference/formula of calculation
build for each question the arithmetic mean value of all answers
Reporting
Regularly, depending on the number and duration of the units
Target value
arithmetic mean value e.g.: < 2,0

62. How to Analyse and Report Measurements
visualize measurements - report the measurements graphically
analyse
trends
comparison of target and actual values
comparison with benchmark
adjust reports to recipients
different stakeholders have different interests!
director/CEO – short overview, most important facts
trainer/teacher – more detailed
admin staff – measurements of their concern
external recipients, i.e. authorities

63. Criterion 6: Customer Results
Examples of measurements
(in alphabetical order)
complaint ratio
environmental profile
failure rate of courses
index for handling complaints
intent to repurchase
number of requests addressed to the institution
ratio of received to processed complaints
recommendations
response time for complaints

64. Criterion 7: People Results
Examples of measurements
(in alphabetical order)
absenteeism
accident rate
annual training days per employee
annual training investments per employee
CIP participation and participants
communication index
degree of employee suitability
employee attendance at events relative to total number of employees
employee attendance at pedagogical training
employee satisfaction
employee turnover
fluctuation ratio
kindergarten places per employee
number of employees trained in fire prevention relative to total staff
overtime coefficient
re-hiring rate of employees
sickness rate
training evaluation

65. Criterion 8: Society Results
Examples of measurements
(in alphabetical order)
access frequency on internet homepage
attendance at public events
awards and prizes
image analysis
indicators of environmental protection
newly created jobs
number of job applications
number of new indirect jobs
number of press reports
participation in courses offered for further education
publications and lectures
rate of public orders
support of health and welfare institutions
support of sports and leisure activities

66. Criterion 9: Key Results
Examples of measurements
(in alphabetical order)
age of equipment
capitalisation ratio
cash flow
cash ratio
course utilization
credit terms extended to customers
credit terms extended to supplier
depreciation of fixed assets
depreciation per period
innovation ratio
investment ratio
level of debt
liquid cash resources
market share
net profit
number of customers per employee
number of customers per organisational unit
productivity
profit margin
profit per employee
rate of inventory turnover
ratio of tangible fixed assets to total
return on total capital employed
ROI (return on investment)
share of subcontracting
staff workload
turnover per employee
value-added quota

67. Inquiry Techniques: Functional Chain
The functional chain between satisfied employees and satisfied customers
Internal
service
quality
Employee motivation, engagement and satisfaction
External
service
quality
Customer satifaction and loyality
Employee survey:
Analyse and improve working and management situation
Customer survey:
Analyse and meet needs and expectations
Empirical studies have confirmed that in organisations with dissatisfied employees, customer satisfaction also sinks in middle run results of the business. Satisfied employees are the basis for satisfied customers and business success.

68. Inquiry Techniques: Procedure
Explain and motivate the crew/organisation and project team 1
Set the target groups and business goals 2
Explore previous attempts 3
Define examination attempts
Create questionnaires, formulate questions; question content, choice of questionnaire participants 4
Carry out questioning and analysis of the data
Field work, set dates, value qualitative data, value quantitative data, evaluate and organise satisfaction data 5
Visualise and present the results
Create a results report, visualise results with pictures, prepare and carry out presentation, choose the proper presentation medium 6

69. Questioning Techniques: Satisfaction Survey
Results of the comparison
Target performance
(expected performance; i.e. quality, credibility, design)
Compare
Actual performance
(existing performance)
Target > Actual
Target = Actual
Target < Actual
Dissatisfaction
Satisfaction
Enthusiasm

70. SAETO Support
SAETO can support your organisation in obtaining the needed measurements with a number of inquiry tools and survey knowledge bases, such as:
360°management Feedback
People Satisfaction Survey
Team Effectiveness Analysis
Training Evaluation …

71. Why to implement a Continuous Improvement Process (CIP)?
Changes in the competitive environment
Market Expectations
Training Quality
Customer
Satisfaction
Costs
The Right Classes
Training Quality
Costs
The Right Classes
Customer
Satisfaction
Time to Market
Customer Satisfaction
Training Quality
Costs
The Right Classes
Time to Market
Stakeholder
Expectations and
Cont. Improvements
Yesterday
Today
Tomorrow

72. Two Sources of Progress
large steps
often expensive, high effort
new levels, new breakthrough ideas
stagnation/loss in daily business
selective people involved
Stagnation
Innovation
Time
Time
Progress
Continuous Improvement
continuous small steps
good value, low effort
common sense
daily business
ALL people involved
CIP is not a sprint, but a marathon!

73. Combining Innovation and Continuous Improvements
Progress
Best results with CIP
AND innovation
continuous improvement
New level
Innovation
stagnation/loss/ costs for implementation
Time

74. The Deming Wheel or PDCA Cycle
CIP works in a 4 step cycle
plan the improvement steps
do the improvement work
check the results of improvement steps
act: corrective action / further improvement
CIP is a never-ending cycle of P-D-C-A DO
ACT
PLAN
CHECK
For all 4 steps, measurements are required to decide on:
What is the situation? What is the present status?
What has changed? Is the plan successful?

75. System Standards supports CIP
System standards like ISO9001 and EFQM help fix the level of progress which organisations can achieve with CIP and innovation
CIP DO
ACT
PLAN
CHECK
Progress
Standards assure the level
(e.g. ISO 9001)
Time

76. Relationship between CIP and EFQM
Key
Performance
Results
Society
People
Customer Results
Leadership
Processes
Partner-
ships &
Ressources
Policy &
Strategy
Enabler
Innovation and Learning
CIP is a core element of EFQM:
self-assessment
Learning
CIP cycle

77. Examples of Benefits of CIP
A study of Agamus Consult on CIP in 113 German companies highlighted the following positive results:
Quelle: Agamus Consult, 1996

78. How to motivate all Employees
Create benefits for all people
give them recognition
empower them
give them incentives
Show benefits for both people and the processes
Tell them success stories
Realise quick wins (progress in small steps)
Train the people in CIP methods and instruments
Leaders should give a shining example for CIP

79. How to generate and collect Ideas for Improvement
EFQM self-assessment
Benchmarking
Use idea generation tools like CreaGen
Input from customer and people surveys
Conferences, meetings, workshops:
brainstorming, creativity techniques
conferences with key customers
Quality circles
Idea management:
letter-box, idea-box
intranet/extranet
Projects
Process review, audit, measurements of processes

80. How to select and process Ideas
Many ideas....
...a filtering process…
Expenditures
...few priorities
Low
High
Low
High
Consequences

81. Levels of Continuous Improvement
Each problem has its’ position (is a „fruit“) on the „tree of problems“
„very high hanging fruits“ methodical approach: project management focus: innovation
„high hanging fruits“ methodical approach: quality tools, CIP teams/projects focus: improvement
„low hanging fruits“ methodical approach: simple Q-tools, „shop floor“ teams/quality circles focus: improvement, maintenance
„fruits on the floor“ no methodical approach, intuition, common sense, daily routine focus: maintenance
1. Choose the right level of CIP: low/high/very high hanging fruits?
2. Choose the right instrument for the level

82. An easy CIP tool: „Flash-quality circle“
 Problem, Situation
 Target?
Causes
Result Check
 Actions
A fast way of CIP for
“low hanging fruits”
max. 30 minutes
max. 5 people
use only 1 flip chart for visualisation
proceed from step 1 to step 4
1.Describe the problem in a few words and numbers
2.Ask for the real causes of the problem
4.Check the estimated results
3.Fix Improvement Actions

83. Tips to run a successful CIP
Find the right people for your improvement measures
Train your people
Select the right level (“low/high hanging fruits”) and method (quality circle, project management,….) of CIP
Show quick wins (small progresses) in your CIP
Be aware that CIP is an on-going process, a “never ending story”
For best results, combine huge innovation steps with small steps of CIP
Ask yourself: which lessons have you learned through the improvement measures or project?

84. Software Support
SAETO supports collecting and selecting ideas from surveys or assessments and performing your CIP with the module Balanced Q-Card (BCQ)
BQC helps you to:
filter/select ideas form surveys and assessments and generate ideas
stand-alone PC
team application in the web
allows to emphasise certain EFQM criteria or levels of assessment
describe improvement actions
support the project management
monitor the state of the different projects

85. Software Support

86. Cost/benefit analysis for the use of SAETO
Starting point
Satisfaction survey of pupils/students with 20 questions
800 Questionnaires to distribute and collect (per school or faculty)
Yearly survey
Assumptions (present situation)
Design, generate and distribute questionnaires, (~ h)
Gathering of returned data ~ 5 min./questionnaire (~ 66 h.)
Statistical analysis and reporting (~ h)
Saving potential of this survey
Generation: 16 h à 50,-- = EUR ,--
Gathering: h à 50,-- = EUR ,--
Analysis & reporting: h à 50,-- = EUR ,--
Potential savings/year by SAETO = EUR ,--

87. GOA & SAETO Pilot Users (Excerpt)
Fachinformation
und Bibliothek
additional information:

88. Thank you for your attention!
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