A flexible approach to business improvement
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How leaders develop and facilitate the achievement of the mission and vision, develop values required for long term success. How leaders implement these via appropriate actions and behaviours, and are personally involved in ensuring that the organization's management system is developed and implemented. Evidence is needed of how leaders:
How the organization implements its mission and vision via clear stakeholder focused strategy, supported by relevant policies, plans, objectives, targets and processes. Evidence is needed of how policy and strategy are:
How the organization manages, develops and releases the knowledge and full potential of its people at an individual, team based and organization-
How the organization plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes. Evidence is needed of:
How the organization designs, manages and improves its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for, its customers and other stakeholders. Evidence is needed of how processes key to the success of the organization:
These criteria are concerned with what an organization has achieved and is achieving. An organization uses a number of key parameters to measure its performance. For each of these, excellence is assessed relative to the organization's business/service environment and circumstances, based on information which sets out:-
For each of the results criteria, evidence is required of the extent to which they cover the range of the organization's activities and of the relative importance of the parameters presented.
What the organization is achieving in relation to its external customers. Results and the relevance of the measures used should be presented to cover:
What the organization is achieving in relation to its people. Results and the relevance of the measures used should be presented to cover:
What the organization is achieving in relation to local, national and international society as appropriate. Results and the relevance of the measures used should be presented to cover:
What the organisation is achieving in relation to its planned performance. Results and the relevance of the measures used should be presented to cover:
In addition to the nine criteria, there are eight principles characterise excellent organizations. These provide a vision which organizations should strive to realize through continual improvement.
Excellence is dependent upon balancing and satisfying the needs of all relevant stakeholders (this includes the people employed, customers, suppliers and society in general as well as those with financial interests in the organization).
The customer is the final arbiter of product and service quality. Customer loyalty, retention and market share gain are best optimized through a clear focus on the needs of current and potential customers..
The behaviour of an organization's leaders creates a clarity and unity of purpose within the organization and an environment in which the organization and its people can excel.
Organizations perform more effectively when all inter-
The full potential of the organization's people is best released through shared values and a culture of trust and empowerment which encourages the involvement of everyone.
Organizational performance is maximized when it is based on the management and sharing of knowledge within a culture of continuous learning, innovation and improvement.
An organization works more effectively when it has mutually beneficial relationships, built on trust, sharing of knowledge and integration, with its partners
The long term interest of the organization and its people are best served by adopting an ethical approach and exceeding the expectations and regulations of the community at large.
Business Excellence has been characterised by a nine generic criteria which are applicable to any organization regardless of size. By using these criteria an organization can evaluate its strengths and weaknesses and identify opportunities for improvement. The criteria are related as shown in the graphic. Business performance cannot only be measured in financial terms. All business impacts people, customers and society in different ways and it is the result of such performance that is key to its excellence. Business performance is the product of five enablers, Leadership, People, Policy and Strategy, Partnerships & Resources and Processes. For organization to demonstrate excellence there has to be a direct relationship between the results achieved and the enablers that caused them, hence the connections between all the criteria. The figures shown in the model relate to the percentages allocated for scoring purposes when assessing organizations for the European Quality Award.
|ISO 9000 Quality Systems Handbook|
|Small Business Guide|
|The Business Cycle|
|Business excellence criteria|
|Business process management|
|Qualty - what it means|
|Achieving Quality Goals|
|Quality management principles|
|Mission, Vision and Values|
|Process based management systems|
|The Mission Management Process|
|Demand creation process|
|Demand fulfilment process|
|The Resource Management Process|
|Critical success factors|
|Process mapping for Results|
|Process Risk Assessment|
|Quality Management Systems|
|Procedures to processes|
|Systems of documentation to documented systems|
|Results of the QMS|
|Misconceptions about ISO 9001|
|The most important ISO clause|