efqm - european foundation for quality management toolbook
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www.efqm.org/excellenceone
Excellence One ToolbookExcellence One
© 2001 EFQM
It is the EFQM's intent to encourage the widespread use of this materialwithin companies and organisations. However, no part of this publicationmay be reproduced, stored in a retrieval system, or communicated in anyform or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without the prior written permission from the copyright owner.
ISBN 90-5236-123-1
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© 2001 EFQMIt is the EFQM’s intent to encourage the widespreaduse of this material within companies and organisa-tions. However, no part of this publication may bereproduced, stored in a retrieval system, or commu-nicated in any form or by any means (be this elec-tronically, mechanically, through photocopy orrecording, or otherwise) without the prior writtenpermission from the copyright owner.”
Brussels Representative OfficeAvenue des Pléiades, 151200 BrusselsBelgiumTelephone +32-2 775 35 11Telefax +32-2 775 35 35http://www.efqm.orge-mail: info@efqm.org
Excellence One
Table of contentsFore-word 7What is in Excellence One? 8Making the best use of Excellence One 9About this book 10How it works? 11EFQM Excellence Model 12
LeadershipTool#: 01 Asking effective review questions 16Tool#: 02 “Managing by wandering about” MBWA 18Tool#: 03 Effective listening skills 20Tool#: 04 How to be a good effective coach 22Tool#: 05 Creating a Mission statement 24Tool#: 06 Creating a Vision statement 26Tool#: 07 Planning change 28Tool#: 08 Force field analysis 30Tool#: 09 How to help people during change 32Tool#: 10 Strategic partnering 34Tool#: 11 Handling conflict 36Tool#: 12 Crisis Management 38Tool#: 13 Communicating under pressure 40Tool#: 14 Staying healthy under pressure 42
Policy and StrategyTool#: 01 Long Term planning checklist 46Tool#: 02 Fact finding mission 48Tool#: 03 SWOT Analysis 50Tool#: 04 Organisation scorecard 52Tool#: 05 Process scorecard 54Tool#: 06 Tree Diagram 56Tool#: 07 Catch-ball 58Tool#: 08 Deployment and implementation review checklist 60Tool#: 09 Measurement system checklist 62Tool#: 10 Metric checklist 64
PeopleTool#: 01 Conducting employee surveys 68Tool#: 02 Running Focus Groups 70Tool#: 03 Developing a communications plan 72Tool#: 04 Developing an action/improvement plan 74Tool#: 05 The CV development tool 76
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Excellence One
Fore-words
Value comes from our individual and collective ability to transform knowledge into insights, action
and results. Excellence One has been developed as a new way for individuals and organisations to
access Approaches to Excellence and be exposed to the latest management practices
Excellence One supports both the creativity and productivity of yourself and of your organisation by:
■ Providing direct access to a comprehensive set of resources (tools, learning sets on management
practices and approaches to excellence, insights, case studies, and much more…) developed and
validated by some of Europe’s most respected organisations.
■ Building direct access to the latest ideas and validated practices described by the organisation
and people that have implemented them.
■ Creating interactive opportunities that allow you to build networks with your peers, and put
you in contact with people who set the pace in their organisation for achieving Excellence.
This is all structured around the EFQM Excellence Model and its vocabulary in order to provide the
most relevant tools for organisations in Europe.
Tool#: 06 Creating SMART objectives 78Tool#: 07 Giving effective feedback 80Tool#: 08 Asking for and receiving feedback effectively 82Tool#: 09 Team forming 84Tool#: 10 Team feedback 86Tool#: 11 Dealing with enablers and barriers 88Tool#: 12 Saying goodbye 90
Partnership and ResourcesTool#: 01 Red tag 94Tool#: 02 Red tag board 96Tool#: 03 5S Audit: Manufacturing 98Tool#: 04 5S Audit: Office 100Tool#: 05 5S Radar graph 102Tool#: 06 Technology Identity card 104Tool#: 07 Technology/Stakeholders matrix 106Tool#: 08 Make versus buy Checklist 108Tool#: 09 Critical Success Factors for developing Partnership 110Tool#: 10 Monitoring partnerships 112
ProcessesTool#: 01 Improvement activity charter 116Tool#: 02 Helicopter view of the organisation 118 Tool#: 03 Helicopter view of processes 120Tool#: 04 Key process selection matrix 122Tool#: 05 Process mapping at activity level 124Tool#: 06 Identification of customer expectations 126 Tool#: 07 Customer satisfaction analysis 128Tool#: 08 Listening to your customer 130Tool#: 09 Process activity /customer requirement matrix 132Tool#: 10 Process mapping 134Tool#: 11 Check-sheet 136Tool#: 12 Pareto diagram 138Tool#: 13 Histogram 140Tool#: 14 Control chart 142Tool#: 15 Cause and effect diagram 144Tool#: 16 Scatter diagram 146 Tool#: 17 Identify Improvement Areas 148Tool#: 18 Brainstorming 150Tool#: 19 Selection matrix 152Tool#: 20 Failure mode effect analysis (FMEA) 154Tool#: 21 Improvement activity review checklist 156 Tool#: 22 Success story 158
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Excellence One
What is in Excellence One?
News and knowledge delivered directly to your computer, anytime, anywhere. Excellence One offers
learning opportunities on what you need, when you need it, it provides innovative communication and
collaboration possibilities that helps you continuously improve.
The core knowledgeThe Learning Zone is where you can access a variety of learning sets, insights and key approaches and
practices that will help your organisation to excel.With more than 600 pages on key management prac-
tices adopted by the best organisations.You can:
■ understand and raise your awareness on management practices;
■ improve the performance of your organisation by applying management practices;
■ look for role model organisations and customise for special cases;
■ learn more with reviews about current books and web sites;
Cutting-edge quality management newsOur editors and contributors continually update the News Zone with new articles on the latest ideas
and validated practices, drawing on extensive management expertise and knowledge from the most
respected organisations from all over Europe.
Articles cover:
■ What are the best organisations doing in order to achieve excellence?
■ What management practices are on the agenda of European organisations?
■ News from the winning organisations.
NetworkIt’s easy to interact with the extensive network of specialists in the Networking Zone. Just log into
Excellence One and collaborate with the community in a variety of ways:
Discussion forums connect you directly to the full Excellence One community where you can interact
with peers and experts.
Ring of Friends is a smaller group of trusted peers where you can place a special request (Who could be a
good consultant in the field of…? What software do you use for…? How do you apply…? How do you lever-
age the benefit from…? How do you maximise the impact of…? Would anyone have a presentation on…?).
Virtual Communities of Practice enable you to explore a topic during a few weeks with other likeminded
participants with the support of an experience practice leader.
Requests for benchmarking partners is a way to find the partner you’re looking for to help you progress.
MyExcellenceOneCustomising your experience to meet the needs of your company, your personal responsibilities and areas of
professional interest is easy. Participate in e-training or retrieve your favourite articles which you saved earlier.
Making the best use of Excellence One
As a personal user of excellence One, identify your key areas of interest and group them into 2 categories:
■ the ones on which you need to focus on during the coming months, the ones that will help you
to achieve your objectives;
■ the ones where you need to monitor their development, the ones that can impact the future of
your organisation.
Write down your priorities in this table
For the first category, take the time to identify all the relevant content you can find in Excellence One,
select the good practices and the tools you need to implement and learn from how others have done it.
Don’t think you are alone. Many people are using Excellence One everyday.They have experienced the
same challenges you are facing today. So take the opportunities offered by the discussion forum and the
virtual communities of practice to share your concerns, needs and successes. Share your thoughts in
Excellence One, it can only be valuable for yourself and the Excellence One community.
The second category (topics you want to monitor) is different. Look at the news, the insights from the
winning organisation and the case studies. Find out if there are good sources of knowledge in the “Learn
more section”.Ask your “Ring of friends” if they can help or simply post a request in the discussion
forums or in the “Benchmarking partner request facility”
In any case, to make the best use of Excellence One, you need to use it like a gym facility.You need to
come at least twice a week, to train your mind in some of the activities.
Think of the value of having continuous access to the relevant tips and knowledge…
Think of the time you can save…
Think of the new ideas you will be exposed to.
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Need to work on: Need to monitor:
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Excellence One
About this book
This book represents a glimpse of the value of Excellence One. But this is the one you will want to
carry around in your bag. It is a practical set of tools that you can use with the teams you lead. It
encompasses the templates, checklists and help-cards you need to make a difference. Kept to an optimal
number, they provide a comprehensive coverage of techniques that can be applied across the EFQM
Excellence Model.
On the web-site, you will find learning sets describing Approaches to Excellence that bring together dif-
ferent relevant sequences.
The book supports your day to day activities by providing you with the guidance necessary to make
things happen. Learn the tools, apply them, reflect on what you have learnt - little by little, you will grow
your individual abilities, you will become skilful at facilitating teams, selecting the right tools and even
inventing the ones you need.
Seek some guidance. Look for advisor. But more than anything else, dare to use such tools on regular
basis. No one will find you too systematic, annoying or slow as you will all discover together how to
make things happen much faster and with enthusiasm as a gift.The best coach is your own hope, the
best teacher is practice and the best reward is happiness.
As a conclusion, to achieve excellence, you need to do 2 things…
1 You need to understand, digest, live by and share the principles and practices that have been dis-
covered over a century of organisational improvement.
2. You need to master, use and share the tools that are relevant to your needs and those of your
organisation.
How it works
Cause and effect diagram
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TOOL #15
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TOOL #15
How to use this tool (steps)?
1 Place the name of the problem or effect in the box on theright of the diagram.Try to be as precise as possible.
2 Determine the major categories of causes and place themabove and below the main line of the diagram.To identifythe major categories it is possible to:■ use ready-made ones that suit your situation:
Manpower, Machines, Method, Measurement, Material;Steps of the process;...
■ brainstorm ideas for causes and group them intomajor categories and categories – give a title to eachcategory and the major category.
3 By asking the question Why? repeatedly (up to five times)for each of the major categories, chains of causes can beidentified for each of the categories.The results can bepresented in the manner of a ‘fishbone’ – see diagram.
4 Quantify the impact of the causes on the effect -select forimprovement the causes that appear to have the greatestimpact.
Excellence One
Cause and effect diagramProcesses
Why would you like to usethis tool (deliverables)?■ To identify the causes that gener-
ate an effect.
■ To classify the potential causes
into different categories and to
organise them.
■ To identify the governing variables
without quantifying their impact.
When would you use this tool(context)?■ During the ‘Analyse’ phase of a
problem solving or process
improvement activity.
■ When trying to identify the causes
of poor performance.
How to make the best use ofthe tool (tips and traps)?■ When identifying the potential
causes through a series of Why?
questions, be very careful that
every new cause should be more
specific than its effect (the next
Why? in the chain).
■ Invite all those familiar with the
process to comment on the final
diagram – amend if necessary.
■ Note that this tool is sometimes
called the Fishbone diagram or
Ishikawa diagram.
What could be done next?■ Quantify the impact of the causes
on the effect or problem. Use a
check-sheet, a scatter diagram or
other statistical tools to assist.
MethodsLack of attention
paid to forecast
Amplification
of variation
Quality of
information
Sales
forecast
too far
from
reality
Insufficient parameterstaken into account
Change in customer behaviour
No balanced set of incentives
Sales is one of many targets
No training
Weather
Retention of information
Conflict between departments
Promotion
Sales target
Delay in access to informationNo access to final customer
Based on customer’s forecast of their own sales
Inadequate model
Example
How to make the best use ofthe tool (tips and traps)Tips to help maximise the benefits ofthe tools and traps to avoid.
What could be done nextA description of the possibilities you have to maximise thebenefits of the tool, after completing all the steps. Second page
To demonstrate an application of the tool or information that aids further understanding of how the tool can be applied.
Why would you like to use this tool(deliverables).A description of what you can expect to
achieve if you use this tool.
A problem or a set of circumstances that you
wish to understand further
How to use this tool (steps)A description of the key steps to follow if you
want to apply this tool rigorously.
When would you use this tool (context)The context in which you might want to use this tool.This
might be an approach to excellence, a process or an event.
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Excellence One
TOOL #00
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TOOL #00
How to use this tool (steps)?
■ There are a number of publications, awareness sessions andtraining courses available that explain the EFQM ExcellenceModel.This would be an advisable first step to build expertise.
■ Use the Model as a checklist to compare what your organisa-tion does in comparison to the 5 Enabler criteria and whatyour organisation achieves against the 4 Results criteria.
1 Start with Enabler criteria 2: Policy and Strategy. Definethe goals, objectives and outcomes the organisation wishesto achieve.
2 Identify how the outcomes for Policy and Strategy trans-late into measures for the four results criteria (Criteria 6:Customer Results, 7: People Results, 8: Society Resultsand 9: Key Performance Results).
3 Identify key organisational activities for the enabler criteria3. People, 4. Partnerships and Resources and 5. Processes.Identify which results criteria they should have an impacton and translate into measures.
4 Identify the role of Leaders of the organisation (criterion1) in defining Policy and Strategy, creating and supportingthe key activities or approaches for criteria 3, 4 and 5 andresponding to the needs of key stakeholders reflected inthe results criteria.
5 Review with colleagues how your organisation comparesagainst all of the areas described by the Model to identifypotential strengths and Areas for Improvement.
Excellence One
EFQM Excellence Model
Why would you like to usethis tool (deliverables)?■ The EFQM Excellence Model(tm)
is based on a framework of nine
criteria. It can be used during a
review process to identify and
confirm which Result areas are
tracked and which Enablers are
supported by the organisation.
■ To gain agreement on which key
results and critical enabling activi-
ties are critical to the organisation.
When would you use this tool(context)?■ When you want to prioritise and
agree the result areas that are
important to the organisation.
■ When you want to understand the
relationship and impact between
Enablers (what you do) and Key
Result Areas (what you achieve).
How to make the best use ofthe tool (tips and traps)?■ The EFQM Model is a non-pre-
scriptive framework, itshould how-
ever be customised to reflect the
specific approaches and results rel-
evant to your organisation.
What could be done next?■ Undertake a Self-Assessment.
■ Score the organisation using
RADAR principles.
■ Identify areas for improvement.
People
Policy & Strategy
Partnerships & Resources
ProcessesKey
Performance Results
Leadership
People Results
Customer Results
Society Results
R E S U L T SE N A B L E R S
I N N O V A T I O N A N D L E A R N I N G
EFQM Excellence Model
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Excellence One
Leadership
Tool#: 01 Asking effective review questions 16
Tool#: 02 ‘Managing by wandering about’ MBWA 18
Tool#: 03 Effective listening skills 20
Tool#: 04 How to be a good effective coach 22
Tool#: 05 Creating a Mission statement 24
Tool#: 06 Creating a Vision statement 26
Tool#: 07 planning change 28
Tool#: 08 Force field analysis 30
Tool#: 09 How to help people during change 32
Tool#: 10 Strategic partnering 34
Tool#: 11 Handling conflict 36
Tool#: 12 Crisis Management 38
Tool#: 13 communicating under pressure 40
Tool#: 14 Staying healthy under pressure 42
TOOL #01
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Asking effective review questionsLeadership
TOOL #01
How to use this tool (steps)?
1 Before the review, read the help-card, try to visualise howthe review could progress.
2 Select the key areas where you want to improve.
3 During the review, stick to your plan, focus on the areas ofimprovement you have identified.
4 After the review, read the help-card again. Identify whatwent well and what went wrong.
5 Repeat the process till you are satisfied with the outcome.
Why would you like to use thistool (deliverables)?■ To understand the progress of an
activity.■ To understand the reasons for success
or problems.■ To help others understand a situation
better.■ To help others find solutions to a
problem.■ To help others learn from a completed
activity.
When would you use this tool(context)?Review may be planned or ad-hoc, formalor informal:■ planned review (e.g. by a project
review board) will usually be linkedto formal project milestones, atimportant stages of the activity;
■ ad-hoc reviews gives a leader thechance to influence a situation with-out taking away the participants’responsibility and confidence;
■ review after the event is a powerfultool for learning and recognition.
How to make best use of thetool (tips and traps)?■ Encourage people to focus on the
important factors.■ Let people use their own words■ Only offer advice if asked.■ Avoid asking ‘Who?’- it is often seen
as leading towards blame.■ Help people be aware of their own
learning, and share what you havelearned.
■ Help people be clear on next steps.
What could be done next?■ Make sure that any agreed actions
are followed through.■ Cut out unnecessary data from
review documentation- focus on theimportant factors.
■ Help others practise effective review.
Excellence One
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Excellence One
Asking effective review questions
Help Card
1 Consider the purpose of the review. (Formal information transfer? Problem -solving? Exploratory? Coaching?
Celebratory? Who is it for? If it is to enable the leader to exercise control or allocate blame, it is not
review!)
2 Decide who to involve (1:1 with a project manager or a newly appointed manager? Meet a team? A large ses-
sion involving customers and suppliers? Be clear what roles people are in and make your role and purpose
clear to them. Senior leaders need to be aware that review may be seen as threat, criticism or hidden blame).
3 Set a suitable tone from the start (Review is more effective when the whole situation is consistent – e.g. loca-
tion, timing, scope and purpose, level of information exchanged, behaviour, tone of voice and body language).
4 If you need to understand basics, use ‘first level’ questions.Tell me What? When? Where? Who? How Long?
5 If you want to gain deeper understanding and help people to learn, use ‘second level’ questions.Tell me how.
Why did that happen, do you think? What possibilities exist now? So how do you feel?
6 Ask about the plan, the process and the people as well as the outcomes.
7 If decisions, coaching or advice become relevant, pause the review – and explain that the nature of the discus-
sion has changed.
‘Managing by wandering about’ MBWA
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Excellence One
TOOL #02
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TOOL #02
How to use this tool (steps)?
1 Think about how MBWA supports your leadership style.
2 Read the help-card for ideas about how you can apply thistool.
3 Be clear about the personal benefits for yourself (opportu-nities for learning, understanding real business issues,access to people) and the organisation (provides peoplewith access to you, supports values of trust and opencommunication).
4 Remind yourself of the benefits before each planned‘MBWA’ event.
5 Reinforce existing communication channels.
Excellence One
‘Managing by wandering about’ MBWALeadership
Why would you like to use thistool (deliverables)?■ To understand the organisation better,
especially how it works and how
people are feeling.
■ To aid communication in the organisation.
■ To enjoy contact with other human
beings.
When would you use this tool(context)?■ When joining a different organisation,
or after an absence.
■ When things are going well.
■ When things are going badly.
■ At different times of the day.
How to make best use of thetool (tips and traps)?■ Go alone.
■ Be yourself – whether that’s formal,
relaxed, cool, energetic or any other style.
■ Be honest – this includes being honest
about what you can’t tell people and what
you don’t understand about their work.
■ Carry some change to be able to buy
coffee at the machine.
■ Don’t stop when you get busy.
What could be done next?■ Ask whether other information channels
are giving you the same message.
■ Help and encourage other managers to
MBWA if appropriate.
■ If ‘wandering’ feels too exploratory for
you, try ‘walking’ instead. People will
respect any style as long as the motive
is sincere.
Help-Card
1 Be open about what you are doing to avoid creating feelings of suspicion.
2 Decide how much time you will spend and build this into your diary commitments.
3 Make the process informal to avoid creating the perception of V.I.P. visits. Remember, you can pose a threat in
the mind of managers, junior to you.
4 Plan your visits so that you have a short-term programme of certain places and people you would like to see.
This will maximise opportunities for learning.
5 Encourage people to ask questions, listen and avoid:
■ taking ownership of issues;
■ making easy promises;
■ leaking advance information;
■ giving on the spot judgements.
6 Use open-ended questions (what do you think, why did that happen, tell me how) to build rapport.
7 On you return, reflect on what you have seen and heard.
8 Respond to the learning opportunities (thank people for their time, for being open and advise them of any
follow-up actions).
Effective listening skills
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Excellence One
TOOL #03
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TOOL #03
How to use this tool (steps)?
1 Think about how you would recognise effective listening.Ask yourself, what is listening and when I feel listening to,what effect does it have on me.
2 It is about providing other people with opportunities toexpress views, opinions or facts.
3 It requires concentration.
4 It helps if non-verbal and verbal cues are provided, such aseye-contact, nodding and statements such as ‘please continue’.
5 Listening does not mean you agree or disagree.
6 Read the helpcard for ideas about how you can improveyour listening skills.
Excellence One
Effective listening skillsLeadership
Why would you like to usethis tool (deliverables)?■ To gain information.
■ To understand another person’s
point of view.
■ To establish or deepen a relation-
ship.
When would you use this tool(context)?■ Performance review.
■ Coaching conversation.
■ Negotiation.
■ Exploring new ideas.
How to make best use of thetool (tips and traps)?■ Be as sincere as you can.
■ Don’t pre-judge what they are
going to say.
■ Let them finish their own sentences!
■ Let them tell their story – don’t
tell yours.
■ If your brain is chattering like a
monkey, ignore it, or admit it and
meet another time.
■ Don’t try too hard!
What could be done next?■ Thank them for the conversation.
■ Show that you have understood by
taking suitable action if that is
what’s needed.
■ Be prepared to share your listen-
ing skills with others.
Help-Card
1 Respecting the right of others to express is a leadership quality.
2 Effective listening can only take place if the right conditions have been established (avoid distractions and
interruptions).
3 Tell people why you want to hear what they have to say, then listen.
4 Effective listening requires practice.
5 Do not interrupt, respond during natural pauses and ask if the person has finished speaking.
6 Summarising, testing, understanding and asking questions are ways of establishing ‘What you heard’ is ‘what
was said’.
7 In any 5 or 10 minutes period reflect on how much of the conversation you initiated or listened to.
8 Ask people if they think you are a good listener.
How to be a good effective coach
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TOOL #04
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TOOL #04
How to use this tool (steps)?
1 Distinguish the differences between training and coaching.
2 Coaching is concerned with helping an individual toexplore options, identify consequences and to evaluate different courses or action.
3 Don’t impose coaching, respond to the needs of the individual.
4 Be clear when a coaching style is appropriate and when itis not.
5 Effective coaching is a skill, that requires listening, askingthe right questions, understand, and patience.
6 Consider whether you need training.
7 Ask for feedback on your coaching style.
8 Find a coach, you can learn from.The experience will alsohelp to develop and improve your own style.
9 Review the help-card when involved in a coaching situation.
Excellence One
How to be a good effective coachLeadership
Why would you like to usethis tool (deliverables)?■ To improve the performance of an
individual.
■ To improve the performance of
your team.
■ To improve the performance of
your organisation.
■ To strengthen business partnerships.
When would you use this tool(context)?■ Whenever asked.
■ At performance reviews.
■ With a team in difficulty.
■ With a long-established customer,
supplier or other partner.
How to make best use of thetool (tips and traps)?■ You don’t have to put a ‘coaching’
label on every coaching event.
Use language that is natural to you.
■ Use your effective listening skills.
■ Be prepared to receive coaching
as well as giving it. Enjoy the
experience!
What could be done next?■ Select other people in your
organisation to become coaches,
and coach them.
■ Become a coaching champion,
through recognition and role
modelling.
Help Card
1 It is important to build a relationship with an individual and establish ground rules for coaching.
2 Use open questions ‘What did you have in mind?, ‘What other options have you considered?’, ‘Why did you
decide this was best?’.
3 Be prepared to share your experiences, not as solutions but as learning experiences.
Creating a mission statement
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Excellence One
TOOL #05
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TOOL #05
How to use this tool (steps)?
1 Decide who to involve in creating the mission statement.
2 Brainstorm what the organisation is doing using action verbs.
3 Define 2 to 3 competencies that are critical to your long-term success.
4 Define your customers.
5 Define where you operate geographically. Do not forgetcyberspace.
6 Build a sentence that combines points 2, 3, 4, 5.
7 The sentence should be forward looking and credible.
8 Test reactions within the organisation.This provides a realitytest.
9 Communicate the mission.
10 Be explicit about how people in the organisation can con-tribute to the mission.
Recommendations:1 the mission statement should reflect what the organisation
really is. It should express a noble aim and be valid formany years;
2 it should describe a value position or solution (e.g. helpingorganisations to EXCEL – EFQM);
3 it should be credible, short and memorable;4 it should be relevant;5 avoid generalised language.
Excellence One
Creating a mission statementLeadership
Why would you like to use thistool (deliverables)?■ To develop a mission statement that
expresses why the organisation exists.
■ To reinforce an organisation’s sense
of purpose.
When would you use this tool(context)?■ When defining the long term
strategy of the organisation.
■ Every year, when strategy is under
review.
How to make best use of thetool (tips and traps)?■ Time needed to use this tool
depends very much on the com-
plexity of the situation and the
strategic changes the organisation is
going through.
■ Keep the final formulation simple
even though it does not embrace
the whole complexity of the current
or future situation.
What could be done next?■ Test the outcome with key stake-
holders.
■ Prepare an extensive communica-
tion plan for the mission.
■ Ask your employees how they would
express the mission to a new
employee (Ignore whether they use
the exact words, but listen for their
understanding of the essential sense).
Brainstorming for Competencies:
■ manufacturing Excellence;
■ validation technology;
■ complex mechanical design.
Brainstorming for Customers:
■ aerospace industry;
■ aerospace constructors;
■ the customers of the aerospace industry.
Brainstorming for Geographical area:
■ Europe +;
■ global;
■ world-wide.
Brainstorming for Mission:
■ through manufacturing excellence we provide ignition systems to the world-wide aerospace industry.
Brainstorming for Activity:
■ provide;
■ design Ignition System;
■ manufacture Ignition system;
■ service ignition system;
■ deliver Ignition system.
Example
Creating a vision statement
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Excellence One
TOOL #06
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TOOL #06
How to use this tool (steps)?
1 Identify all the stakeholders of the organisation.Theseshould include, at least, the customers, the employees andthe shareholders or governing bodies; suppliers and theoverall community are often added to the list. In manycases, it is possible to identify more stakeholders – keepthe ones that are critical to the future of the organisation.
2 Define a time horizon. Do you want to describe yourvision for the next 3, 5, 10 or 50 years? A 5 year vision isusually a minimum. If you go for 3 years because you are ina crisis situation or because you are in an highly unstableenvironment, avoid the term ‘vision’- use, for instance,‘ambition’ or ‘intent’.These words are less likely to bringcynicism.
3 Brainstorm the vision specific to each of the stakeholders.Ask the question: In X years (the time horizon), howwould I like ..... (the stakeholder) to see me?
4 Develop the sentence that will be your vision statementfor each stakeholder.
5 Ensure that the vision statement, as a whole, is consistent.
The vision should be stretching but achievable.
Excellence One
Creating a vision statementLeadership
Why would you like to usethis tool (deliverables)?■ To develop a vision statement that
expresses the ambition and intent
of the organisation.
■ To give a clear direction to the
organisation.
When would you use this tool(context)?■ When defining the long term
strategy of the organisation.
■ Every year, when the strategy is
under review (through minor
evolutions).
How to make best use of thetool (tips and traps)?■ The time needed to use this tool
depends very much on the com-
plexity of the situation and the
strategic changes the organisation
is going through.
■ Keep the final formulation simple
– even though it does not
embrace the whole complexity of
the current or future situation.
What could be done next?■ Test the outcome with key stake-
holders.
■ Prepare a plan to communicate
the vision widely.
Customers:
■ best value for money;■ innovative suppliers;■ high contribution to product development;■ solution providers;■ reliable (quality and cost);■ ongoing contact.
Customers
Customers consider us as a very reliable supplier of integrated solutions. Our contribution to the develop-ment of their products is valued.We are regarded asan innovative supplier that does not compromise onExcellence.
Employees:
■ attract talented people;■ empowerment;■ fair recognition;■ career opportunities;■ employees are proud of being with us.
Employees
We are regarded as an organisation that attracts and retains talented people. Our employees feel proud ofbeing associated with a successful organisation andbrand.They are given the opportunity to contribute toour development.They feel recognised and valued.
Shareholders:
■ fair return on investment;■ potential for growth;■ solid brand;■ ability to handle risks and difficult situations-
if they arise.
Shareholders
Our shareholders are satisfied with the return on investment they get with us.They see in us a solid brandwith high growth potential. They are confident in ourability to handle risks or difficult situations that mightarise.They are willing to contribute to our development.
Partners:
■ fair partner;■ no interference in internal affairs;■ improvement opportunities;■ willing to co-operate;■ demanding on cost and quality;■ extended organisation;■ open to innovation.
Partners
Our partners consider us a fair organisation that provides continuous improvement opportunities.Weare seen as an organisation that is committed to thedevelopment of an extended network of excellent andprofessional organisations. Being open to new ideas, wehave access to new ideas and cost optimisation oppor-tunities.
Society:
■ high involvement in education;■ role model in a few key areas;■ ethical company;■ care for the environment;■ practical involvement;■ focused on achieving societal targets.
Society
At the local level, we are recognised for our involve-ment in the community and, more specifically, for oursupport and achievements in the field of education.Inthe field of supporting the arts, we are considered as arole model with very ambitious goals at both nationaland international levels.
Horizon: 5 years
Example
Planning change
www.efqm.org/excellenceone • 29
Excellence One
TOOL #07
28 • www.efqm.org/excellenceone
TOOL #07
How to use this tool (steps)?
1 When considering a change, a leader will often think predomi-nantly about the future state that (s)he desires. ‘Where do Iwant this organisation/team/process/individual to be?’ This visionof the future is essential to provide the sense of direction need-ed to guide the planning and implementation of change.
2 The next step is for a change leader to think about the startingpoint: ‘Where are we now?’ What are the external conditionsfacing the organisation, the organisation’s internal capabilities,the state of people’s morale (including the leader’s), the qualityof relationships with external partners? What is our sense ofintangible factors – e.g. intuition that the time is right forchange, a feel for an approaching opportunity or threat, a‘hunch’ or ‘gut feel’?What assumptions are you making? What are your blind spotswhere it would help to get another perspective? (A useful blind spot question is: ‘I think I’m right – but if I amnot, how will I know ?’).
3 Now for an important step which many people do not take.Thechange leader must look back into the past and ask ‘How have wegot to where we are now ?’.The organisation’s current state hasbeen shaped by previous changes and trends. For example, tech-nology trends, organisational structures, political policies, manage-ment practices and ways of thinking, interpersonal relationships,events, myths and legends that have helped to create the culture ofthe organisation.Which of these will act in favour of the proposedchange and can be used or maintained? Which will act against thechange and will need to be disconnected? Which will be neutraland can be ignored or simply monitored? An effective change strat-egy will take account of the past as well as the present and future.
4 With past, present and future in mind, a change strategy cannow be designed that will:■ free people from those past and present ways of thinking
and acting which will not be effective in the future;■ confirm what is not going to change – the ‘points of
stability and continuity’;■ create and manage the transitional state that will help peo-
ple get from today to the future;■ consolidate and maintain the desired future state.
Excellence One
Planning changeLeadership
Why would you like to usethis tool (deliverables)?■ To increase the success rate of
changes.
■ To reduce time and effort required
to introduce change.
■ To demonstrate leadership in an
important arena.
When would you use this tool(context)?■ When thinking about possible
change.
■ After the decision to change has
been taken.
■ When reviewing the change.
How to make best use of thetool (tips and traps)?■ Seek a wide variety of insights.
■ Don’t forget the past.
What could be done next?■ Review your experience of change
using this model.
Change Strategy
Starting Point
Vision
Vision:
■ customer pleased by their experience with us;
■ collaborators are happy to help and support
customers;
■ growing sales.
Change strategy:
■ review leadership style and behaviour;
■ launch coaching programme for collaborators;
■ launch recognition programme.
Starting point:
■ customer unsatisfied;
■ staff not willing to excel at handling cus-
tomers;
■ sales are going downs faster than for
competitors.
Example
www.efqm.org/excellenceone • 31
Excellence One
TOOL #08
30 • www.efqm.org/excellenceone
TOOL #08
How to use this tool (steps)?
Overview: In any situation there will be forces that help youmove towards a desired goal, and other forces that hold youback or move you in a different direction.These forces can beidentified, evaluated, and addressed in the change plan.
1 State the desired goal clearly.
2 Identify all the current and future forces that relate to thesituation. Do not categorise them as positive or negative atthis stage (Alternative: identify all the positives, then all thenegatives – but take care not to simply make the secondlist an exact opposite of the first).
3 Now categorise the forces into those that will aid theachievement of the goal and those that will restrain ordivert you. It helps to plot these in a visible form.
4 Evaluate each individual force for its impact – e.g. high/medium/low.Add this assessment to the visual display. Nowassess how easy it would be to exploit or change each indi-vidual force – e.g. easy/possible/impossible. Chart theresults. If a group is conducting the analysis, asking eachmember to allocate scores will provide a rough quantifica-tion.
5 Incorporate in the change plan those forces which have:■ high impact and are easy/possible to exploit or change.
‘Essential to do’;■ high impact, and are impossible to exploit or change.
‘Essential to prepare for’;■ medium impact, easy to exploit or change.
‘Useful if time and resources allow’.
Excellence One
Force field analysisLeadership
Why would you like to usethis tool (deliverables)?■ To plan for factors that will help
or obstruct a change.
■ To exploit resources that support
change.
■ To prevent or minimise problems.
When would you use this tool(context)?■ When planning change.
■ When communicating about change.
■ When managing problems during
the implementation of change.
■ When reviewing change.
How to make best use of thetool (tips and traps)?■ It is often easier to reduce negative
forces than to increase positives.
■ Beware over-optimism about ease
of change.
■ Force field analysis provides a
good method of involving people
in a change.
What could be done next?■ Include the results of the analysis
in the change plan.
■ Take preventive or corrective
action.
■ Use the analysis when reviewing
the change.
Impact + FORCES
=
=
=
+
+
=
=
-
+
=
M
H
H
M
L
M
M
H
L
H
Growth in centres of excellence
Higher product R&D from savings
Customer preference from surveys
Retirement of MD Germany Oct 2001
Better match with US organisation
Graduate recruitmentcan be Europe-wide
Local political and public opposition
Better relations with international supplier
Functional strategy fits corporate planning process
Enables Internet service delivery channels
Essential to do: Secure R&D investment from savings.Exploit customer goodwill.Plan Internet service delivery channels.
Essential to prepare for: Local political and public opposition (NB Germany).
Useful value adds: Reassign country MDs in new organisation
Desired goal: Change European operations from geographic to functional organisation
Force field analysis
Ease of change
+ = -
Example
How to help people during change
www.efqm.org/excellenceone • 33
Excellence One
TOOL #09
32 • www.efqm.org/excellenceone
TOOL #09
How to use this tool (steps)?
Note: People react to change in different ways and at different times and speeds.This tool describes a common pattern, but a skilful leader will attend to what is actually happen-ing in each actual case of change.
1 Understand that people’s reactions to change often follow a pattern of:■ shock;■ fear;■ worry;■ acceptance;■ adapting.
(The pattern is not smooth or equal, and people may repeat earlierstages).
2 To help people through the initial shock: acknowledge their concerns;give them time to talk; communicate widely and often, especially aboutthe reasons for change; celebrate what was good from the past; pro-vide a vision for the future (though don’t expect everyone to be posi-tive about this yet or even to hear the messages); tell people how longthe change will take.
3 To help people while they’re afraid: be prepared for aggression ornot wanting to know (‘fight or flight’); listen and show that youunderstand their feelings; temporarily ease ‘nice but not crucial’ per-formance targets; recognise that you may come under personalpressure; repeat the message; show your own confidence in thebenefits of the change; help leavers to go with dignity.
4 To help people as they worry: clarify the position to dispel uncertain-ty; demonstrate that there is a good change plan; help people delivertheir current work; value them by reminding them of their assets ofskills, experience and past success; involve them in the change (asmembers of task groups, focus groups etc); inject some fun whereappropriate.
5 To help people as they accept change: be tolerant of mistakes as peoplelearn the new ways; support people even if they overreact; maintain theclear objectives of the change – but if possible allow people some con-trol over how they achieve them; publicise progress; recognise successand effort; use any good news from outside (e.g. customer comments,press reports).
6 To help people as they adapt: maintain focus to the end of thedeclared change phase; restore performance standards; providenext-stage training; publicise formal completion; review the changefor lessons; celebrate success and commitment.
Excellence One
How to help people during changeLeadership
Why would you like to usethis tool (deliverables)?■ To bring in change successfully.
■ To reduce the human cost of
change.
■ To teach others how to lead
change.
When would you use this tool(context)?■ When planning tactics for change.
■ When leading implementation of
major change.
■ When reviewing major change.
How to make best use of thetool (tips and traps)? ■ Don’t expect everyone to react
equally.
■ Recognise your own reaction to
change.
What could be done next?■ Review your personal lessons
from the change.
Help Card
■ The model below highlights some of the possible reactions people go through during change.Reactions do not always follow the same order, the time from shock to adapting differs for different people.
■ People respond differently, depending on whether they are driving change or they are asked to change.
1 Shock
Where change is unexpected, the surprise factor can create a sense of panic and fear about personal implications of the change. Communication is critical at this stage, even when there are still unresolved issues to address.
2 Fear
This is a protective measure, where the person raises doubts that the change will really happen. Re-enforcement of the need to change and consistent messages are important.
3 Worry
This may be passive or active. People want to know that the future will be better, and how change will affect them personally.Programmes that help people become part of the future can help (e.g.training).
4 Acceptance
This requires sufficient confirming evidence that the change will happen or that symbolic and real changes have taken place.
5 Adapting
Providing familiar features that reinforce the change (e.g.Appraisal) acknowledging the past and celebrating successes are key.
Worry
Fear
Shock
Be consistentand explainbenefits
Help people to migrate Acceptance
AdaptingIntegrate change within organisationalsystem
Reinforce anddemonstratecommitment
Communicate Recognise and celebrate
Rea
ctio
n an
d fe
elin
gs d
urin
g ch
ange
Strategic partnering
www.efqm.org/excellenceone • 35
Excellence One
TOOL #10
34 • www.efqm.org/excellenceone
TOOL #10
How to use this tool (steps)?
1 Consider the gap to fill, the opportunity to be exploited, or the need to be met.
2 Re-assess your organisation’s capabilities in the relevant areas.Consider external factors e.g. position in market or public infra-structure, reputation, stakeholder support, competitive techno-logical excellence, quality of relationships with customers andsuppliers. Consider internal enablers such as financial strength,delivery capability, strategy, effectiveness of systems andprocesses, people, leadership and management, innovativeness,knowledge management, culture and style, physical assets.
3 Describe the perfect partner, one whose capabilities wouldcomplement your own to create the desired synergy or fillthe gap exactly, without intruding on your other activities.
4 Scan your existing relationships for any that could be devel-oped into that partnership, or near to it. Now imagine stand-ing in the other organisation’s shoes and assess your proposi-tion from their point of view. If you need to adjust yourproposition to be welcome to them, do so, but re-assesswhether the benefits to you are still enough.
5 Do not ignore the political and emotional dimensions of potentialpartnership. Some of the critical success factors that apply tomergers are also relevant here. So, for example, while synergy ofgoals is important, synergy of style and ways of working is crucial.
6 Think through several future scenarios. Identify the factorsthat will affect the partnership, and the potential direction inwhich it may develop. Use the repeated question ‘And thenwhat?’ Include impacts within your organisation.
7 If you need to look elsewhere, consider possible relationshipsinside and outside your sector. As with benchmarking, theright partner may lie outside your normal range of contacts.Risks increase the further you go into unknown territory, butif survival is at stake, you may choose to confront those risks.
8 Apply change management principles to any partnership you form.
Excellence One
Strategic partneringLeadership
Why would you like to usethis tool (deliverables)?■ To increase the organisation’s
capability.
■ To decrease future risk.
■ To enter new markets or areas of
activity.
■ To secure a long term relationship
especially with a selected supplier
or customer.
When would you use this tool(context)?■ After identification of a strategic
gap in the organisation’s capability.
■ After identification of a strategic
opportunity that is too large for
your organisation alone.
■ In response to a serious proposi-
tion from a potential partner.
How to make best use of thetool (tips and traps)?■ Be objective about the organisa-
tion’s capabilities.
■ Be clear which mode you are in,
whether it is visioning, self-assess-
ment or planning.
■ Include ‘stay as we are’ in your
range of scenarios to work through.
What could be done next?■ Consider the impact on other
customers and suppliers.
■ Keep the aims of the partnership in
view and work hard and generously
to secure them.
Assessing your partnership
Low
Organisational
Competencies
■ Partner of equals.
■ Long-Term relationship is value
if competencies are to be
developed.
■ Need to consider how the
organisation can add value in
other areas.
■ Supplier needs to consider how
can add value in other areas.
■ Mutual benefit in co-operation.
■ Equality in potential
contribution.
■ Partnership of equal.
Help-Card
High
High
Partner CompetenciesLow
Handling Conflict
www.efqm.org/excellenceone • 37
Excellence One
TOOL #11
36 • www.efqm.org/excellenceone
TOOL #11
How to use this tool (steps)?
1 Recognise that conflict is natural. Conflict may arise whentwo or more people’s goals, behaviour or ways of seeingthings do not coincide.
2 Most people have a habitual response to conflict.This isproduced by two factors: how assertive they are (= con-cern for themselves) and how cooperative (= concern forothers).
3 Identify your conflict handling style. Use examples fromyour past. See help-card.■ What benefits does your approach bring you?■ What are the drawbacks?■ What happened when you adopted a different style,
or a combination of styles?
4 If there is potential for conflict: remind yourself that con-flict is natural and may be a valuable way of improvingorganisational health; assess what might be the conse-quences (e.g. in the best/worst cases); decide and adoptthe style best suited to the circumstances; if you don’t havethat style, introduce someone who does.
5 If conflict has arisen: try to understand the conflicting par-ties’ points of view – remember that they make sense tothem even if they don’t to you; seek or provide mediationthat:■ provides a secure process;■ helps people to scope the conflict and its causes;■ builds trust through impartial and non-judgemental
listening;■ enables people to explore possible ways forward;■ helps people to learn from the event.
Excellence One
Handling ConflictLeadership
Why would you like to usethis tool (deliverables)?■ To handle conflict more effectively.
■ To widen my range of conflict
management styles.
■ To be able to coach others.
When would you use this tool(context)?■ When conflict occurs.
■ When conflict is expected.
■ When conflict is being reviewed
for learning.
How to make best use of thetool (tips and traps)?■ Confirm or amend your style
self-assessment with another
person (See step 3).
■ Consider inviting a neutral third
party to help.
■ Look for the times during conflict
when an input of constructive
energy is needed, or a pause.
What could be done next?■ Review the conflict-management
skills in your organisation and
improve them if necessary.
■ Think ahead about potential struc-
tural causes of conflict (e.g. market
or policy trends, new technology
etc).
■ Experiment with a conflict handling
style that is not habitual to you.
High assertive
High assertive
Medium assertive
Low assertive
Low assertive
Seeks win-win outcome from
conflict
Competes, need to win even if
others lose
Looks for compromise
Accommodates, gives in to others’
pressure
Tends to avoid conflict
High cooperative
Low cooperative
Medium cooperative
High cooperative
Low cooperative
Concern for yourself Concern for others Outcomes
Identify your conflict handling style
Help-Card
Crisis management
www.efqm.org/excellenceone • 39
Excellence One
TOOL #12
38 • www.efqm.org/excellenceone
TOOL #12
How to use this tool (steps)?
1 Take a moment to get over any initial feelings of shock you may have, and to get your own thoughts clear. Remember that a crisis isnot automatically a catastrophe. Read the help-card.
2 Remember too that the crisis will develop at varying speeds, and attimes there will be enough time for some planning and thought.Part of your role as a leader will be to help people discern the‘shape’ of the crisis, just as a skilled doctor can ‘read’ the variationsof an acute illness and have suitable treatment options ready.
3 Appoint your crisis management team and allocate clear initial roles.Initial roles may need to be changed as the emergency unfolds, so donot over-specify the roles in detail. Each role should contain a proac-tive and a reactive element, so that events can be managed as well assimply responded to.And do not forget to confirm and motivate the‘business as usual’ team, responsible for managing ongoing activity.Make clear what roles you will be playing, and what you do notexpect to be doing.
4 Arrange for both teams to be fully briefed on the current situation,including what is not known and how that will be found out.Allowpeople to express their reactions, initial feelings, hopes and concerns– show that you understand that first reactions are not a consideredassessment and that honest sharing starts to build morale, not lowerit. Share your concerns, but emphasise your hopes and picture thefuture where possible.
5 Initiate short-term and medium-term planning and action.The shortterm plan aims to get the crisis under control, and has a heavyemphasis on communication; the medium term develops responsesto a range of possible scenarios, including the aftermath. Make surethe teams are kept abreast of the planning at key stages.
6 As the organisation’s response starts to take effect, pay particularattention to:■ helping maintain the ‘big picture’ perspective;■ managing stakeholders with whom you have a personal
relationship;■ getting the strategic communications right;■ monitoring the health of the crisis management team;■ being a source of confidence and intelligent energy.
7 After the crisis has passed, lead a learning review. Role model theobjectivity that will be required.
Excellence One
Crisis managementLeadership
Why would you like to usethis tool (deliverables)?■ To handle a crisis successfully.
■ To enable learning.
■ To enable future preventive action.
When would you use this tool(context)?■ In real time during a crisis.
■ During post-event review.
How to make best use of thetool (tips and traps)?■ The first 24 hours in a crisis often
feel different from all subsequent
phases.
■ Exercise the courage to delegate.
■ Play by the rules that have been
agreed. Don’t assume that a leader
can ignore them.
What could be done next?■ Take the lessons from the review
into the organisation’s preventive
action plan.
■ Share experience with others who
have been through a similar storm.
■ Be prepared for a delayed reaction
by people who have worked hard.
Help-Card
1 Avoid fire-fighting.
2 Define an ideal end state.
3 Involve others.
4 Share responsibilities and delegate.
5 Develop a plan with short, medium, and long term actions (the crisis will influence whether this is
measured in days or months).
6 Identify further risks and possible contingencies.
7 Keep people informed.
8 Track progress against the plan.
9 After the crisis has been resolved, review how it was handled and capture learning points.
10 Introduce preventative measures to avoid a repeat of the same crisis.
Communicating under pressure
www.efqm.org/excellenceone • 41
Excellence One
TOOL #13
40 • www.efqm.org/excellenceone
TOOL #13
How to use this tool (steps)?
1 In an Internet world, traditional distinctions in communica-tions are disappearing. For example, internal messages andand those that reach external stakeholders cannot now beso easily kept apart. Reaction times, access and expectationsof leaders are all sharpening. Even the distinction betweenbusiness affairs and entertainment is blurring, with somenews interviews looking and sounding like a gladiatorialcontest staged for the viewing or listening public.
2 For the leader, successful communication when underpressure is a combination of two things: behaviour andtechnique. Behaviour is by far the more important.
3 Read the help-card for ideas about how you can improveyour communication skills.
Excellence One
Communicating under pressureLeadership
Why would you like to usethis tool (deliverables)?■ To maintain effective communica-
tions in difficult times.
■ To maintain your personal leader-
ship credibility.
When would you use this tool(context)?■ During a crisis.
■ During difficult questioning e.g
from media, customers, share-
holders, employees, regulators,
suppliers, unions.
How to make best use of thetool (tips and traps)?■ Vary structures and techniques.
■ Make few commitments under
pressure, but always follow
through on those you do.
What could be done next?■ Seek coaching.
■ Initiate communications rather
than reacting.
Help-Card
Techniques
1 Use simple structures to make the communication memorable.
2 Identify key messages you want the audience to take away with them.
3 Use examples the audience can relate to.
4 Use language that appeals to the audiences senses.
5 Pause and work out your response before commenting on a question.
Behaviours
1 Listen, even if aggressive language is being used.
2 Assume that questions are genuine and answer in the same spirit.
3 Admit errors or lack of data.
4 Explain your assumptions and reasoning.
5 Be clear and specific about what you believe in.
Staying healthy under pressure
www.efqm.org/excellenceone • 43
Excellence One
TOOL #14
42 • www.efqm.org/excellenceone
TOOL #14
How to use this tool (steps)?
1 Pressure can be exciting, stimulating, satisfying and fun. It canalso be tiring, destabilising, unproductive, addictive and dam-aging to personal and organisational health. How the organi-sation sees and deals with pressure is strongly influenced byhow leaders see and deal with it. Use the help-card if youfeel under pressure.
2 What puts people under pressure differs between individu-als. Much has to do with the way they think about pressure,and how clear they are about their own thinking.What oneperson may ‘see’ (= think of) as an exciting future possibili-ty, is thought of by another person as an unavoidable catas-trophe which already paralyses them with dread.
3 Recognise when you start to feel under pressure.A strongleader is aware of their own feelings and takes suitableaction.
4 Make choices. Don’t try to keep doing everything – learnfrom the skilled presenter who when faced by a shortenedsession time chooses to omit some slides rather than talkfaster.
5 Don’t forget to apply your personal pressure-handlingstrategies – this is what they were designed for!
6 Recognise also that you can be a source of pressure toothers. Remember that your status and perceived powermay generate anxiety in the minds of people engaged on atask for you.You can help them take a healthy, professional view andmake such issues discussable.
Excellence One
Staying healthy under pressureLeadership
Why would you like to usethis tool (deliverables)?■ To maintain your personal effec-
tiveness.
■ To maintain your personal health.
■ To role model a productive leader-
ship lifestyle.
When would you use this tool(context)?■ As soon as a pressure period can
be foreseen.
■ When you feel under pressure.
■ Ongoing.
How to make best use of thetool (tips and traps)?■ Review your pressure-handling
strategies at a calm time, not in
the middle of the storm.
■ Keep your approach simple –
don’t let it be a source of yet
more pressure !
What could be done next?■ Review your time management
skills.
■ Offer to share successful strate-
gies with others.
Help-Card
1 Examine what causes you to feel under pressure (e.g.Too much to do and everything, seems to have the
same priority).
2 Reflect on strategies you have used before to handle pressure.
3 What strategies seem to work well, what didn’t work so well.
4 How does your work style and strategies for coping with pressure affect other people.
5 Ask other how they deal with pressure. How do their views of pressure compare with your own.
6 Consider the benefits of physical activity.The effects of pressure are physiological as well as psychological.
Small amounts of exercise can help you to relax.
www.efqm.org/excellenceone • 45
Excellence One
Policy and Strategy
Tool#: 01 Long Term planning checklist 46Tool#: 02 Fact finding mission 48Tool#: 03 SWOT Analysis 50Tool#: 04 Organisation scorecard 52Tool#: 05 Process scorecard 54Tool#: 06 Tree Diagram 56Tool#: 07 Catch-ball 58Tool#: 08 Deployment and implementation review checklist 60Tool#: 09 Measurement system checklist 62Tool#: 10 Metric checklist 64
Long term planning checklist
www.efqm.org/excellenceone • 47
Excellence One
TOOL #01
46 • www.efqm.org/excellenceone
TOOL #01
How to use this tool (steps)?
1 Call your management team and targeted people to thereview meeting.
2 Go through each question in the checklist, discuss and fill-in the appropriate box with a tick if you can answer ‘Yes’to the question.
3 Use the checklist as a guide, asking open questions thatallow debate around the subjects.
4 Identify improvement opportunities.
Excellence One
Long term planning checklistPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To plan or review your strategy
formulation process.
■ To identify areas for improvement
in your planning process.
When would you use this tool(context)?■ When reviewing your strategy
formulation process.
■ Before starting a new planning
cycle.
How to make the best use ofthe tool (tips and traps)?■ Do your review with the manage-
ment team.
■ Make sure you stabilise the process
year after year.
■ Do not reinvent everything every
year.
■ Focus on what is critical for your
organisation.
What could be done next?■ Review your strategy formulation
process (long term planning) based
on the areas for improvement
identified.
Long term planningRelevant? Done?
1 Have you checked that the revised strategy is consistent with the organisation’s
mission and vision?
2 Have you taken steps to understand the present and future needs and expectations
of stakeholders?
3 Have you considered internal performance?
4 Have you identified the core competencies of your organisation? Are your core
competencies delivering a competitive advantage?
5 Are the key processes of your organisation aligned with your structure?
6 Have you considered introducing new strategic products or developing additional
core competencies?
7 Have you developed a partnership plan?
8 Do you have a process for deploying organisational strategy throughout the main
functions and support areas?
9 Have you developed a training plan that builds individual competencies to support
the strategy?
10 Have you ensured your plan contains mid and long range targets and statements of
the means by which objectives will be achieved within the agreed timescales?
Are they balanced and consistent?
11 Have you ensured critical areas,such as quality, customer satisfaction, sales,
productivity,..., are covered by targets and statements of means?
12 Have you used appropriate tools to analyse data and information in order to inform
your decisions?
13 Have you checked your plan is manageable and achievable given current expertise
and resources, do you foresee the need for a profound adjustment of your organisation?
Checklist
Fact Finding Mission
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Excellence One
TOOL #02
48 • www.efqm.org/excellenceone
TOOL #02
How to use this tool (steps)?
1 Define what you are trying to validate/discover throughfact finding.
Answer the following questions: what facts do I need? Whydo I need them? What could happen if this data is notobtained?
2 Define how you are going to collect the facts.
Information exists under many different formats. Figure outif you need raw data or if what you are looking for alreadyexists.Ask people where could you find such information,how can you collect the data. Define the how and thewhere of your fact finding mission and the resources need-ed to complete the data collection process.
3 Define what you need to do with the findings.
When you have gathered the information you are lookingfor, you will need to present it.You need to define what isthe most appropriate format(s) you can use and how youare going to interpret the information.
Excellence One
Fact Finding MissionPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To focus on specific area of inves-
tigation.
■ To establish data and information
that needs to be gathered to sup-
port the investigation.
When would you use this tool(context)?■ Any time you need facts that will
assist you in the analysis of a
situation.
■ When you need to agree what
data needs to be collected.
How to make the best use ofthe tool (tips and traps)?■ Take facts from reliable sources.
■ Try to find a way to validate the
data (use 2 sources and compare).
■ Always take into consideration the
value of the information compared
to the cost of acquiring it.
What could be done next?■ Review the outcome of the fact
finding mission.
■ Interpret the facts.
Facts to be collected
Amount of revenue coming from each key account across the product portfolio.
Why should they be collected
To inform the implementation of the key account management system: Identify the key accounts, see how many
significant product they source from us.
Guidelines: how and where to collect the facts:
■ gather the data from the sales report of all existing products;
■ verify if we are talking about the same customer, if we are selling different products to different branches of
the same group but they are not consolidated;
■ check outcomes with invoicing information.
Resources needed:
■ 1 day to collect all data;
■ Need to have access to the sales data.
How to present the findings:
■ Build a Pareto diagram of key accounts;
■ For each key account identify the share of each
product they purchase.
Owner
Henry Mac Cormick
Deadline
10/12/2002
Example
SWOT analysis
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Excellence One
TOOL #03
50 • www.efqm.org/excellenceone
TOOL #03
How to use this tool (steps)?
1 Draw a table with four windows. Label each window:Strengths,Weaknesses, Opportunities and Threats – seefollowing.
2 Brainstorm Strengths,Weaknesses, Opportunities andThreats:■ for the Threats and Opportunities, it might be useful
to list all stakeholder and industry players to supportthe brainstorming;
■ for the Strengths and Weaknesses, it might be useful tolist the key processes and competencies of the organi-sation to support the brainstorming.
3 Clarify each idea put forward.
4 Run some fact finding missions when further understand-ing is required:■ for Strengths and Weaknesses, determine the impact
on performance and the importance of each idea tostrategic plans;
■ for Opportunities and Threats, assess the impact onthe organisation and the likelihood of occurrence.
5 Update the SWOT document after all fact finding missionshave been performed.
Excellence One
SWOT analysisPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To effect a thorough, structured
analysis of external and internal
factors (bearing on a decision).
■ To help leaders take the best
decisions for their organisation.
When would you use this tool(context)?■ At the beginning of the planning
cycle – to guide data collection.
■ To summarise outcomes of a data
collection exercise.
How to make the best use ofthis tool (tips and traps)?■ SWOT analyses are best done by
teams not individuals.
■ Focus attention on the key mat-
ters you are addressing.
■ Be selective- do not make a
SWOT analysis for every decision,
choose the most challenging.
What could be done next?■ Incorporate decisions based on
SWOT into your strategic plans.
Strengths:
■ a full range of new products has been
commercialised;
■ teams are quick to reach high capacity levels
with new equipment;
■ the new CRM system is in place;
■ workforce is competent and stable.
Weaknesses:
■ lack of competencies in the field of nano-
technology;
■ raw material supplier not reliable in terms of
delivery time;
■ too many defects after release of new prod-
ucts;
■ development team lack feedback from users;
■ competency plan not aligned with strategy.
Opportunities:
■ new biotechnology technology could
complement electronics technology;
■ a Japanese competitor is looking for a partner;
■ new needs are emerging in the weapons indus-
try;
■ some of our customers might merge.
Threats:
■ computer industry is slowing down;
■ some of our customers might merge;
■ slowdown in the economy;
■ new entrants emerging as technology becomes
more and more available.
Example
Organisation scorecard
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Excellence One
TOOL #04
52 • www.efqm.org/excellenceone
TOOL #04
How to use this tool (steps)?
1 Define the key areas you need to measure in order to balance the performance results of the organisation:■ financial;■ customer centred;■ internal operations;■ development: learning, growth or innovation;■ ...
2 Define how you want to be seen in the four key areas ofthe scorecard.
3 Define quantitative and qualitative measures for each ofthe objectives described.
4 Select targets, stretching but nevertheless achievable, andrecord them.
5 Define the owner of the performance target to beachieved.
6 Define where and when performance should be reviewed.
7 Define the source of the performance data – where thedata is recorded and compiled.
8 List the initiatives that will bring the expected results.
Excellence One
Organisation scorecardPolicy & Strategy
Why would you like to use thistool (deliverables)?■ To integrate all the key aspects of
the measurement system to buildclear a line of sight.
■ To balance the performance results ofthe organisation.
When would you use this tool(context)?■ When you need to define the set of
measures to move the organisationforward.
■ When only a partial set of measuresis tracked, reported, or visible, and abroader picture of the organisation isrequired.
How to make the best use ofthe tool (tips and traps)?■ Select a few balanced measures for
each key area.■ Make sure you identify the critical few
metrics in each of the four key areas.■ Be rigorous enough to select quantifi-
able, balanced metrics in all key areas.■ Link all measures to specific results
areas.■ Avoid constantly changing the metrics
or increasing the number of criticalmeasures.
What could be done next?■ Deploy objectives and breakthroughs
activities on a process scorecard usingcatch ball process and tree diagrams.
■ Define how the scorecard will bepromoted and communicated.
■ Implement the collection of data.■ Prepare for review.
Key area 1: Finance
Return on net assets
Increase in sale
Key area 2: Customer
Customer satisfaction Index
Market share
Impact on society Index
Key area 3: People
Employee satisfaction Index
Employee retention
Key area 4: Internal
Service level
(all processes)
Defect rate
A highly profitable organisation that attracts investors
Owner When
reviewed
Indicator Target Source
of data
Initiative
17% p.a.
+12% p.a.
45% Very
Satisfied
+3% p.a.
+85%
Satisfied
85% Satisfied
95%
<5%
charn p.a
200 ppm
JS
FG
LB
OG
PT
PO
JH
UY
KD
Quarterly
review
Monthly
review
Monthly
review
Quarterly
review
Yearly
review
Quarterly
review
Quarterly
review
Monthly
review
Monthly
review
Finance plan
Sales
reporting
CRM
database
Sales
reporting
Annual
survey
Quarterly
survey
HR
reporting
Process
scorecards
Process
scorecards
■ New product
development
■ Target costing
■ New Product
■ Extension of distribution
network
■ Call center
■ CRM
■ New Product
■ Extension of distribution
network
■ Education programme.
■ 5S + Health & Safety
■ Skills program
■ Work/life balance initiative
■ Skills program
■ Work/life balance initiative
■ Measurement system
■ Process review
■ Skills program
■ Work/life balance initiative
An organisation that stimulates customer loyalty
A caring organisation that attracts and retains excellent people
A process based organisation that creates leadership in product quality
Example
54 • www.efqm.org/excellenceone
TOOL #05
How to use this tool (steps)?
1 Define the measurement category you want to use e.g.quality, cost, .... -see below.
2 For each category, define the indicators you want to use.
3 For each indicator, define the target to be achieved.
4 Define the owner of the performance target to beachieved.
5 Define where and when performance should be reviewed.
6 Define the source of the performance data – where is thedata recorded and compiled.
Excellence One
Process scorecardPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To define process objectives.
■ To monitor process performance.
■ To review process performance.
When would you use this tool(context)?■ When defining objectives for a
process.
■ When monitoring and reviewing
the performance of the process.
How to make the best use ofthe tool (tips and traps)?■ Use the same categories for each
process.
■ Keep measurement simple, easy to
understand; keep data easy to
collect and the performance targets
possible to achieve.
What could be done next?■ Display the indicators visually.
■ Regularly review performance
against plan.
Process scorecard
www.efqm.org/excellenceone • 55
Excellence One
TOOL #05
Quality
First pass yield
Cost
Raw material consumption
against standard
Delivery
Adherence to schedule
Human Resources
Absenteeism
Indicator
97%
97%
100%
3%
JS
MB
MB
CF
Weekly meeting
Monthly meeting
Weekly meeting
Weekly meeting
Quality log
ERP data
ERP data
HR report
Process: manufacturing of RTS345 Process owner: MB
Target Owner When reviewed Data source
Example
Tree diagram
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Excellence One
TOOL #06
56 • www.efqm.org/excellenceone
TOOL #06
How to use this tool (steps)?
1 Ask the question: ‘How to achieve.....?’ -your goal.
2 Brainstorm ideas on how to achieve the goal.
3 Write ideas as statements starting with a verb.
4 Clarify ideas, as necessary, so everyone understands them.Develop and write down new ideas as appropriate.
5 Structure ideas, using the form of a tree to separate andgroup them. Give titles to the branches – see following.
6 Review the completed tree diagram for logical flow andcompleteness.At each level ask the questions ‘have we for-gotten something?’, ‘are these actions really necessary?’ andfurther down, ‘will these actions actually lead to theexpected results?’. If you read the tree diagram left toright, it should answer the question ‘how accomplished?’.If you read from right to left, it should answer the question‘why to accomplish?’.
Excellence One
Tree diagramPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To encourage team members to
think creatively whilst keeping
overall goals in mind.
■ To reveal, graphically, the real com-
plexity involved in achieving goals.
■ To assist in managing complexity.
When would you use this tool(context)?■ When you want to present goals
graphically.
■ When you need to break down
broad goals into increasing levels
of detail.
■ When you need a structured
action plan.
How to make the best use ofthe tool (tips and traps)?■ Allow all participants in the exer-
cise to check for logical links and
completeness at each level and to
test that the tree diagram fits the
real world.
What could be done next?■ Select the most relevant ideas.
■ Document each major branch of
the tree (indicator, target, resources
needed, deadlines,..).
■ Management to review the out-
comes and assess in line with
business realities and the need for
resources.
Increase workforcesuggestions
Supply cost data
Monitor approvedsuggestionsmonthly
Provide aprojectedimplementationdate at time ofapproval
Make evaluationa key managerresponsibility
Do localevaluation
Provide single-page documentation
Create quick implementation
Streamline evaluation
Provide information
Goal
Means
why?
How?Go online
Createa workable process
Create simpleinput system
Create capability
Example
Catch-ball
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Excellence One
TOOL #07
58 • www.efqm.org/excellenceone
TOOL #07
How to use this tool (steps)?
Catch-ball is an approach to refine the definition of objectivesand actions in-line with strategic deployment within an organisa-tion. It is a series of discussions between managers and teamsduring which data, ideas and analyses are thrown, like a ball, backand forth, up and down, or horizontally across the organisation.The tool ensures a truly productive dialogue throughout theentire organisation so that all the outcomes are negotiated (andre-negotiated, if necessary), between the relevant parties, basedon facts. Catch-ball is commonly used to translate the top-levelgoals and breakthrough objectives into a cascade of interrelatedobjectives and actions, all driving towards the same vision.The catch-ball process stimulates the interest and commitmentof both managers and employees.
1 The team responsible for the strategy define and describethe breakthrough objectives.
2 Information is passed to the teams responsible for thebreakthroughs.
3 The teams refine the definition of the breakthroughs includ-ing contributing actions and objectives, deadlines andresources.This is based on data collection exercises and theuse of tools such as tree diagrams.
4 Information is passed back to the strategy team.
5 The strategy team review all information, make necessaryadjustments and decide on new priorities where needed.
6 Revised plans are passed again to the breakthrough teams.
7 The breakthrough teams start to deploy and implement therevised plans- unless they still have issues to clarify with thestrategy team (in which case the catch-ball process wouldcontinue through another cycle).
8 Another catch-ball exercise can happen between the break-through team and some deployment teams if necessary.
Excellence One
Catch-ballPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To align local objectives and
actions with the breakthrough
objectives and top-level goals of
the organisation.
■ To involve employees in the
definition of objectives.
When would you use this tool(context)?■ After managers have agreed to
implement key objectives but
before deciding on the precise
manner of implementation. (The
tool provides for discussion, review
and fine-tuning before final deci-
sions on the implementation plan.)
How to make the best use ofthe tool (tips and traps)?■ Limit the use of the catch-ball
approach to the few critical objec-
tives for which alignment to top
level goals is essential.
■ Make the process fact based.
■ Keep the catch-ball cycle time as
short as possible.
What could be done next?■ Move quickly to implementing the
final agreed plan to keep up the
momentum created during the
catch-ball process.
Strategy team
Deployment Team
Breakthrough Team
1 5
7 8
1 8
2 4
3
6
refers to the steps
+
Help-Card
Deployment and implementation review checklist
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Excellence One
TOOL #08
60 • www.efqm.org/excellenceone
TOOL #08
How to use this tool (steps)?
1 Call your management team and targeted people to thereview meeting.
2 Go through each question in the checklist, discuss andcomplete the appropriate box with a tick if you cananswer ‘yes’ to the question.
3 Use the checklist as a guide, asking open questions thatallow debate around the subjects.
4 Identify improvement opportunities.
Excellence One
Deployment and implementationreview checklist
Policy & Strategy
Why would you like to usethis tool (deliverables)?■ To review your deployment and
implementation process.
■ To identify improvement opportu-
nities within your deployment and
implementation process.
When would you use this tool(context)?■ Before starting a new planning
cycle.
How to make the best use ofthe tool (tips and traps)?■ Do your review with the manage-
ment team.
■ Make sure you stabilise the process
year after year.
■ Do not reinvent everything every
year.
■ Focus on what is critical for your
organisation.
What could be done next?■ Review your strategy formulation
process (long term planning) based
on the areas for improvement
identified here.
Progress and plan review checklist Relevant? Done?
1 Have you identified all unfinished or unattained goals from the previous period?
2 Have you identified the problems, abnormalities and issues encountered during
the previous period?
3 Have you understood the reasons for the successes and failures experienced
during the previous period?
4 Have you focused on the few, well-documented, critical goals?
5 Have you applied the catch-ball approach effectively?
6 Have you involved the right people in the right deployment and implementation
activities?
7 Have you used quality, sorting or analysing tools to better understand the issues?
8 Have you implemented proven solutions?
9 Have you stabilised and fool-proofed the new process and new ways of working?
10 Have you regularly reviewed progress of each improvement activities?
11 Has top management been paying the required level of attention to the
deployment and implementation activities? Have they been involved in the
review of the activities?
12 Have you considered whether or not the current approach, in terms of content
and process, is still the best?
Checklist
Measurement system checklist
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Excellence One
TOOL #09
62 • www.efqm.org/excellenceone
TOOL #09
How to use this tool (steps)?
1 Call your management team and targeted people to thereview meeting.
2 Go through each question in the checklist, discuss andcomplete the appropriate box with a tick if you cananswer ‘yes’ to the question.
3 Use the checklist as a guide, asking open questions thatallow debate around the subjects. Identify the root causesof the problems that still exists.
4 Identify improvement opportunities.
Excellence One
Measurement system checklistPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To review your measurement
system.
■ To identify areas for improvement
in your measurement process.
When would you use this tool(context)?■ When reviewing your measure-
ment process.
■ Before starting a new planning
cycle.
How to make the best use ofthe tool (tips and traps)?■ Do your review with the manage-
ment team.
■ Make sure you stabilise the
process year after year.
■ Do not reinvent everything every
year.
■ Focus on what is critical for your
organisation.
What could be done next?■ Review your measurement
process based on the areas for
improvement identified here.
Does your measurement system Yes
1 Reflect on the vision and ambition of your organisation.
2 Provide a framework to set vital, ambitious but achievable targets.
3 Provide a framework to understand organisational performance and signal potential issues?
4 Balance long term and short term aspirations?
5 Cover the overall organisation, its key processes and partners.
6 Balance financial and non-financial perspectives?
7 Align metrics with in the business planning process?
8 Support alignment of all processes and activities with strategy?
9 Provide a process perspective that focuses on customers?
10 Provide cause and effect understanding. How performance measures drive results?
11 Drive behaviour and action?
Is your measurement system
8 Easy to use and understand?
9 Widely deployed?
Checklist
Metric checklist
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Excellence One
TOOL #10
64 • www.efqm.org/excellenceone
TOOL #10
How to use this tool (steps)?
1 Build a metric review activity in your planning process orin your improvement methodology.
2 Identify potential metrics that fit your needs.
3 Use the checklist as a guide, asking open questions thatallow debate around the subjects.
4 Select the best possible metrics.
Excellence One
Metric checklistPolicy & Strategy
Why would you like to usethis tool (deliverables)?■ To review a metric.
■ To identify areas for improvement.
When would you use this tool(context)?■ When developing a set of metrics
as part of the planning process?
■ When developing a set of metrics
as part of an improvement activity.
How to make the best use ofthe tool (tips and traps)?■ Look for alternative metrics.
■ Focus on the most difficult issues.
What could be done next?■ Implement the metric
Does the metric reflect Yes
1 Value to customer?
2 Value to the organisation?
3 Organisational strategy?
4 Organisation processes?
5 Offer timely feedback?
Is the metric
6 Aligned with other metrics used in the organisation or in other processes?
7 Part of a balanced set of indicators ?
8 Part of a balanced set where correlation amongst metrics is understood?
9 Clearly defined?
10 Objectively measurable?
11 Easy to collect?
12 Accurate?
13 Easy to understand?
14 Able to be influenced?
15 Supported by clear accountabilities for collection, display and interpretation?
Checklist
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Excellence One
People
Tool#: 01 Conducting employee surveys 68Tool#: 02 Running Focus Groups 70Tool#: 03 Developing a communications plan 72Tool#: 04 Developing an action/improvement plan 74Tool#: 05 The CV development tool 76Tool#: 06 Creating SMART objectives 78Tool#: 07 Giving effective feedback 80Tool#: 08 Asking for and receiving feedback effectively 82Tool#: 09 Team forming 84Tool#: 10 team feedback 86Tool#: 11 Dealing with enablers and barriers 88Tool#: 12 Saying goodbye 90
Conducting employee surveys
www.efqm.org/excellenceone • 69
Excellence One
TOOL #01
68 • www.efqm.org/excellenceone
TOOL #01
How to use this tool (steps)?
1 Decide what it is you want to find out and why.e.g. I want to find out how confident our people are aboutour new product so that I can improve customer confi-dence.
2 Decide who you want to ask and why.e.g. I want to ask all new people and a cross-section ofother staff so for a moderate expense I can get a goodidea of current thinking while still maximising the freshfeedback from new team members.
3 Decide how the results should be presented.e.g. I want results broken down by age, grade, gender andlength of service.
4 Decide what benchmark comparisons will be made.e.g. I want to be able to compare results from last year,between teams, with other similar companies.
5 Decide how the results will be usede.g. I want to identify those teams with high confidence,meet them to find out why and then determine if lessonscan be learnt to pass to teams with lower confidence.
6 Read the help-card and address all issues.
Excellence One
Conducting employee surveysPeople
Why would you like to usethis tool (deliverables)?■ To give an opportunity for people
in your organisation to have their
say in a confidential and systematic
manner.
■ To provide data for improvement.
■ To identify best practice.
■ To measure year on year changes.
When would you use this tool(context)?■ Before and after a project that
impact on people perceptions.
■ On a regular (e.g. annual) basis to
check culture/temperature.
How to make the best use ofthe tool (tips and traps)?■ Don’t ask too many questions.
■ Keep the questions simple.
■ Don’t do a survey unless you
intend to act on it.
■ Unless your needs are very very
simple bring in an expert.
■ Use closed questions or state-
ments.
■ Ask people to rank replies eg 1-5.
■ Check to see if other companies
are asking similar questions so that
these could be benchmarked.
What could be done next?■ Run focus groups to gain greater
clarity of the statistical data.
In addition to constructing questions for the survey you will also need to consider the rating scale which can
change depending on the question asked.
Strongly disagree/Disagree/Agree/Strongly agree/Very unsatisfied/Unsatisfied/Satisfied/Very satisfied.
Help-Card
Questions and issues to consider:
1 The logistic of managing an employee survey can be complex.
2 Will all employees receive the survey or only a sample?
3 Will the survey be issued to employees at the same time or issued in batches over the course of the year?
4 How will employees receive the survey?
5 Will time be allowed during work-time to complete it?
6 How will employees return completed surveys and to who should they send them?
7 How will result be collated (manual input, scanned). How will comments be handled?
8 How will survey results be communicated?
9 How will improvement action be determined?
Example questions:
■ The leaders in this organisation, role model the values.
■ I have the necessary resources to do my job effectively.
■ I am paid fairly for the job that I do.
Running Focus Groups
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Excellence One
TOOL #02
70 • www.efqm.org/excellenceone
TOOL #02
How to use this tool (steps)?
1 Decide what it is you want to find out and why – this willdetermine the questions to be posed. e.g. I want to findout how confident our people are about our new productso that I can improve customer confidence.
2 Decide who you want to ask, how you want groupsarranged, how many groups and why.e.g. I want to have a mixture of new and experienced peo-ple in each group so I can get a interchange between cur-rent thinking and fresh ideas. I want a mixture of locationsto capture any regional differences.
3 Decide how the results should be presented. Should anycomparisons be made. e.g. I want to find out the top 3issues for each location.
4 Decide how the results will be used. e.g. I want to set theregional managers personal action plans based on the feed-back from these groups.Where data is consistent acrossthe organisation then the organisation leader needs totake the lead in resolving key issues.
5 Run the focus group. See help-card.
6 Spend some time at the end of the meeting thanking peo-ple and letting them know what will happen.This promotesgoodwill and a better chance of cooperation next time.
7 Write down the outcome of the focus groups.
8 Use results as planned during step 4.
Excellence One
Running Focus GroupsPeople
Why would you like to use thistool (deliverables)?■ To collect the views of a selected
group of people on a given topic ortopics.
■ To give an opportunity for people inyour organisation to have their sayin a qualitative manner.
■ To identify best practice within theorganisation and generate ideas forimprovement.
■ To measure year on year changes inattitude.
When would you use this tool(context)?■ Before and/or after a launching a
product or process that impacts onpeople perceptions.
■ On a regular (e.g. annual) basis tocheck culture/temperature.
■ Following an employee survey togain greater clarity of the data.
How to make the best use ofthe tool (tips and traps) beforethe meeting?■ Select a suitable venue – where people
can talk calmly and uninterrupted.■ Issue invitations with an audience of
between 6-12 people. Ensure theinvitation is clear about the timingand purpose of the meeting, confi-dentiality and what will be donewith the data.
■ Choose and brief a facilitator andnote taker carefully.
What could be done next?■ Ensuring no breaches of confiden-
tiality publish ideas of best practice.■ Draw up improvement/action plans.
Help-Card
Running the focus group:
1 At the start of the meeting, explain the purpose and what you are trying to achieve.
2 Explain how you will record issues, what will happen with the feed back and the approach for maintaining
confidentiality.
3 Spend a few minutes on introductions, this will help to put people at ease.
4 Begin by asking each person in turn for their views before opening up into a group discussion.
5 Use relatively easy questions to begin with, this will help to build rapport.
6 Use open question:
■ How do you feel about?
■ What ideas do you have for?
■ What has helped?
7 At the end of the discussion ask if there are any questions the group would like to ask you then thank
participants for their contribution.
Some sample questions:
■ In turn each tell me about your current role and how it has changed in the last year?
■ What if anything do you know about this current project/product/issue?
■ What communication have you had about it?
■ How do you feel this current project/product/issue does/will affect your role?
■ What ideas for improvement do you have?
■ Have you been able to share these with anyone else?
■ What has helped/hindered you in sharing these ideas?
■ Do you have any questions you would like to ask me?
Developing a communications plan
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Excellence One
TOOL #03
72 • www.efqm.org/excellenceone
TOOL #03
How to use this tool (steps)?
1 Consider what information needs to be shared and why.
2 Think about who needs to have this information and why.
3 Consider when each target group needs the informationand why – is any of the information time critical?
4 Consider how the information is best shared e.g. face toface telephone, letter email. In a group, individually and why.
5 Consider where the information should be shared. If ameeting, then where to be held. If a newsletter then whichone.
6 Consider who is giving the information and why.
Excellence One
Developing a communications planPeople
Why would you like to usethis tool (deliverables)?■ To ensure that the right people
were communicated with through
the most appropriate media at the
most appropriate time.
■ To capture the needs of targeted
audiences to ensure the smooth
running of a project.
When would you use this tool(context)?■ At the planning phase of an impor-
tant project or change initiative.
How to make the best use ofthe tool (tips and traps)? Remember:
■ Writing the plan down helps to
identify gaps and synergies.
■ People can react differently to the
same information depending on
who told them and the timing.
What could be done next?■ Keep reviewing the timeliness and
appropriateness of your communi-
cations plan.
Cost benefit
of project
Cost benefit
of project
Purpose
of project
Purpose
of project
Purpose of
project and
progress
We value
your views
We want
your reaction
To secure
approval
To confirm
funding
arrangements
To gain
support
for resources
To gain support
for resources
required
For
information
To gain
support
and increase
awareness
To improve for
the future
Directors
Finance
manager
Senior
managers
Middle
managers
All managers
Sample of non
managers
All staff
Project
champion
Chris Black
Project
manager
Joe Smith
(project team
member)
Company
Comms
Manager
Company
Comms
Manager
Company
Facilitator
External
research
company
Board paper at
meeting
Face to face
meeting follow
by letter
Attendance at
team meetings
Email and
Managers’
Conference
newsletter
Focus groups
Questionnaire
End October
End November
End November
End December
End November
then bi-monthly
End March
End July
Project
manager select
Chris Black
Project
manager
Joe Smith
Joe Smith
Jane Jones
(team
member)
Jane Jones
(project team
member)
Jane Jones
project team
member
Completed
Approval secured
Completed
Funding
confirmed
Completed
Resources
agreed
Email awaiting
approval venue
booked
First article
written awaiting
publication
Internal
facilitator busy
gone external
for tender
Tenders in
hand
What are
the key
messages?
Why? To Whom? From
Whom?
How and
where?
By when? Who is
responsible?
Update of
progress &
Feedback
review
Example
Developing an action/improvement plan
www.efqm.org/excellenceone • 75
Excellence One
TOOL #04
74 • www.efqm.org/excellenceone
TOOL #04
How to use this tool (steps)?
Make a list of the following:1 What needs to be done and why? This may determine the
way in which the actions are completed.
2 When does each action need to be completed – is there aspecial order for doing things?
3 Who needs to complete each action?
4 What resources will be needed for each action?
5 Are their any special contingency arrangements needed?
6 How will the action be done? Is the method set or doesthe individual have discretion over the way they completethe action they have been allocated?
7 What would be the impact of not doing one of the action?
8 How will success be measured? Who will measuring per-formance?
9 How will progress be reviewed? Agree a method forprogress reporting.
10 Who needs to be kept informed?
Excellence One
People
Why would you like to usethis tool (deliverables)?■ To ensure that action which have
been agreed are followed through.
■ To identify resources required and
any interdependencies.
■ To highlight priorities.
When would you use this tool(context)?■ At the end of a meeting to clarify
who is going to do what and by
when.
■ When proposed actions need to
be communicated to others.
■ At any stage during the life of a
project or team to move the
agenda forward.
How to make the best use ofthe tool (tips and traps)?■ Remember the need to balance
time, cost and quality.
■ Be realistic about what can be
achieved.
What could be done next?■ Ensure that progress is being made
through regular reviews. See asking
effective review questions
Developing an action/improvement plan
Produce a newsicknesspolicydocument
Reduce inventorycosts (Stockvolume)
6 weeks
6 months
HumanResourcesManager
Operations director
Newlegislation.Benchmarkother groupcompanies.
■ Ware housemanager.
■ Product line suppliers.
■ Sales force director.
UseGovernmentproducedproforma.
■ Ask supplier tomaintainan emer-gencystock.
■ Test productavailabilityfromalternativesuppliers.
■ Deliver direct to thecustomerfrom thesupplier.
Producewrittendraft.Send forcomment
■ Analyseshelf lifeof top 50productlines bycost.
■ Produce a forecastof newtolerancelevels forslow mo-ving stock.
■ Calculate financialimpact ofmoving tonew levelsand asso-ciated risk in meetingdemand.
■ Testsupplier capabilityto meetnewdeliverycycles.
Break legalrequirement
■ Sustainedinefficien-cies andnon-competitiveoperation.
■ Constraint on abilityto investdue torestrictionof capitaltied up instock.
Policyagreed andimple-mented.
■ No in-crease incustomercomplaintsdue toout ofstocksituation.
■ Improved cash flow.
■ Reduction in ware-housebudget forpurchasing.
■ Supplier deliveryschedule re-nego-tiated.
Fortnightlyreview withHumanResourcesManager andOperationsManager.
■ Dailyreview ofconfirmedordersagainststock.
■ Weekly monito-ring ofinventorychurn.
■ Quarterly sales fore-cast of in-tention topurchase.
Action When? Who? Resources Contingencies
Method Impact ofnon-completion
Measureod succes
Method ofprogress/review
Example
The CV development tool
www.efqm.org/excellenceone • 77
Excellence One
TOOL #05
76 • www.efqm.org/excellenceone
TOOL #05
How to use this tool (steps)?
1 Ask the individual concerned to complete or update theirCV. No specific format is required for the activity but asample pro forma can be found overleaf.
2 Ask the individual to talk through their previous jobs/roles.Ask them to identify what were the best and worstmoments of those jobs and why.Write down a summaryof what is said and reflect/repeat it back to them.
3 Ask them to talk about any patterns/trends that haveemerged from that discussion.
4 Ask them to consider those patterns in the light of theircurrent job and to identify any development needs thatnow strike them as important.
5 Look at the current job description and check to see if anyother development needs are apparent.
6 Agree a plan of action.
Excellence One
The CV development toolPeople
Why would you like to usethis tool (deliverables)?■ To encourage the individual and
the manager/mentor to consider
strengths and experiences over a
career history.
■ To enable both to look for trends
and patterns.
■ To ensure that an individuals per-
sonal development is based on
their career and experience to
date not just their current job.
When would you use this tool(context)?■ When an individual begins a new
job.
■ As part of an ongoing review and
appraisal process.
How to make the best use ofthe tool (tips and traps)?■ Encourage the individual to com-
plete/update their CV even if they
are not applying for a job in the
near future. Encourage the individ-
ual to talk about past roles includ-
ing those unpaid even where not
obviously relevant.
■ Be alert and encouraging about
transferable skills.
What could be done next?■ Review progress against career
and development plans on regular
(e.g. quarterly) basis.
■ Use the tool asking effective
review questions.
Personal details
Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Address . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Telephone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary of skills
In this section write approximately 200 words which summarize key skills and experience. Imagine this as box advertisement for the individual in a newspaper.Enough to catch someone’s eye and be curious to read on.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current role and key responsibilities with dates
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Previous role and achievements with dates
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Previous role and achievements with dates
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary of other roles with dates
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Education and Qualifications with dates
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other achievements e.g publications written
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Template
www.efqm.org/excellenceone • 79
Excellence One
TOOL #06
78 • www.efqm.org/excellenceone
TOOL #06
How to use this tool (steps)?
1 The customer. Begin by identifying the source of therequest for your objective.
2 Stating the objective.Write down what it is they want youto achieve. For example improve productivity on a prod-uct. Increase customer satisfaction on a service or developa process for dealing with complaints.Is it a part of yourorganisation business plan or a specific request from a cus-tomer/sponsor.
3 The team. Define if the objective is for a team or an individual? ■ Do other people in your team have the same objective?■ How does your role differ from theirs?■ Are you responsible for a different product or different
area?
4 Your role.Write down your specific role within that initia-tive.This is the basis of your objective.
5 Success criteria.Write down the names of the people whowill give you feedback on your performance and how thatwill be measured. Consider and write down how you andthey will know if you have succeeded in your task. Forexample by what % is it hoped customer satisfaction willbe improved.This provides the basis for Measurement.
6 Planning.Write down an outline plan of action with dates sothat you can see clearly what needs to be done by when,highlighting what is time critical. Identify barriers or con-straints to achieving your objectives.This should start showwhether the objective is achievable in the time available.
7 Resourcing.Write down any resources needed to meetthe objective, these should include financial, kit, people andtraining needs.
Excellence One
Creating SMART objectivesPeople
Why would you like to usethis tool (deliverables)?■ To give clear focus to a team or
individual on the key things that
are expected of them.
■ To provide a framework for meas-
uring the performance of a team
or individual.
■ SMART objectives are those which
are Specific, Measurable,
Achievable, Resourced and Time
Limited.
When would you use this tool(context)?■ At the beginning of a business plan-
ning cycle or the start of a project.
How to make the best use ofthe tool (tips and traps)?■ Be realistic about what can be
achieved.
■ Remember that meeting an objec-
tive requires a balance between
time, cost and quality.
■ Remember objectives outside the
business plan may require extra
budget and resources
What could be done next?■ Review progress (e.g. quarterly)
against objectives on a regular basis.
■ See the Tool Asking effective
review questions.
Who is the customer for this objective?
The management committee of the company through
the Operations Director.
Is the objective for a team or an individual?
A team objective for all of the catering staff, each will have their own actions to complete for me to meet the objective.
Write down your Specific role within that objective
To manage the catering staff and to set the framework in which to make and deliver the improvement to service.
Write down the criteria for success (how that will be measured) and the names of the people who
will give you feedback on your performance in meeting this objective.
Users of the canteen - Surveys, customer satisfaction improved by 15% or more
Operations Director - Board reports, Quarterly and annual appraisal.
Catering Staff - Team meetings.
Write down an achievable outline action plan for your objective with date and timescales.
Conduct baseline survey (Feb)
Review of survey and action plan (Apr)
Implement changes (Sept)
Re-survey of users (Oct)
Write down any barriers or constraints to achieving your objectives
Commitment of canteen users to fill out survey.
Use of first survey to set the baseline.
Senior management commitment to budgetary requirement.
Level of canteen staff training.
Write down what you need to achieve in your objective in terms of resources and training.
Possible canteen staff training in customer care and service. (8 x1000)
Training and software for surveys. (2000)
Statement of Objective
To improve the level of customer satisfaction in the
canteen by 15% or more as part of the overall busi-
ness plan objective to increase customer satisfaction
levels for all support functions.
Example
Creating SMART objectives
Giving effective feedback
www.efqm.org/excellenceone • 81
Excellence One
TOOL #07
80 • www.efqm.org/excellenceone
TOOL #07
How to use this tool (steps)?
1 Ensure the receiver is ready to receive the feedback.Untimely unwanted feedback will be ignored.
2 Focus on a few specific issues that the receiver can dosomething about.Too many issues or those beyond therecipients control will overwhelm and disable them.
3 Try to encourage the recipient to reflect on their ownbehaviour. – How do you think that meeting went? Whatwas your role? What was the role of others? What did youlearn? What would you do differently next time?
4 When giving your own views focus on behaviours andtheir consequences (outcomes).e.g.When you did x the result was y?
5 If the consequence was a feeling then acknowledge yourfeeling.e.g.When you did x it made me feel y?
6 Capture the learning on a Stop-Start-Continue Chart.Write down the feedback in the box provided. See Examlpe.If the feedback is about negative behaviour fill out the stopand start boxes.If the feedback is about positive behaviour fill out the con-tinue box.
Excellence One
Giving effective feedbackPeople
Why would you like to usethis tool (deliverables)?■ To give information to someone
for the purpose of improvement.
■ To say thank you.
■ To reinforce a positive behaviour.
■ To reduce a negative behaviour.
When would you use this tool(context)?■ When feedback is asked for.
■ At an appointed time such as a
review session.
How to make the best use ofthe tool (tips and traps)before the meeting?■ Remember that specific positive
feedback can reinforce positive
behaviours.
■ Use open questions to help the
receiver to reflect on their own
performance and come up with
their own ideas for improvement
– Remember that effective feed-
back is specific, selective and
intended to enable the recipient to
improve.
What could be done next?■ Ask the receiver what would be
helpful to them as a next step. For
example
■ Do they want time to think?
■ Do they want help with an action
plan?
■ Do they want to make contact
with others in similar situations?
Never reply to emails
in time.
Dominating meetings by
interrupting others in team
meetings.
Asking more than one
person to do the same
work.
The presentations I give
are enjoyable and easy to
understand.
Letting emails back up in
my inbox unread.
Poor time management.
Interrupting others in
team meetings.
Giving out work to more
than one person.
Logon twice a day to read
and clear emails on a daily
basis.
Analyse my use of time.
Listen more actively, wait
for all others to finish
before talking. Obtain
feedback from team
members after meetings.
Clarify what I expect and
from whom it is required.
Run regular review
meetings.
Pre-presentation work on
content and style.
Facilitation skills that allow
all to participate.
Use simple language.
I/we will stop doing the
following behaviour?
Feedback I/we will start the
following behaviour?
I/we will continue the
following behaviour?
Example
Asking for and receiving feedback effectively
www.efqm.org/excellenceone • 83
Excellence One
TOOL #08
82 • www.efqm.org/excellenceone
TOOL #08
How to use this tool (steps)?
1 Do not ask for feedback unless you are ready for it andintend to do something with the information.
2 Ask the giver to focus on a few specific issues that you cando something about.
Too many issues or those beyond your control will overwhelmyou.
3 Ask the giver to be specific about what they saw, heardyou do or say.
4 Ask them to describe their perception of the consequenceof your actions.
5 If the consequence was positive ask them to clarify whythey think it worked.
6 If the consequence was negative ask them to help youexplore what could be done differently next time.
7 Capture the learning on a Stop-Start-Continue Chart.
Excellence One
Asking for and receiving feedbackeffectively
People
Why would you like to use thistool (deliverables)?■ To obtain information from some-
one for the purpose of improve-ment.
■ To learn when things went well andwhy.
■ To review when things did not gowell and why.
■ To reduce a less helpful behaviour.■ To reinforce a positive behaviour.
When would you use this tool(context)?■ Shortly after a significant piece of
work.■ When gathering data for a review.
How to make the best use ofthe tool (tips and traps)?■ Remember that specific positive
feedback can reinforce positivebehaviours.
■ Try to reflect on your own per-formance and come up with yourown ideas for improvement.
■ Remember that feedback is onlyeffective when you find it useful tohelp you develop and improve yourskills.
What could be done next?■ Thank the giver and clarify how if
at all they can help you with thenext step.
■ For example:■ by leaving you time to think;■ by helping you with an
action plan;■ by putting you in contact with
others in similar situations.
Help-Card
■ I would like some feedback from you about: (the situation).
■ I value your opinion and I think that you have seen me in this situation enough times to provide constructive
feedback.
■ Do you feel able to help me?
■ What are your observations about: (the situation).
■ Can you give me examples of what you have heard me say, do?
■ Are there any areas where you think I handled this well?
■ How could I have handled this better?
Situation:
■ Giving presentation to an audience.
Observations:
■ Place of delivery too quick.
■ Not enough eye contact.
Examples:
■ You did not stop between key parts of the presentation.
■ You looked at the screen when delivering the presentation rather than the audience.
What did I do well:
■ Good structure of visual aids.
■ Good introduction of concept.
What could I do differently:
■ Pause at natural intermediary steps.
■ Rehearse the night before.
■ Use prompt cards.
Forming the team – getting to know you
www.efqm.org/excellenceone • 85
Excellence One
TOOL #09
84 • www.efqm.org/excellenceone
TOOL #09
How to use this tool (steps)?
1 Invite all the team members to a forming meeting. Ensure that the venue is relaxed and accessible to all members.
2 Ensure all key members are able to attend and that the meet-ing is positioned as an important team development activity.Ask each member in advance of the meeting to bring alongtheir current CV. Some will already have CVs while others mayneed to write them for the meeting.This is a useful activity asit will encourage people to come to the meeting having consid-ered their range of strengths and experiences.Consider twoprevious teams they have been in. One that went well and/orthey enjoyed and one that could have gone/enjoyed a lot better.
3 At the meeting ask the members to pair up with another teammember and talk them through their CV. Each person to asktheir partner:■ tell me a bit about your previous jobs and the teams you
worked in;■ which of your previous teams did you like best and why?■ Which of previous teams did you like least and why?■ What are the similarities and differences between this
situation and each of the two you described?
Each person to complete an introduction card which will eventual-ly be copied and shared with the whole team.This should contain:
■ contact details;■ key likes in team working;■ key dislikes in team working;■ key skills relevant to this team;■ key skills not obviously relevant to this team.
4 Two groups of two pair up. In the groups of four each person,using their partners introduction card as a prompt, describestheir partner to the rest of the group of four. One team mem-ber captures a list of skills and preferences for the team on aflip chart for reporting back to the bigger team.
5 Each group reports back to the whole team on the collectionof skills and preferences data for their group.
6 Team agrees some basic principles and ground rules for waysof working.
7 Encourage regular team review.
Excellence One
Forming the team – getting to know youPeople
Why would you like to usethis tool (deliverables)?■ To give team members the chance
to get to know each others
strengths and abilities.
■ To ensure that people are not
typecast by their role but rather
by the breadth of their potential
contribution.
■ To gain an understanding of each
others circumstances and prefer-
ences in ways of working.
When would you use this tool(context)?■ When the team is first being
formed.
■ Just before a major change in
circumstance.
■ Part way through a project if
things were not going as well as
hoped.
How to make the best use ofthe tool (tips and traps)?■ Remember each team member is
much more than their current
role.
■ Remember to value the differ-
ences in the team.
What could be done next?■ Follow up the getting to know you
session with a team feedback ses-
sion.
What are the three
things you value most
when working in a
team.
What skills do you
have that make the
biggest contribution
to the team.
If there was one
change or
improvement to the
way the team works,
what would it be
Comments.
Mutual support Disciplined management of
meeting
Creative power of the team
Facilitation skills Creative thinking Ability to find resources on
the web
Improve the management of
information
Have longer meetings, in
order to do more work
together instead of
dispatching work amongst
individual team members
We often have different
versions of the same
document and we do not
know which one to use
Example
Team feedback
www.efqm.org/excellenceone • 87
Excellence One
TOOL #10
86 • www.efqm.org/excellenceone
TOOL #10
How to use this tool (steps)?
1 Invite all the team members to a team feedback workshop.Ensure that the venue is relaxed and accessible to all members.
2 Ensure all key members are able to attend and that the meet-ing is positioned as an important team development activity.
3 In advance of the meeting ask each member to consider twoincidents within the life of the team. One that has gone welland/or they enjoyed and one that could have gone a lot better.
4 At the meeting ask the members to work in threes. (One toquestion, one to answer, one to observe and take notes) ask-ing them about their good and bad experiences Person A toask their Person B:( See questions on next page). Person Cobserver not to ask questions, but to write down persons A’scomments, then at the end of the discussion between personA and B to read them back to person A and return them toperson A. Each in turn to take 20 mins = 1 hour session
5 In the large group share key learning points read together thetools on feedback 40 mins
6 Ask each person to complete at least one ‘thank you’ and one‘please could you’ card and hand it to another member of theteam. 20 mins (See next page for template).
7 Where the key issue is not with a member of the team that ispresent ask team members to commit to giving feedback tothat person. Before absent team members are given feedbackthey need to be briefed on the process and outcomes of theday.The team leader needs to ensure that either they or anominated member of the team does this within an agreedtimescale.
8 Review the effectiveness of the meeting by asking:■ What went well? What went badly? ■ What should we, as a team, Stop/Start/Continue be doing?
9 Encourage regular team review.
Excellence One
Team feedbackPeople
Why would you like to usethis tool (deliverables)?■ To give team members the chance
to air their feelings.
■ To ensure that problems and
issues are being dealt with openly.
■ To build on the understanding of
each others skills and preferences
in ways of working.
■ To give time for reflection on per-
sonal behaviour.
When would you use this tool(context)?■ As the team starts to mature and
disagreements become more
apparent.
How to make the best use ofthe tool (tips and traps)?■ Remember each team member is
much more than their current role.
■ Remember to value the differences
in the team.
What could be done next?■ Follow up the team feedback ses-
sion with a team session on
enablers and barriers.
Thank you card:
I was really pleased when you did x.
The effect of x was................
I look forward to working with you again.
Please could you card:
I found it really, disappointing / frustrating/ annoying when you did x
The effect of x on me was...........
I would have preferred it if you had done y
Is there anything I could have done to make it easier for you to do y?
Questions for step 4
■ Tell about your bad experience.- what happened?
■ Who/What hindered you and how?
■ What do you wish they had done differently?
■ What if anything could you have done differently?
■ Who do you need to feed this back to?
■ Tell me about your good experience
■ Who/what helped you and how?
■ What can be learned from this?
■ Who do you need to feed this back to?
Example
Templates
Dealing with enablers and barriers
www.efqm.org/excellenceone • 89
Excellence One
TOOL #11
88 • www.efqm.org/excellenceone
TOOL #11
How to use this tool (steps)?
1 Identify the problem statement or issue to be addressed.
2 Brainstorm the enablers and barriers to success.
3 For each enabler and barrier write down the names of thekey people who could fix the issue.
4 Put an C next to those enabler and barriers that are with-in the control of the individual or team conducting theexercise.
5 Beside the other enablers and barriers write down themeans by which the person or persons controlling theenabler or barrier can best be influenced e.g. face to facemeeting, telephone, letter/email. If this exercise is beingdone by a team name the team member best positionedto do this.Where a mechanism for influence can be foundput an I next to the enabler or barrier concerned.
6 Where no influencer can be identified within the team tryto come up with the name of someone known or accessi-ble to a team member who could influence the person orpeople controlling the enabler or barrier.Where a suitableaccess can be found put an A next to the enabler orBarrier concerned.
7 Put an O next to those things totally outside your controlor influence.
8 Capture your findings on the template provided as arecord of your analysis.
Excellence One
Dealing with enablers and barriersPeople
Why would you like to usethis tool (deliverables)?■ To identify which factors are with-
in the control of an individual or
team.
■ To identify which factors are out-
side the control of the individual
or team but can be directly influ-
enced by them.- To identify which
factors are outside the direct con-
trol or influence of the team but
can be influenced via a 3rd party.
When would you use this tool(context)?■ When faced with (an) issue(s) that
is/are proving difficult to progress.
How to make the best use ofthe tool (tips and traps)?■ Use it with your team.
■ Make it clear: this is not a tool to
plan internal manipulation. It is a
tool to secure critical support for
your project.
What could be done next?■ Draw up an action plan to deal
with the enablers and barriers.
List enablers and
barriers
Budget
Availability of suitable
trainers
Willingness of
Operations Manager
to release staff
Adverse weather
conditions may
require all staff to be
reassigned to other
duties
Who can fix it
(i.e. the
controller)?
Equal Opportunities
Manager
Training Manager
Operations Manager
Not applicable
Who do team
know who can
influence
controller?
Equal Opportunities
Manager is part of
the team.
Team Leader
Operations Manager’s
PA
Not applicable
- check weather
forecast
Means to influence
controller
Not applicable
Telephone call
followed by email
Email followed by
face-to-face meeting
Not applicable
Team in control?
C - control
I - influence
A - accessable
O - outside
C
I
A
O
The following table is a sample analysis of the enablers and barriers for running an Awareness Session
on Diversity.This can be used to analyse any task or project either as an overview or at the detailed
task level.This approach is sometimes called the spheres of influence/control
Outside
Control
Influence
Acces
Spheres of influence and control
Example
Saying goodbye
www.efqm.org/excellenceone • 91
Excellence One
TOOL #12
90 • www.efqm.org/excellenceone
TOOL #12
How to use this tool (steps)?
1 Invite all the team members to a gathering.This could bein a business or social setting. Review the checklist beforeand after the session.
2 Acknowledge in the invitation the approaching ending ofeither the task, the team or the departure of a key individual.
3 Spend some time discussing what the team was set up todo and capture the best moments.
4 Spend some time discussing what could have gone betterand what people learnt from that.
5 Spend some time discussing what is going to happen topeople next.
6 Provide an opportunity for people to exchange contactdetails for future networking.
7 Wish people good luck for the future and depart.
If the gathering is an informal one then the above discussionsare likely to take place over a meal or drink.A summary of keypoints can be made as part of an after dinner speech or beforeprizes or gifts are distributed.
Excellence One
Saying goodbyePeople
Why would you like to usethis tool (deliverables)?■ To give team members the chance
to celebrate their successes.
■ To give team members a chance to
reflect on things that could have
gone better.
■ To acknowledge the end of this par-
ticular situation and make space for
a new opportunity.
When would you use this tool(context)?■ As the team is about to dissolve or
radically change.
■ As the task is about to be completed.
■ As a key individual is about to the
leave the team.
How to make the best use ofthe tool (tips and traps)?■ Do not underestimate the impor-
tance of a closure event as a means
of enabling people to move for-
ward.- Ensure that the event is
appropriate to the task, team and
individual personalities. In some situ-
ations a farewell drink will suffice, in
others a more formal review meet-
ing or ‘wake’ may be needed to
mark the end.
What could be done next?■ Look to see if the learning from this
team can be shared with any other
team either via individuals or a data-
base.
■ If appropriate suggest a reunion
meeting between 1 month or 1 year
to encourage networking.
Did youDone
1 Acknowledge the contribution made by the team and individuals.
2 Recognise the contribution of everyone.
3 Reinforce the positive experience of working in groups.
4 Create a symbolic break that helps people to move onto something new.
5 Commit to maintain network (If appropriate).
Checklist
www.efqm.org/excellenceone • 93
Excellence One
Partnership and Resources
Tool#: 01 Red tag 94Tool#: 02 Red tag board 96Tool#: 03 5S Audit: Manufacturing 98Tool#: 04 5S Audit: Office 100Tool#: 05 5S Radar graph 102Tool#: 06 Technology Identity card 104Tool#: 07 Technology/Stakeholders matrix 106Tool#: 08 Make versus buy Checklist 108Tool#: 09 Critical Success Factors for developing Partnership 110Tool#: 10 Monitoring partnerships 112
Red tag
www.efqm.org/excellenceone • 95
Excellence One
TOOL #01
94 • www.efqm.org/excellenceone
TOOL #01
How to use this tool (steps)?
1 Gather the 5S team together.
2 Visit the workplace.
3 Identify items that need to be repaired or improved.
4 Fill-in the red tags.
5 Bring the tear-off slip to the 5S Board.
Excellence One
Red tagPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To identify items that need to be
repaired or improved in a restora-
tion initiative.
■ To have a visual means of placing
orders to repair or improve the
work area on a regular basis.
When would you use this tool(context)?■ When starting a 5S implementation.
■ When implementing 5S on a con-
tinuous basis.
How to make the best use ofthe tool (tips and traps)?■ When something can be done on
the spot, do it immediately. Do not
wait for someone to spot the tag
and to do it later.- Do not use the
procedure to place orders on the
maintenance department.The 5S
team can take care of the work by
itself in many cases.
■ Create a high level of understanding
in the 5S team, so that red tags
can be used autonomously.
What could be done next?■ Fill in a red tag board.
■ Allocate work to be done.
■ Monitor work to be done.
%Description of the damage:
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RED
TAG
Dat
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Template
Red tag board
www.efqm.org/excellenceone • 97
Excellence One
TOOL #02
96 • www.efqm.org/excellenceone
TOOL #02
How to use this tool (steps)?
1 Construct a display board in the form of a table markingthe following columns:■ number of the tag;■ damage description;■ place where damage occurred;■ date of the tag attachment;■ date of the action.
2 Using data gathered when posting red tags, complete thetable:■ red tag Number;■ damage description;■ place, where the damage occurred;■ date of attaching the tag;■ date of action.
3 Review with 5S team gathered in front of the board andcomplete last column.
Excellence One
Red tag boardPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To control all the red tagged
marked actions and equipment.
■ To locate and track easily the
place of damage.
■ To monitor the responsiveness of
the organisation in respect to the
removal of occurrences of damage.
When would you use this tool(context)?■ Every time a red tag is placed on
any abnormality.
■ When monitoring of red tags is
required.
How to make the best use ofthe tool (tips and traps)?■ Make it part of a 5S visual display
area.
■ Clarify accountabilities during the
first few weeks of implementation.
(Some of the red tags can be dealt
with by the team, others need
support from maintenance).
■ Get the team to manage the
board autonomously.
What could be done next?■ Improve responsiveness of the
organisation to the removal of
abnormalities.
Company car:
Opel Astra,
BN 88730
Graphics office
Board meeting
room
Computer
hardware stock
Reception room
Board room
Software
development
office
12.03.2001
11.03.2001
11.03.2001
14.03.2001
14.03.2001
14.03.2001
16.03.2001
14.03.2001
11.03.2001
13.03.2001
14.03.2001
15.03.2001
15.03.2001
16.03.2001
14.03.2001
11.03.2001
13.03.2001
14.03.2001
15.03.2001
18.03.2001
17.03.2001
Red tag
number
Damage
description
Date of
attaching
the tag
Date of action Date
completed
Place, where
the damage
occured
03442
04553
32221
32291
34421
56003
34432
Broken clutch
Scratches on the
plotter needle
Broken
emergency
alarm glass
LCD Display
dusty
Floppy drive
damaged
Mobile phone
display broken
Faulty Hard drive
Template
5S Audit: Manufacturing
www.efqm.org/excellenceone • 99
Excellence One
TOOL #03
98 • www.efqm.org/excellenceone
TOOL #03
How to use this tool (steps)?
1 Gather the 5S team together.
2 Visit the work area.
3 Team members record scores to the checklist (following)individually.
4 Review scores as a team and agree a team score.
Excellence One
5S Audit: ManufacturingPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To structure a manufacturing
restoration process.
■ To clean-up and re-organise work-
places.
■ To introduce visual management.
■ To introduce long-lasting house
keeping procedures, that will be
followed by the employees.
When would you use this tool(context)?■ When you start implementing 5S.
■ When you want to sustain 5S effort.
■ When you want to develop a 5S
measurement system.
How to make the best use ofthe tool (tips and traps)?■ Adapt the checklist to your specific
situation.
■ Base judgements on Facts (what
did you see that backs-up your
judgement).
■ Use the audit as a means of identi-
fying improvement actions.
What could be done next?■ A 5S radar graph could be prepared
to present findings in a visual
manner.
Achievement degree
Clear
1 Is the pre-cleaning state of the workplace recorded (video- tape,photograph,...)?2 Is the workplace free of any dirty areas? 3 Is the area free of any unneeded equipment? 4 Are the machines free of any broken parts?5 Has all the equipment been properly secured? 6 Is the person responsible as well as the detailed plan ready?
Clean
1 Are all the areas, corners, floors and machines clean?2 Are all the machines free of any dents, holes, leaks and other damage?3 Are all the hardware parts placed in specific boxes and marked?4 Are the machines free of any loose or unsecured parts?5 Is the floor clean of oil stains, clippings, off-cuts,...?6 Is the production area free of any unused spare parts?
Organize
1 Is all the equipment given a place according to usage frequency?2 Are there specially designed areas for service materials (e.g.lubricants)? 3 Has all the equipment been put into the right place?4 Is all the safety equipment (extinguishers, fire-blankets,...) kept properly?5 Is the area correctly lit and marked, including emergency exits?6 Are the materials to clean the equipment easily obtainable?
Standardize
1 Are the standard procedures and labels used?2 Are all the employees informed about their cleaning responsibilities?3 Are the cleaning procedures clearly marked and visible?4 Are there scales, showing progress in using these procedures?5 Are there clear and visibly displayed safety and health procedures?6 Is there a standard identification for stock areas?
Sustain
1 Are there any story boards, flipcharts,..., for message posting, etc.?2 Is there a 5S board visible?3 Is there a meeting schedule for the 5S team?4 Are the cleaning processes clearly defined for all the employees?5 Are the photographs from the beginning of the 5S work visible?6 Is there any feedback-enabled application in place?
Checklist
low high
5S Audit: Office
www.efqm.org/excellenceone • 101
Excellence One
TOOL #04
100 • www.efqm.org/excellenceone
TOOL #04
How to use this tool (steps)?
1 Gather the 5S team together.
2 Visit the work area.
3 Team members record scores to the checklist (following)individually.
4 Review scores as a team and agree a team score.
Excellence One
5S Audit: OfficePartnership &Resources
Why would you like to usethis tool (deliverables)?■ To structure an office restoration
process.
■ To clean-up and re-organise work
places.
■ To introduce visual management.
■ To introduce long-lasting house-
keeping procedures, that will be
followed by the employees.
When would you use this tool(context)?■ When you start implementing 5S.
■ When you want to sustain 5S effort.
■ When you want to develop a 5S
measurement system.
How to make the best use ofthe tool (tips and traps)?■ Adapt the checklist to your specific
situation.
■ Base judgements on Facts (what
did you see that backs-up your
judgement).
■ Use the audit as a means of identi-
fying improvement actions.
What could be done next?■ A 5S radar graph could be pre-
pared to present findings in a visual
manner.
Achievement degree
Clear
1 Is the pre-cleaning stage recorded visibly (video-tape, photographs,...)?2 Is the office free of any untidy parts? 3 Are all the cabinets, drawers and desks functional? 4 Do all the windows, air-conditioning and fans work properly? 5 Has all appropriate equipment been properly secured? 6 Is the person responsible for the office and a detailed plan ready?
Clean
1 Are all the areas, corners, floors, desks and tables clean?2 Is the office free of any old newspapers and out of date materials?3 Is all the office hardware placed in appropriate boxes?4 Are all personal belongings put away and not visible?5 Is there a clearly marked place for everything?6 Are all business cards and contact lists put into appropriate folders?
Organize
1 Is all the equipment given a place according to usage frequency?2 Do cleaning people clean all the offices daily? 3 Are the office stocks marked clearly?4 Is access to office hardware easy and ergonomic?5 Are the materials to clean the equipment easily obtainable?6 Are there clear and visibly displayed safety and health procedures?
Standardize
1 Are the standard procedures and labels used?2 Are all the employees informed about their cleaning responsibilities?3 Are the cleaning procedures clearly marked and visible?4 Is the area correctly lit and emergency exits clearly marked?5 Are all labels correctly positioned?6 Are all abnormalities recorded and dealt with?
Sustain
1 Are the standards followed by everyone in the office?2 Is there a continuous improvement plan?3 Is cleanliness maintained without intervention?4 Are the cleaning processes clearly defined for all the employees?5 Are the photographs from the beginning of 5S work visible?6 Is there a 5S board visible?
Signature: . . . . . . . . . . . . . . . . . . . . . . . Date: . . . . . . . . . . . . . . . . . . . . . . First/second audit . . . . . . . . . . . . .
Example
low high
5S Radar graph
www.efqm.org/excellenceone • 103
Excellence One
TOOL #05
102 • www.efqm.org/excellenceone
TOOL #05
How to use this tool (steps)?
1 Construct a graph – in the format of the diagram following.
2 Label each of the axes according to the elements of the 5Saudit; add a scale to each axis.
3 Using your results from the 5S audit, mark -up the graphwith a point on each axis.
4 Join up all the points to produce a profile that summarisesthe position following the audit-see diagram following.
5 Display the graph in appropriate work areas.
6 Update the graph after each audit.
Excellence One
5S Radar graphPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To present the outcome of a 5S
audit in a graphical format.
■ To demonstrate progress – follow-
ing repeat use of the 5S audit.
When would you use this tool(context)?■ When you need to have a plat-
form for comparison.
■ When you want to promote 5S
usage.
■ When you want to monitor
changes happening in the work-
place.
How to make the best use ofthe tool (tips and traps)?■ Try to stick to the same scale for
the axes.This will enable you to
highlight progress after repeat
audits.- Use the graph to share the
outcomes of the audit with those
who participated and those who
will be involved in future actions.
■ Identify one person in the 5S audit
team to have responsibility for
constructing the radar graph.
What could be done next?■ Identify the areas for improve-
ment; define actions and targets to
be achieved by the next 5S audit.
0
OrganizeStandardize
Sustain Clean
Clear
3 6 9 12 15 18 21 24 27 3030 27 24 21 18 15 12 9 6 3
30272421181512963
36
3027
2421
1815
129
36
3027
2421
1815
129
Example
Technology Identity card
www.efqm.org/excellenceone • 105
Excellence One
TOOL #06
104 • www.efqm.org/excellenceone
TOOL #06
How to use this tool (steps)?
1 Provide the name of the technology.
2 Describe the technology (what it does? how it works?).
3 Explain potential interaction with other technology.Whatcould we get if we were combining this technology withother ones? What value or performance could we get outof this combination?
4 Describe the potential impact of the technology on theorganisation (what could happen if the organisation wouldnot adopt the technology? How is it likely to happen?What would happen if the organisation adopts the tech-nology?)
5 Define the variables that will govern the adoption of thetechnology not just for the organisation but for the indus-try or all potential industries. Explain how they will impactthe adoption.
6 Define the kind of skills and knowledge and resources thatwould be required to back up the technology if the organi-sation wants to acquire it.An idea of the required invest-ment can be provided.
7 Who are the leading edge organisation in the field of thistechnology. Define if they are competitors or potentialpartners.
8 Describe the current position of your organisation regard-ing this technology.What knowledge is already owned bythe organisation.What are the skills that are already inplace.
Excellence One
Technology Identity cardPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To understand a technology and
its impact on the organisation.
■ To record all information about a
technology that can be useful for
the development of scenarios and
further decisions.
When would you use this tool(context)?■ When the organisation is trying to
understand what technology it
needs to monitor, develop, and
implement.
How to make the best use ofthe tool (tips and traps)?■ Do not provide lengthy descrip-
tions.This is an input for strategic
decisions amongst many other
input.
■ Ask feedback from different
experts, it is often difficult to vali-
date the information with a high
degree of confidence, nevertheless,
having more than one point of
view is often useful.
What could be done next?■ Develop scenarios.
■ Pass information to management
team.
1 Technology name:Video-conferencing through Internet Technology #:1
2 Description of the technology
■ Web-cam installed on PCs, connected to the existing internet line.
■ Allow one to one meeting with sound andimage.
■ Access to white board application (work onthe same document from different locations).
■ All to have a 3 to 5 persons video conferencing.■ Videoconferencing software are currently free.
3 Interaction with other technology
■ Totally integrated within internet technology.■ Not easy to fully integrate in the Technical
infrastructure developed for virtual communi-ties of practice.
4 Potential impact on the organisation, its product and processes
■ Less travelling.■ Can be used to support e-learning.■ Can be used to support face to face customer service.■ Can be used to support virtual communities of practice and other virtual teamwork.■ Can help building more frequent relations with partners.
5 Variables governing adoptions of the
technology
■ All computers equipped with relevant tools (loudspeakers, sound card, microphone and asame videoconferencing software).
■ Connection capacity needs to be adjustedaccording the number of users
■ Not expensive.
6 Skills and disciplines and resources
required to back up the technology
■ Nothing special beside training on how the different systems can work.
■ Investment would be approximately 10KEuros for hardware.
7 Leaders in the development of this
technology
■ Net meeting.■ Logitech.■ Compaq.
All those are potential providers of the technology.
8 Organisation current position in the
development of this technology
■ We are capable of implementing the techno-logy within few months depending of therequirement to integrate it into our process-es, products and service.- We need to get ourcustomers and partners to be equipped withthe equivalent equipments to have a significantimpact.
Template
Technology/Stakeholders matrix
www.efqm.org/excellenceone • 107
Excellence One
TOOL #07
106 • www.efqm.org/excellenceone
TOOL #07
How to use this tool (steps)?
1 List all the stakeholders of the organisation.
2 List all the technologies that you want to assess as poten-tial candidates for integration into the technology portfolio.
3 Define the impact of the technology on the differentstakeholders.
Excellence One
Technology/Stakeholders matrixPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To understand the impact of a
technology on the stakeholders of
the organisation.
■ To anticipate the consequences of
the adoption of a technology is
worth adopting.
When would you use this tool(context)?■ When the organisation is trying to
understand what technology it
needs to monitor, develop, and
implement.
How to make the best use ofthe tool (tips and traps)?■ It can be a lengthy exercise, an
external team should do the
preparatory work before review
by the Management Team.
■ Take time to discuss impact, con-
sequences, benefits, drawbacks and
risks.
■ The same exercise can be con-
ducted using the organisation’s
processes or goals instead of the
stakeholders.
What could be done next?■ Select the technologies that should
be investigated further.
■ Prepare an adoption plan for the
selected technologies.
Technology
New planning
algorithm
All ERP systems
needs to be
integrated
Customers know
when their parts will
arrive
Sales force needs to
be trained
Small logistics
providers will not be
able to invest
Customers can
quickly view drawings
of their likely
purchase
Sales force needs to
be informed and
retrained
Product data need to
be shared
Customers can
automatically access
quotations and lead
times
Sales force needs to
be informed and
retrained
Transaction and
reporting processes
need to be reviewed
Training will be
required
Less paper used
Parts tracking
technology
Parametric
tolerancing
Internet
technologyStakeholders
Customers
People
Suppliers
Distribution
channels
Society
Example
Make versus buy Checklist
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Excellence One
TOOL #08
108 • www.efqm.org/excellenceone
TOOL #08
How to use this tool (steps)?
1 Follow through the list of questions in the checklist, andconsider whether they are relevant to your organisation inthe sense that ‘this point helps in the assessment of thesituation’.
2 Record all pertinent comments.
3 For the issues that have been considered relevant, analysethe options available against the organisation’s plans andstrategies.
4 Take the best overall Make or Buy decision based on yourfindings and develop implementation plans.
Excellence One
Make versus buy ChecklistPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To assess whether you are consid-
ering the full range of options
when reviewing your supply and
procurement strategies.
When would you use this tool(context)?■ When you need to make a funda-
mental review of your supplier
base and assess the end-to-end
performance, the efficiency of the
whole value stream and the need
for rationalisation and improved
relationships.
How to make the best use ofthe tool (tips and traps)?■ Do your review with a cross-func-
tional team of people. Include rep-
resentatives of the key activities
involved and the decision makers.
What could be done next?■ Take decisions in line with what
you have learnt from using the
checklist and the organisation’s
strategy.
Adressed?
1 What are the core competencies of your organisation? Should your organisation
develop new competencies? Would it differentiate your products or services?
2 How critical are these parts or sub-modules to the success of the subsequent
products or services you generate?
3 Are these parts or materials produced by reliable suppliers or partners? How do you
compare to them in terms of costs, quality, rate of improvement? What is the
likelihood that one of the suppliers could become your competitor?
4 What are the total costs associated with each outsourcing decision? Do you want
suppliers to invest with you and share the risk and become partners? Are you willing
to commit resources to become and stay world class?
5 Are you achieving optimum utilization of resources and ensuring the support of your
core competencies?
6 Have you identified all out-of-pocket expenses including price to supplier, customs
and duties, and transportation?
7 Have you identified all operational expenses including procurement, use, repair and
inventory costs?
8 Have you identified all strategic expenses including technology, environmental and
inventory costs?
9 Have you established the total cost of ownership for the entire life-cycle of products
and services and targets for each key product and service?
Checklist
Critical Success Factors for developing Partnerships
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Excellence One
TOOL #09
110 • www.efqm.org/excellenceone
TOOL #09
How to use this tool (steps)?
1 Gather together a cross-functional team to review thesuccess factors of the partnership.
2 Discuss each success factor in turn and agree their precisemeaning for your organisation.
3 For each success factor identify:■ what has been done over the past year;■ what are your strengths;■ what are you weaknesses.
4 Develop a plan for the team to improve the situation.
Excellence One
Critical Success Factors for developing Partnerships
Partnership &Resources
Why would you like to usethis tool (deliverables)?■ To overcome the barriers to a
good and effective partnership
relationship.
■ To assess the chances of success
of a partnership relationship.
When would you use this tool(context)?■ When an organisation needs to
review the basis of a partnership.
■ When there is need to focus on
decisions vital to the success of a
partnership.
How to make the best use ofthe tool (tips and traps)?■ Select a critical few areas of focus.
What could be done next?■ With your partner, jointly address
the success factors selected – this
will help overcome barriers and
should enhance the relationship.
Help-Card
1 Establish a global perspective mindset in purchasing/partnering
View the world as the market and adopt an objective approach to globalize the supply base.There may be a need
for training and investment in global infrastructure competencies.
2 Gaining the full support of top management
Critical to success is top level commitment at both buying and supplying organisations to provide resources.
Management will need to make a business case based on the costs and benefits expected to be achieved.
3 Gaining cross-functional support
Overall improvement of supplier capability will benefit from the insights and capabilities of individuals from
operating functions such as engineering, purchasing or quality and from an effective information system. Bringing
together cross-functional teams will be instrumental to success.
4 Relying on global information systems
IT systems can significantly speed up the readiness of internal users to work with a very dispersed partner-
ship base. Individuals can be linked effectively to the supply chain, a unified set of metrics can be established and
advantage taken of leveraging global opportunities.
5 Focused on Excellence in process management
Business and Operational Excellence is a fundamental building block in the partnership development strategy.
It establishes a formal process for identifying the root causes of problems, setting up corrective action for the long
haul and monitoring relationship results. Business Excellence tools and training bring a common language to the
partnership, understood around the world, regardless of nationality and culture.
Monitoring partnerships
www.efqm.org/excellenceone • 113
Excellence One
TOOL #10
112 • www.efqm.org/excellenceone
TOOL #10
How to use this tool (steps)?
1 Gather a cross-functional team of people involved in thepartnership.
2 Discuss and, where possible, answer the questions on thechecklist following.
3 Identify gaps in knowledge or understanding.
4 Outside the meeting, collect relevant data.
5 Re-convene the team, take final decisions on the monitor-ing system and agree an implementation plan.
Excellence One
Monitoring partnershipsPartnership &Resources
Why would you like to usethis tool (deliverables)?■ To ensure all pertinent areas are
addressed in the design of a per-
formance measurement system for
partnerships.
When would you use this tool(context)?■ When you are ready to structure
the monitoring of the perform-
ance of a partnership.
How to make the best use ofthe tool (tips and traps)?■ Be strict on time at the meetings -
avoid excessive debate on individ-
ual items in the checklist. Keep the
discussion fact-based.
What could be done next?■ Consider if any items on the
checklist need special attention. If
necessary, take appropriate action.
Help-Card
1 Monitoring. Define:
■ what will be monitored;
■ who will do the monitoring;
■ how the monitoring will be done;
■ the data to be collected;
■ the frequency of data collection.
2 Analysis and evaluation. Define:
■ the partner’s performance objectives;
■ who will do the analysis and evaluation;
■ who will review the results;
■ how will you use the results.
3 Improvement. Define:
■ the key needs to be considered in achieving improved partner performance;
■ how will you select the most important improvement initiatives;
■ the improvement approach to be used;
■ how the cost/benefit of improvements will be considered.
4 Approaches. Consider whether:
■ monitoring would be managed internally;
■ your partner is capable of monitoring;
■ your partner would make a ‘self-report’;
■ your partner is qualified/certified;
■ monitoring will be done daily, monthly, annually...
5 How to monitor data. Consider:
■ from system, process, product, or service audit;
■ direct feedback from a survey;
■ returns, repair records, claims, warranties...;
■ data from process measures;
■ data from product or service tests;
■ analysis of sales records;
■ other sources.
www.efqm.org/excellenceone • 115
Excellence One
Processes
Tool#: 01 Improvement activity charter 116Tool#: 02 Helicopter view of the organisation 118 Tool#: 03 Helicopter view of processes 120Tool#: 04 Key process selection matrix 122Tool#: 05 Process mapping at activity level 124Tool#: 06 Identification of customer expectations 126 Tool#: 07 Customer satisfaction analysis 128Tool#: 08 Listening to your customer 130Tool#: 09 Process activity /customer requirement matrix 132Tool#: 10 Process mapping 134Tool#: 11 Check-sheet 136Tool#: 12 Pareto diagram 138Tool#: 13 Histogram 140Tool#: 14 Control chart 142Tool#: 15 Cause and effect diagram 144Tool#: 16 Scatter diagram 146 Tool#: 17 Identify Improvement Areas 148Tool#: 18 Brainstorming 150Tool#: 19 Selection matrix 152Tool#: 20 Failure mode effect analysis (FMEA) 154Tool#: 21 Improvement activity review checklist 156 Tool#: 22 Success story 158
Improvement activity charter
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Excellence One
TOOL #01
116 • www.efqm.org/excellenceone
TOOL #01
How to use this tool (steps)?
1 Find a name for your improvement activity (this does notneed to be the first step, if you have no ideas).
2 Express the expected outcome and the deliverables ofsuch an improvement activity in a qualitative way – howwill it be when you have succeeded?
3 Describe what your improvement activity is about – whatwill you do to achieve the ideal state expressed above?
4 State in a very precise way the objectives of your improve-ment activity and its contribution to the strategic objectiveof the organisation – what will prove that you have suc-ceeded? Which strategic objectives will be significantlyimpacted?
5 Define the measurement system for your improvementactivity – which indicator is to be measured? What is thecurrent performance? What is the performance to beachieved ? By when should it be achieved?
6 Express the guidelines and ideas that have been expressedto help achieving such targets and goal.
7 State the constraints – what cannot be changed? Whatperformance must be maintained? Give the assumptions –why was this important to pursue?
8 Give a list of the team members.
9 Sketch a broad action plan – what should be done? Bywhen?
10 Express the financial outcome – how much will it cost,how much will we save?
Excellence One
Improvement activity charterProcesses
1 Project title: Redesign of supply chain process for product range XYZ
Activity #: 07
2 Expected outcome/deliverables
We will be able to promise customers delivery dates that match their requirements.We will be able to have people that feel fully responsi-ble to fulfil customer requirements.
3 Improvement activity statement
Redesign the supply chain process for product XYZ.
4 Objective statement and contribution to the strategic priorities
Contributes to our strategic priorities on customer satisfaction and ‘conditions for growth’.
5 Measurement of success (indicator, current performance, performance to achieve, by when)
Lead time for delivery: From less than 25 days to Less than 10 days by 09/2002.Service level: From 75% to 95% by 09/2002.
6 Guidelines and key ideas
Develop new inventory policy with suppliers.Implement customer focus teams that own the complete process.Use Lean Process redesign approach.
7 Constraints and assumptions
No radical change of ERP system.Cost to be reduced, not increased.Other aspects of quality not to be reduced.
8 Improvement activity team (name/department/expected contribution and role/involvement level)
John Logistics Project leader 2 days a week over the next 6 monthsMary Planning Contributor 20 days over the next 6 monthsJohan Production Contributor 20 days over the next 6 monthsLouise CRM Contributor 20 days over the next 6 monthsPeter IT Expert 10 days over the next 6 months
9 Improvement activity plan (action/bywhen/owner)
Define project by Dec 2001 JLRedesign process by Feb 2002 JLReview Impact on IT by Feb 2002 PIImplement new process by June 2002 JLReview achievement by Sept 2002 JL
10 Expected financial outcome
Cost:Time of the team: 100 kEuroImplementation: 100 kEuro
Savings:Reduction of inventory 120 kEuro/yearProductivity 100 kEuro/year
Why would you like to use this tool (deliverables)?■ To describe the improvement
activity you are working on.■ To answer the basic questions, any-
one would ask, to understand thepurpose and the goals of theimprovement activity team.
■ To help the team to clarify its mis-sion, goals and resources.
When would you use this tool(context)?■ Whenever you start an improvement
activity – Whether it is linked direct-ly to the strategic priorities or not.
■ At the very beginning of an improve-ment activity.
■ As part of the deployment of break-through actions within the organisa-tion.
How to make the best use ofthe tool (tips and traps)?■ The improvement activity charter
should be reviewed as the improve-ment activity progresses. It is not aone-off exercise but an aid to scopeand define your project.- Get thepeople who are asking for theimprovement activity to be initiatedto complete the charter with you –it helps to understand what isexpected from you.
■ Use it as a tool to explain anddefine what is expected from theothers involved..
What could be done next?■ Communicate about improvement
activities using the improvementactivity charter.
■ Go to the next steps of your improve-ment activity – see action plan on theimprovement activity charter...
Example
Helicopter view of the organisation
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Excellence One
TOOL #02
118 • www.efqm.org/excellenceone
TOOL #02
How to use this tool (steps)?
1 Define the boundaries of your company. Draw a large boxrepresenting your company. Define your customers andsuppliers (in a very broad sense).Add links to the externalenvironment.
2 Identify inputs and outputs. Define and list the inputs to theorganisation. Draw boxes and list all the outputs linking tocustomers.
3 Enabler processes. Determine which processes stimulateparticular outputs -find the links between these processes.
Excellence One
Helicopter view of the organisationProcesses
Why would you like to usethis tool (deliverables)?■ To define the company’s processes.
■ To show inter-connectivity
between processes.
■ To develop a process-oriented
measurement system in the com-
pany.
■ To help the organisation’s stake-
holders understand the scope and
framework of activities.
When would you use this tool(context)?■ When redefining the organisation’s
key processes and structure.
How to make the best use ofthe tool (tips and traps)?■ Clearly identify the relationships
with the environment.Take into
account all stakeholders.
■ Maintain a consistent level of detail.
■ Keep a list of the other inputs/out-
puts you did not include in heli-
copter view (as they were too
detailed).
■ Involve as many people as possible
in this exercise – to have a clear
and comprehensive picture.
What could be done next?■ Key processes can be identified.
Production engineering process
Auditors
Training process
Recruitment process
HQ productdevelopment
process
Stakeholders
Customer
Supplier
Stakeholders
Headquarters
Legal institutions
Certification
Information
Quality assurance process Certification
Maintenancesupplier
Parts andservices
CustomerForecast
Orders
Maintenanceprocess
Productionprocess
Delivery process
Product &services
Supplier Parts andservices
Orders
Payments
Communicationof strategy
Strategic planningand business
excellence process
Reporting
Workforcesupplier
Workforce
Tax payment process Taxes
PlanningProcess
Sourcingprocess
Information
Stakeholders
Example
Helicopter view of processes
www.efqm.org/excellenceone • 121
Excellence One
TOOL #03
120 • www.efqm.org/excellenceone
TOOL #03
How to use this tool (steps)?
1 Create a square template for processes to be placed.Inside draw boxes for inputting sub-processes, outside thetemplate mark boxes for suppliers, inputs, customers andoutputs.
2 Define sub-processes.
3 Define for each processes the input needed.
4 Define the suppliers of each input.
5 Define for each sub-processes the outputs.
6 Define the customers of each sub-processes.
Excellence One
Helicopter view of processesProcesses
Why would you like to usethis tool (deliverables)?■ To define the boundaries of a
process.
■ To identify all input/output of a
process.
■ To define the main sub-processes
or activities.
When would you use this tool(context)?■ When identifying the processes of
an organisation.
■ When redesigning or improving a
key process.
How to make the best use ofthe tool (tips and traps)?■ Involve the people working within
the process to do this.
■ Each sub-process has output that
goes directly to the next sub-
process, those do not need to
appear on the diagram.
■ Take only into account what goes
outside of the process.
What could be done next?■ Key process selection can be
done.
■ Process mapping can be done.
Priorities
Priorities
Processdesign
Supplier Input Process Output
Production
Production
Customer
Production
Other DPT
Maintenancesuppliers
Production
Production
Production
Engineering
Equipmentsupplier
Production
Maintenancesuppliers
Production
Maintenancesuppliers
Production
Maintenancesuppliers
Production
TPM steeringgroup
TPM steeringgroup
Engineering
Request
Data
Parts
Parts
Data
Parts
Data
Perform, predictiveMaintenance
Record requirement andplan maintenance
Schedule
Order
Equipmentmaintained
Equipment
maintained
Equipmentmaintained
Develop maintenance planfor new equipment
Improved
OEE
Revisedprocesses
Improvedcompetencies
Maintenanceselectioncriteria
Maintenanceplan
Perform preventivemaintenance
Perform reactivemaintenance
Contribute to TPMimprovement activities
Develop maintenancecompetencies
Example
Key process selection matrix
www.efqm.org/excellenceone • 123
Excellence One
TOOL #04
122 • www.efqm.org/excellenceone
TOOL #04
How to use this tool (steps)?
1 List all existing processes and create a matrix in the man-ner shown below.
2 Identify the criteria you want to use to select the keyprocesses.
3 Enter the contribution value (on a scale of 1 to 5) for eachprocess/criterion intersection.
4 Multiply together the contribution values for each process.
5 Enter the figure obtained in the total column (see matrix).
6 Select the key processes – those showing the highest valuesin the total column.
Excellence One
Key process selection matrixProcesses
Why would you like to usethis tool (deliverables)?■ To determine your key processes.
■ To understand the strategic signifi-
cance of your processes.
When would you use this tool(context)?■ When deploying your strategic
priorities.
■ When reviewing organisational
structure.
How to make the best use ofthe tool (tips and traps)?■ Take the time to identify criteria
that align with your strategic
direction.
■ Do not take more than 20 process-
es into account.
■ Record your assumptions underlying
the contribution values given.
What could be done next?■ Deploy objectives and actions on
key processes.
■ Redesign the key processes of the
organisation.
Impact on
customer
Contribution
to strategy
Financial impact Total
Processes
Develop software solutions
Develop hardware mainframe
Integrate soft and hardware
Customize the platform
Deliver the product
Service the product
5
4
3
2
2
5
3
5
2
1
3
5
3
4
2
2
3
3
45
80
12
4
18
75
Criteria
Pro
cess
es
Example
Process mapping at activity level
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Excellence One
TOOL #05
124 • www.efqm.org/excellenceone
TOOL #05
How to use this tool (steps)?
1 Define the people operating or interacting with theprocess (the actors).
2 Define the initial input to the process.
3 Define all activities of the process.
4 Create chart (see below) with actors on the left and theiractivities in sequence to the right.
5 Draw in the inter-connections.
Excellence One
Process mapping at activity levelProcesses
Why would you like to usethis tool (deliverables)?■ To map a process through all the
levels of its implementation.
■ To understand process flow.
When would you use this tool(context)?■ When redesigning a process.
■ When improving a process.
■ When reviewing a process.
How to make the best use ofthe tool (tips and traps)?■ Stay at the same level of detail
throughout the analysis.
■ Stay at department level for the
actors.
■ Involve some process actors in the
mapping.
What could be done next?■ Map process at detailed level.
■ Look at the contribution of the
activities to customer require-
ments or cost.
ManagementTeam
Marketing
Productmanagers
Customerservice
Define proposedpromotion plan
BudgetOK
No
Yes
Identify key potentialmedia for promotion
Define key segments tobe addressed
Review marketsegments
Identifypromotionobjectives
Annual plan
Example
Identification of customer expectations
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Excellence One
TOOL #06
126 • www.efqm.org/excellenceone
TOOL #06
How to use this tool (steps)?
1 Prepare the template for identification of customer expec-tations.
2 Conduct an interview with the customer – face to face orby phone.
3 Ask the customer to provide their expectations related tothe outputs you deliver to them, stress that you needinformation on specific expectations, not problems.Try toget all their expectations before assessing the importanceof the expectations.
4 Ask your customer to rate the expectations by impor-tance (use a scale from 1 to 5).
5 Ask your customer to rate your performance level on ascale from -3 to +3.
Excellence One
Identification of customer expectationsProcesses
Why would you like to use thistool (deliverables)?■ To discover the most important
factors in customers’ perceptions ofyour activities.
■ To identify areas that customers payspecial attention to.
■ To measure the organisation’s performance in these areas.
When would you use this tool(context)?■ When improving or reviewing a
process.■ When you aim to improve customer
satisfaction.■ When you aim to improve customer
relationships.
How to make the best use ofthe tool (tips and traps)?■ A face to face interview is always best.■ If it cannot be done face to face, you
can use the telephone – providingyou forward documentation before-hand.
■ Take the time to do a thoroughinterview – as long as 90 min for aface to face interview.
■ Be very precise when defining thecustomer’s expectations.
■ Ask for precise examples – checkyour understanding.
What could be done next?■ Compile all customer answers and
develop a performance/importancediagram.
■ Add the information to the customerfile.
■ Thank the customers and indicatehow performance will be improved.
3
1
5
Answer before 3 phone rings when I call
Find my record using my name and company name
Provide me immediately with a corporate price
-2
2
3
Customer Survey
Process: Customer service
Product/service: Response to customer enquiry Date: 12.03.02
Interviewer: John Smith
Customer: Makro Cash and Carry
Importance of
expectation
Rate 1to 5
Customer expectations Performance level
Rate -3 to +3
Example
Customer satisfaction analysis
www.efqm.org/excellenceone • 129
Excellence One
TOOL #07
128 • www.efqm.org/excellenceone
TOOL #07
How to use this tool (steps)?
1 Make a list of all customer expectations.
2 Put customer expectations that are similar into groups.
3 Give the groups a title.
4 Give each individual expectation an importance rating on ascale from 0 to 10 and a performance rating on a scalefrom -3 to+3. Ideally these figures should be obtained froma customer survey.
5 Calculate the importance of the expectation of each groupby adding the importance figure of the individual expecta-tions in the group.
6 Calculate the performance of the expectation of eachgroup by averaging the performance figure of all individualexpectations in the group.
7 Construct the graph of importance verses performance.Use a box to plot the position of each group on the graph.Write the name, importance and performance of thegroup in the box.
8 Distribute the graph to share the knowledge.
Excellence One
Customer satisfaction analysisProcesses
Why would you like to usethis tool (deliverables)?■ To analyse results of a customer
survey.
■ To highlight the main issues
regarding expectations and per-
formance.
■ To share knowledge of basic
strengths and weaknesses amongst
the people.
When would you use this tool(context)?■ After gathering customer inputs.
■ When there is a need to select
particular customer expectations
and priorities to focus on.
How to make the best use ofthe tool (tips and traps)?■ Avoid being overly concerned with
the precision of the numbers.This
tool is intended to provide broad
guidance only.
■ Add comments and recommenda-
tions to the graph.
What could be done next?■ Collect additional data to back-up
the findings.
■ Identify the causes of customer
dissatisfaction.
Provide feedback on complaints systematically
65 -1
Provide only onecontact person
65 -1
Importance
Performance
78
+3 +3
0
Deliver producton time
65 -1
Improve packagingre-usability
65 -1
Example
Listening to your customer
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Excellence One
TOOL #08
130 • www.efqm.org/excellenceone
TOOL #08
How to use this tool (steps)?
1 Get the relevant team together this could be a managementteam, a product development team or a process team.Askany expert or person that has some knowledge about thecustomer to join.
2 Review each line of the checklist and ask yourself the fol-lowing questions: ‘Would we benefit from this approach ornot?’. ‘What could we miss if we did not use it?’.Then tickthe ‘relevant’ box if you think it could be useful.
3 When finished, identify which ones will be the most valu-able means of accessing the voice of the customer.Tick thebox ‘use it’ for the ones that you intend to use.
4 Organise the data collection process.
Excellence One
Listening to your customerProcesses
Why would you like to usethis tool (deliverables)?■ To identify new ways of accessing
the voice of the customer.
■ To optimise your means of gather-
ing the voice of the customer.
■ To understand what your cus-
tomer wants and what you need
to do to keep their business.
When would you use this tool(context)?■ When reviewing strategy and col-
lecting customer requirements.
■ Before designing or redesigning a
product.
■ Before designing or redesigning a
process.
How to make the best use ofthe tool (tips and traps)?■ Be very clear on what you are try-
ing to achieve through the gather-
ing of the voice of the customer.-
Some of those means might
require some expertise (writing a
questionnaire, running a focus
group, doing statistical analysis...).
Get the right level of expertise to
help you with this, otherwise you
will only loose time and money.
What could be done next?■ Develop an action plan to gather
the voice of the customer.
Relevant? Use it
1 Executive contacts.Top level exchange of feedback and information to gather views
on possible developments and future prospects.
2 Customer visits. Range from informal visits with a report to formal visits to investigate
unexpressed requirements through in-depth observation and questioning.
3 Test markets. Prepared on the basis of observed customer behaviour, to determine
the most popular product/service. Could also be done on the basis of a prototype model.
4 Focus groups. Planned for feedback on very specific products, items or problems.
5 Customer councils. Range from customers selected on the basis of product/service
to customer groups chosen for their size or location. Established to build-up strong
relationships with the customers.
6 Written surveys. Range from multiple choice questions to open questions to surveys
constructed for particular customers asking for specific feedback on requirements.
Might be done on segmented groups of customers.
7 Telephone surveys. Range from randomly chosen customers to surveys of particular
sample groups.
8 User groups and associations.Established to gather together customers of the same
interests and requirements.
9 Mystery shopping.To collect unbiased feedback information from various customer groups.
10 Customer report cards.Prepared and used, for limited periods of time, to acquire
information on specific developments in customer requirements and progress in fulfilling them.
11 Complaints analysis. Prepared to track particular actions, services, departments...
that are responsible for customers’ dissatisfaction.
12 Customer satisfaction index. Measuring the overall performance in terms of customer satisfaction
13 Lost customer analysis.Tracking the requirements of those customers who have
changed their supplier in order to determine reasons for change.
Checklist
Process activity/customer requirement matrix
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Excellence One
TOOL #09
132 • www.efqm.org/excellenceone
TOOL #09
How to use this tool (steps)?
1 List all the activities of the process.
2 List all customer requirements along with the importanceof the requirement as expressed by the customer.
3 Score every activity against each requirement.3 this activity is critical to satisfy the customer require-
ment.2 this activity is important to satisfy the customer
requirement.1 this activity can help to satisfy the customer require-
ment.0 this activity does not contribute to satisfy the cus-
tomer requirement.
4 Multiply and total the individual scores to obtain the finalone.
5 Interpret the result and identify areas of focus.
Excellence One
Process activity/customer requirement matrix
Processes
Why would you like to usethis tool (deliverables)?■ To understand the customer
expectations that need to be
addressed by each activity of a
process.
■ To understand what activity con-
tributes to a given customer
expectation or priority.
■ To focus effort on what is critical
for the customer.
When would you use this tool(context)?■ When you need to take into
account the customers’ expecta-
tions in the review or redesign of
a process.
■ When trying to improve the
organisations ability to satisfy the
customer.
How to make the best use ofthe tool (tips and traps)?■ Gather the voice of the customer
appropriately, so the data are robust.
■ Involve all stakeholders and if pos-
sible customers themselves in the
scoring.
■ Try to be consistent while scoring.
What could be done next?■ Define smaller project to focus on.
■ Map the process at a detailed level
to identify improvement opportu-
nities.
Importance of the requirement
Activities
Take order
Plan production
Source materials
Release production order
Manufacture
Package
Arrange transportation
Deliver to the customer
Handle complaints
10
2
2
3
0
1
1
3
1
0
9
2
1
3
0
0
3
0
0
0
6
0
0
0
0
0
0
0
0
3
4
1
3
2
1
0
0
3
2
0
42
41
65
4
10
37
42
18
18
Customer requirement Total Importance
On
tim
e d
eliv
ery
Pac
kagi
ng
as s
pec
ified
Feed
bac
k o
n c
om
pla
ints
Fle
xibl
e d
eliv
ery
sch
edu
les
Example
Process mapping
www.efqm.org/excellenceone • 135
Excellence One
TOOL #10
134 • www.efqm.org/excellenceone
TOOL #10
How to use this tool (steps)?
1 Identify all those, including functional staff, involved in theprocess – the actors.
2 Select a specific product to use as an example to enableinformation on the process to be collected. (This productcan take different forms for example: it could begin asinformation, then become a part and later a finished good.)
3 Interview all the actors in the process to determine exact-ly what happens to the product (to collect information onan existing process).
4 Map the process (existing or future) using the six categorieslisted below.Each category is represented in the mapping bya different shaped box – see example following.Annotateeach box by words in the form shown in brackets.Categories:■ added-value (verb+...);■ move (by fax, e-mail, feet, forklift, car, plane... towards ...
destination);■ wait (before ...event that triggers the wait);■ control (verb+...);■ storage (where – in a physical store for inventory or in
a database for information);■ selection (question – issue for deciding path to take).
5 Where appropriate, ask for minimum and maximum timesfor each process step – add to the process mapping diagram.
Excellence One
Process mappingProcesses
Why would you like to use thistool (deliverables)?■ To map a process in detail.
■ To identify the value-adding and
waste steps of a process.
■ To identify causes of poor perform-
ance.
When would you use this tool(context)?■ When you need to analyse a
process in detail or conduct a prob-
lem solving exercise.
■ When you want to display how the
process might look in the future.
How to make the best use ofthe tool (tips and traps)?■ Go into a high level of detail on timing
(use minutes or seconds, if necessary).
■ Use a stopwatch if needed – particu-
larly in short, repetitive processes.
■ When mapping existing processes
interview all the actors.
■ Make it clear that you are following
the product not the people that are
doing the job.
■ Let the team figure out what could
be done when describing a future
process.
What could be done next?Existing process:
■ find ways of eliminating all non-
value- adding steps.
Future process:
■ look for potential problems;
■ test modifications when possible.
Product: Question to Customer services
SalesAssistant
UnderstandRequest
5’ 5’
Put QuestionIn DTB5’ 5’
Canrespond ? Yes
No
Validateresponse1’ 2’
Value Added.
Move
Wait
Control
Storage
Selection
Before S.A.available1’ 60’
By e-mailTowardsCustomer1’ 2’
Questionsdatabase
By e-mailToward TechExpert 1’ 2’
Before TE.available1’ 60’
TechnicalExpert
1’ 60’ Minimum / Maximum time
Example
Check-sheet
www.efqm.org/excellenceone • 137
Excellence One
TOOL #11
136 • www.efqm.org/excellenceone
TOOL #11
How to use this tool (steps)?
1 Decide which data must be collected and check that it canbe analysed to give useful information.■ clearly state why you want to collect the data and the
kind of data that could be most relevant;■ define the different options for collecting the data;■ define who is going to collect the data, how and where
will it be done, for how long,...
2 Design a check-sheet for easy and clear data capture.Define clearly how the check-sheet can be and should beused. Look for visual tools that can help to accomplishdata collection (boards, signs, bar codes...).
3 Test the sheet and process with someone who was notinvolved in the design – improve if necessary.
4 Collect data.
5 Analyse.
Excellence One
Check-sheetProcesses
Why would you like to usethis tool (deliverables)?■ To record and quantify facts and
data over a period of time.■ To check the number of occur-
rences of defects or of specificcauses.
■ To record extra information –when it appears during the day, theproduct concerned,...
■ To ensure that the solution hasbeen efficient.
When would you use this tool(context)?■ When you need to observe an
operation and record informationover a period of time.
■ When you need to identify whichpotential problems or defectsshould be addressed first.
■ During the ‘Measure’ phase of theDMAIC cycle or when quantifyinga problem.
■ During the ‘Control’ phase of aDMAIC cycle to monitor changesin performance.
How to make the best use ofthe tool (tips and traps)?■ Plan the data collection campaign
seriously – you do not want torepeat the exercise.
■ Use any visual tool that can easethe process.
■ Provide a separate page for thosecollecting the data – to commenton points of interest to them.
What could be done next?■ Use other tools to visualise the
data you have collected (Pareto,histogram, run chart...).
Data to be collected: Misplaced calls
Why: To reduce the number of misplaced calls.
When: From 8h00 to 20h00.
How: For each call, tick the box corresponding to the type of call and period of the day.
By whom: All customer service employees.
Designed by: Dan and the capacity team (Tel. 453).
Date: Name: Working hours: to
Misplaced calls
relative to:
Order product A
Order product B
Order product C
Enquiry product A
Enquiry product B
Enquiry product C
After sales
product A
After sales
product B
After sales
product C
Other
Total
8/9 9/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20
4 7 8 12 6 6 10 7 5 3 5 2
Total
9
8
11
9
9
15
5
5
3
75
1
I I I I I I I I
I I I I I I I I
I I I I I I I I I I I
I I I I I I I I
I I I I I I I I I
I I I I I I I I I I I I I I I
I I I I I
I I I I I
I
I I I
Example
Pareto diagram
www.efqm.org/excellenceone • 139
Excellence One
TOOL #12
138 • www.efqm.org/excellenceone
TOOL #12
How to use this tool (steps)?
1 Determine the possible causes A,B,C,... for a problem.
2 Using a check-sheet or other helpful form of data collection, determine
the total number of times the particular problem has occurred over an
interval of time and the number of times it was due to cause A,B,C...
3 Create a Pareto diagram (see below) by drawing a vertical bar chart.
The height of the bars reflects the number of occurrences of each of
the causes A,B,C,....On the extreme left of the diagram place the bar
relating to the cause with the highest frequency of occurrence, succes-
sive bars are then drawn in order of frequency of occurrence.
4 Draw the cumulative line on the diagram -see below.
Excellence One
Pareto diagramProcesses
Why would you like to usethis tool (deliverables)?■ To display the relative importance
of issues causing a problem orcondition.
■ To separate the critical few issuesfrom the trivial many.
■ To understand where effort shouldbe focused (type of problems,causes, areas,...).
When would you use this tool(context)?■ During the ‘Measure’ or ‘Analyse’
phase of the DMAIC (Define,Measure,Analyse, Improve,Control) cycle.
■ Whenever you want to identifyhow to focus resources andefforts.
How to make the best use ofthe tool (tips and traps)?■ Plan carefully the data you will
need to gather and the methodfor collection.
■ Make sure there is a good under-standing of how the Pareto dia-gram should be interpreted.(Typically, 80% of occurrences of aproblem are due to 20% of thecauses).
What could be done next?■ Define areas of focus for the team
(refine your project charter ifneeded).
■ Tackle the areas of focus one byone in a systematic way – usingthe Pareto diagram as a guide.
D EFGABC
Causes of the problem
X
100%
Occ
urre
nce
(in %
)
Example
Histogram
www.efqm.org/excellenceone • 141
Excellence One
TOOL #13
140 • www.efqm.org/excellenceone
TOOL #13
How to use this tool (steps)?
1 Collect the data – measurements of the variable you arewishing to present in the form of a histogram.
2 Define a range for the histogram – upper and lower limitsthat include all of the data points.
3 Divide the range into a number of equal intervals. Use 5 to7 intervals if less than 50 data points have been collected;10 to 20 intervals for more than 250 data points.
4 Count the number of data points (occurrences) in eachinterval and construct the histogram – see below.
5 Write the Number (N) of data points collected on thehistogram.
Excellence One
HistogramProcesses
Why would you like to usethis tool (deliverables)?■ To display and understand how a
set of data points are distributed.
■ To illustrate the variability in a
process.
When would you use this tool(context)?■ When you want to understand if a
process is under control.
■ When analysing a process.
■ When you want to validate
process changes.
■ When monitoring a process on a
continuous basis.
How to make the best use ofthe tool (tips and traps)?■ Use it in conjunction with a con-
trol chart.
■ Do not always expect the his-
togram to take the shape of a per-
fect bell curve.
■ Ask the help of a statistical expert
if you have problems.
What could be done next?■ Use the histogram to monitor the
variability of a process.
■ Histograms can help eliminate
problems if a process is not under
control.
10.5 12.5 14.5 16.5 18.5 20.5
25
20
15
10
5
0
N=50
Time required for temperature to fall below 40 degrees (in seconds)
Num
ber
of o
ccur
renc
es
Example
Control chart
www.efqm.org/excellenceone • 143
Excellence One
TOOL #14
142 • www.efqm.org/excellenceone
TOOL #14
How to use this tool (steps)?
1 Identify the measurement you wish to control and thetype of control chart you need.
2 Construct and implement your control chart – take meas-urements and plot against time.
3 Identify the special causes of variation – sources of varia-tion that are outside normal process operation.What might alert you that a special cause is evident?■ A measurement point outside the control limits.■ 7 consecutive points on one side of the centre line of
the control chart.■ 6 consecutive points increasing or decreasing.
4 Investigate the special causes and eliminate them as soonas possible.
Excellence One
Control chartProcesses
Why would you like to usethis tool (deliverables)?■ To detect any changes in the
process.■ To monitor the process and make
sure it is under control.■ To identify sources of variation in
the process – and detect ‘specialcauses’ of variation.
■ To test the impact of some solu-tions on the sources of variation.
When would you use this tool(context)?■ When you need to monitor the
most critical processes of yourorganisation.
■ When you need to collect data onthese processes – the Measurephase of the DMAIC cycle.
■ When you need to test the impactof some solutions – the Analysephase of the DMAIC cycle.
How to make the best use ofthe tool (tips and traps)?■ Make sure problems cannot be
solved using simple solutions first(mistake-proofing devices, modifi-cation of standard work prac-tices...).
■ Use control charts when it is criti-cal to have a close monitoring orgathering of process information.
■ Get some help from a statisticalexpert -especially in selecting thetype of chart needed and in settingthe control limits.
What could be done next?■ Train those involved in the collec-
tion of data in control chart imple-mentation and interpretation.
■ Eliminate problems as they aredetected by the control chart (quickfix first and then ideal solution).
Upper control limit
Lower control limit
Upper control limit
Lower control limit
Control chart
Examples of alerts for special causes
Example
Cause and effect diagram
www.efqm.org/excellenceone • 145
Excellence One
TOOL #15
144 • www.efqm.org/excellenceone
TOOL #15
How to use this tool (steps)?
1 Place the name of the problem or effect in the box on theright of the diagram.Try to be as precise as possible.
2 Determine the major categories of causes and place themabove and below the main line of the diagram.To identifythe major categories it is possible to:■ use ready-made ones that suit your situation:
Manpower, Machines, Method, Measurement, Material;Steps of the process;...
■ brainstorm ideas for causes and group them intomajor categories and categories – give a title to eachcategory and the major category.
3 By asking the question Why? repeatedly (up to five times)for each of the major categories, chains of causes can beidentified for each of the categories.The results can bepresented in the manner of a ‘fishbone’ – see diagram.
4 Quantify the impact of the causes on the effect -select forimprovement the causes that appear to have the greatestimpact.
Excellence One
Cause and effect diagramProcesses
Why would you like to usethis tool (deliverables)?■ To identify the causes that gener-
ate an effect.
■ To classify the potential causes
into different categories and to
organise them.
■ To identify the governing variables
without quantifying their impact.
When would you use this tool(context)?■ During the ‘Analyse’ phase of a
problem solving or process
improvement activity.
■ When trying to identify the causes
of poor performance.
How to make the best use ofthe tool (tips and traps)?■ When identifying the potential
causes through a series of Why?
questions, be very careful that
every new cause should be more
specific than its effect (the next
Why? in the chain).
■ Invite all those familiar with the
process to comment on the final
diagram – amend if necessary.
■ Note that this tool is sometimes
called the Fishbone diagram or
Ishikawa diagram.
What could be done next?■ Quantify the impact of the causes
on the effect or problem. Use a
check-sheet, a scatter diagram or
other statistical tools to assist.
MethodsLack of attention
paid to forecast
Amplification
of variation
Quality of
information
Sales
forecast
too far
from
reality
Insufficient parameterstaken into account
Change in customer behaviour
No balanced set of incentives
Sales is one of many targets
No training
Weather
Retention of information
Conflict between departments
Promotion
Sales target
Delay in access to informationNo access to final customer
Based on customer’s forecast of their own sales
Inadequate model
Example
Scatter diagram
www.efqm.org/excellenceone • 147
Excellence One
TOOL #16
146 • www.efqm.org/excellenceone
TOOL #16
How to use this tool (steps)?
1 Decide on the units for measuring the input variable.
2 Decide on the units for measuring the output variable.
3 Collect data by measuring the output corresponding toparticular values of the input.
4 Construct the scatter diagram (see below) by plotting thedata points collected on a graph.
5 Look for correlation between the input and output vari-ables by observing the scatter diagram. If the output gener-ally increases as the input increases, there is ‘positive’ cor-relation between the variables. If the output generallydecreases as the input increases, there is ‘negative’ correla-tion. It may be that there is no correlation between thevariables – this indicates that the output variable is notdependent on or linked to the input variable.
6 Make a note of the relationship you have investigated.
Excellence One
Scatter diagramProcesses
Why would you like to usethis tool (deliverables)?■ To test if a variable (an input) has
an influence on a result (an out-
put).
■ To identify the nature of the rela-
tionship.
■ To measure the relationship.
When would you use this tool(context)?■ When collecting data on the causes
of a problem.
■ When you want to understand the
impact of some modifications on
the output of a process.
How to make the best use ofthe tool (tips and traps)?■ Make sure the data collected is
relevant.
■ Think carefully of possible correla-
tion between variables before
starting to collect data.
■ Make the measurements with care.
■ Ask help of someone with statisti-
cal expertise if needed.
What could be done next?■ Decide if there is a need to modify
the input variable.
■ Identify potential non-desirable
effects if you make a modification.
No correlation Weak negativecorrelation
Strong negativecorrelation
0 2 10864
0
2
4
6
8
10
Input:Time to processO
utpu
t:D
ucili
ty o
f mat
eria
l
Ductility of material / Time to process
Example
148 • www.efqm.org/excellenceone
TOOL #17
How to use this tool (steps)?
1 Define the question to be answered- for example the improvement
required.
2 Assemble an appropriate group of people.
3 Ask everyone to write their own ideas for improvement on ‘post-it’
type notes and then to stick the notes onto a wall board.
4 By physically moving the notes on the board, group similar ideas togeth-
er – encourage everyone to participate.
5 Draw, on the wall board, any links or affinities between the groups of
ideas- re-group, if necessary.
6 Assess each of the remaining groups of ideas and give a score between
0 and 5 for their feasibility and efficiency as solutions.
(5=very easy – 0=very difficult).
7 Multiply the two scores together to obtain an overall score for each
group of ideas.
8 Select the solutions you want to pursue.
Excellence One
Identify Improvement AreasProcesses
Why would you like to usethis tool (deliverables)?■ To identify key improvement areas.
■ To share improvement ideas.
■ To select improvement areas.
When would you use this tool(context)?■ When looking for creative ideas to
improve.
■ When trying to achieve substantial
improvement in a specific area.
How to make the best use ofthe tool (tips and traps)?■ Be open to any ideas.
■ Give everyone the opportunity to
clarify and explain their ideas.
■ Ideas can be considered alone if
they do not fit with any of the
groups.
■ Some ideas can be mutually exclu-
sive.
■ Use the scoring procedure as a
means of supporting decisions.
What could be done next?■ Define, in detail, each idea for
improvement using basic questions
(What is it? Why should we do it?
How will it work? Who will be
involved?...)
■ Map the future process, taking into
account the improvement ideas.
Identify Improvement Areas
www.efqm.org/excellenceone • 149
Excellence One
TOOL #17
Improve forecasting
Base forecast on data given
by retailer (instead of guessing).
Review templates used by
account managers
to provide forecast.
Review forecast every month.
Develop Customer
Service
Train Customer Service team
on all documentation needed
for export product.
Automate planning using
the new ERP system.
Develop the capacity of Customer
Service to manage an order from
the beginning to the end.
Implement ameasurement
system.
Define a scorecard for logistics.
Use the same metrics
along the supply chain.
Review inventory
profiles all along
the supply chain.
3 2 1 2
5 1 3 4
Example
Brainstorming
www.efqm.org/excellenceone • 151
Excellence One
TOOL #18
150 • www.efqm.org/excellenceone
TOOL #18
How to use this tool (steps)?
1 Define the question to be answered.
2 Assemble an appropriate group of people.
3 Invite the group to come up with answers to the question.
4 Encourage everyone to contribute and to be creative.
5 Write down all ideas as they are expressed.
Excellence One
BrainstormingProcesses
Why would you like to usethis tool (deliverables)?■ To collect ideas.
■ To identify potential problems.
■ To identify potential solutions.
When would you use this tool(context)?■ When trying to maximise the
number of ideas put forward.
■ When you need to develop creative
ideas.
How to make the best use ofthe tool (tips and traps)?■ Encourage creativity and open
contributions.
■ Keep all ideas visible to everyone.
■ Do not criticise or evaluate any of
the ideas.
■ Consider all ideas carefully.
■ Build on ideas.
What could be done next?■ Collect ideas into groups.
■ Eliminate any ideas duplicated.
■ Select ideas for further action.
Ideas:
■ improve re-use of equipment;
■ give computers to local schools;
■ improve recycling practice;
■ offer an open day for schools;
■ encourage people to use a bicycle;
■ use both sides of sheets of paper;
■ improve parking space for deliveries;
■ limit consumption of energy.
Question to be answered
How could we improve our organisation’s impact on society?
Example
Selection matrix
www.efqm.org/excellenceone • 153
Excellence One
TOOL #19
152 • www.efqm.org/excellenceone
TOOL #19
How to use this tool (steps)?
1 Identify the selection criteria you would like to use todetermine the best solution.Potential criteria:■ impact on performance;■ impact on finance – for example cost/benefit, cost of
solution,...■ technical feasibility;■ delay in implementation.
2 List all potential solutions.
3 Score every solution against each of the selection criteria– for example:1 to represent the worst outcome;2 to represent a middle outcome;3 to represent the best outcome.
4 Calculate an overall score for the solution by adding ormultiplying the individual scores to each of the selectioncriteria.
5 Take an informed decision.
Excellence One
Selection matrixProcesses
Why would you like to usethis tool (deliverables)?■ To select the best solution from
several different options.
■ To prioritise solutions.
■ To support decisions to be taken.
When would you use this tool(context)?■ After different solutions to solve a
problem or to improve a process
have been identified.
■ When different solutions are com-
peting – one against another.
How to make the best use ofthe tool (tips and traps)?■ Take time to score the different
solutions.
■ Record the assumptions you have
been using.
■ The team should take their final
decision based on the overall
score; they need to bear in mind
also the assumptions taken.
What could be done next?■ Develop an action, implementation
plan
Imp
act
on
per
form
ance
Imp
act
on
co
st
Tech
nic
al f
easi
bili
ty
Del
ay in
imp
lem
enta
tio
n
Solution 1
Solution 2
Solution 3
Solution 4
1 3 2 2 3
2 3 3 2 3
2 2 1 1 1
3 1 2 2 2
11
13
7
10
Overall
score
Example
Failure mode effect analysis (FMEA)
www.efqm.org/excellenceone • 155
Excellence One
TOOL #20
154 • www.efqm.org/excellenceone
TOOL #20
How to use this tool (steps)?
1 Identify the potential failure modes for a product or aprocess – things that can go wrong in relation to the partsof a product or the activities of a process.
2 For each potential failure mode, identify its effect (it willhelp to assign a degree of severity) and the underlyingcause (it will help to assign a probability of occurrence).
3 Define scales and ratings for the probability of failure occur-rence, the degree of failure severity, and the probability offailure detection.The following suggestions could be used:■ probability of failure occurrence: scale1 -10 ;1 = remote
chance of failing, 10 = very high chance of failing;■ degree of failure severity: scale1 -10 ;1 = not notice-
able to the customer, 10 = critical failure, probable lossof customer;
■ probability of failure detection: scale1 -10 ;1 =extremely high chance of escaping defects, 10 = verylow chance of escaping defects.
4 Make a risk assessment of the product or process.Calculate the Risk Priority Number (RPN) of each failuremode:RPN = occurrence rating X severity rating X detection rating.The higher the RPN, the more important is the failuremode and the task to eliminate the cause of failure.
5 Identify potential counter measures to eliminate the causesof failure.
6 Share the FMEA with other knowledgeable staff to validatethe assumptions and conclusions.
Excellence One
Failure mode effect analysis (FMEA)Processes
Why would you like to usethis tool (deliverables)?■ To understand what can go wrong
with a process or a product.
■ To understand how potential
problems will impact customers’
perceptions.
■ To provide suggestions for
improvement.
When would you use this tool(context)?■ When you plan to modify a
process or product.
■ When you introduce a new
process or product.
How to make the best use ofthe tool (tips and traps)?■ Be systematic in the analysis.
■ When applying FMEA ensure there
is a very thorough understanding
of the product or process involved
– have the product in front of you,
visit the process.- Revisit the
FMEA from time to time, review
underlying assumptions against
reality, revise and record any new
assumptions.
What could be done next?■ Develop and integrate the counter
measures in the action plan.
Occ
urr
ence
Sev
erit
y
Det
ecti
on
RP
N
2 3 3 41 52 3
Activity
or
Part
Failure
mode
Effect Action Action
Wrong assessment oftime required torepair. Late repair
Misunderstand
request
Clarify Request Develop Inquiry guide withcheck-list
Potential delays
for customers
OverbookingTake
appointmentPlanning not up
to date
Lack of inquiry 8 5 1203
5 3 453
Example
Improvement activity review checklist
www.efqm.org/excellenceone • 157
Excellence One
TOOL #21
156 • www.efqm.org/excellenceone
TOOL #21
How to use this tool (steps)?
1 Bring the team together for a review of the improvementactivity.
2 Review each line of the checklist and ask yourself the fol-lowing questions:■ ‘Have you done this?’,■ ‘Was it useful?’ or ‘Would it be useful to do it?’,■ ‘Is there something else I should have done at the
same time?’.
Tick the ‘Relevant’ box if the line has been or is relevantto the team. Stop when you are getting beyond the currentstage of your improvement activity.
3 At the next review meeting, tick the ‘Achieved’ box if theactivity has been completed.
Excellence One
Improvement activity review checklist Processes
Why would you like to usethis tool (deliverables)?■ To review if you have forgotten to
do a key step in your improve-
ment activity process.
■ To identify areas for improvement
in the way you conduct improve-
ment activities.
When would you use this tool(context)?■ When you review progress of an
improvement activity.
■ When finishing an improvement
activity and identifying the key
learning points from it.
How to make the best use ofthe tool (tips and traps)?■ Use this checklist when you have
to review the progress of an
improvement team and when you
want to help them to improve.
■ Enrich the checklist as you learn.
What could be done next?■ Take actions following the out-
come of the review
Improvement activity review checklist Relevant? Achieved?
1 Have all relevant data sources been reviewed? (e.g. Data performance; customer
information/feedback; cost of quality information; internal service level
agreements; previous improvement actions.)
2 Has the current process been flowcharted in detail to understand what
actually happens?
3 Are the measures that are being used to assess the current performance understood?
4 Has all the root causes been identified?
5 Has a sufficiently wide range of possible solutions been identified?
6 Have you visited companies with similar processes, to
see how their approach might provide possible solutions?
7 Have you evaluated whether there needs to be a long-term
‘ideal’ solution in conjunction with short-term ‘fix’?
8 Have you tried small scale solution of problem to determine the effect on the problem?
9 Have you produced a clear action plan with all actions and responsibilities defined?
10 Have you briefed each activity owner on what is required
and the instructions for reporting progress?
11 Have you identified all deviations from plan?
12 Have you addressed all the deviations?
13 Have you modified all the procedures and training plans?
14 Have you tested the solutions to ensure proper functionality?
15 Are you measuring the difference caused by implementing the solution?
16 Have you reviewed whether the results of the solution meet the target?
17 Have you checked the improvement in customer’s perception?
18 Are you updating guidelines, checklists ..... made by the team.
19 Is there a clear understanding of new standards and procedures by all people involved?
20 Have you produced schedules to monitor new processes (checks and audits)?
21 Have you communicated the outcomes of the exercise?
22 Have you identified similar issues where you can apply the experience gained?
Checklist
Success story
www.efqm.org/excellenceone • 159
Excellence One
TOOL #22
158 • www.efqm.org/excellenceone
TOOL #22
How to use this tool (steps)?
Answer the questions:1 Rationale for the project:Why the project was carried out,
what were the expected gains, how did the project sup-port company activities and strategic plan?
2 Solution:What were the outcomes, who implementedthem, when was the implementation?
3 Analysis and data collection: How did you analyse the situ-ation, how did you collect data, what kind of tools did youuse?
4 Results:What were the main results, did (and how) theydiffer from the plan?
5 Impact:What changes did the project bring about, how dothey affect the company and its people, is it what wasexpected?
6 Standardisation:Were the results standardised, how werethe ways of working standardised? Has the process beenfool-proofed?
7 Conclusion: How can the company benefit from the proj-ect, are there any unexpected uses and benefits, who bene-fited most?
Excellence One
Success storyProcesses
Why would you like to usethis tool (deliverables)?■ To keep records of improvement
activities.
■ To share learning on improvement
activities widely.
■ To have a basis for recognition.
When would you use this tool(context)?■ After completing the project.
■ When analysing the outcomes.
How to make the best use ofthe tool (tips and traps)?■ Obtain a broad range of feedback.
■ Make it a team exercise.
■ Analyse the issue objectively.
What could be done next?■ Recognise appropriately people
and teams that have made contri-
butions.
1 Rationale
We needed to improve sub-parts supplies with supplier XYZ.We needed a better service level from them so wecould improve our own service level and reduce inven-tory levels. (One of our strategic objectives for the year).Production department introduced the idea of ‘just intime’ supply.
3 Analysis
We collected data on demand, lead time and capacity level to calculate the number of Kanban cards needed.We analysed how data were collected and used by the existing IT systems.
4 Results
Service level of supplier was increased from 95% to 98.7%.Final inventory of plant was reduced by 12%.More reliable data was obtained for supplier mid-term plan.A re-usable packaging was introduced, this was an unforeseen investment but provided a worthwhile positive impact onthe environment.
5 Impact
The improvement team had to modify many standard ways of working.The results were welcomed by theoperators who were pleased to have more regulardeliveries.
7 Conclusion
The company benefits directly from the project – thanks to savings, new items can be stocked. Better data analysis can be introduced.The project helps production department.The project will make a substantial contribution to company objectives of this year.
8 Possible plan
Continue to monitor implementation and results.Communicate the outcomes widely.Encourage other suppliers to adopt the new approach.Recognise the team for a great cross-functional effort.
6 Standardisation
Standard ways of working have been reviewed.75 hours of training have been delivered.Some fool-proofing devices and visual management ofinventories have been introduced.
2 Solution
We needed to implement a 2 card Kanban system and to adjust the IT systems to keep track of the sub-parts used. It was a joint effort of the production, plan-ning and IT departments. Solutions were implemented5 weeks after the start of the project but 10 weeks oftraining and close monitoring were needed afterwards.
Project title:Adjustment of the IT systems to introduce ‘just-in-time’ supply
Project #:07
Example
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