Baldrige Criteria Summary

How to implement TQM using Baldrige Criteria to achieve Business Excellence and stay ahead of competitions ? How do you measure TQM successes ?

Keeping TQM alive is the biggest challenge of TQM practitioners !

Baldrige Criteria - Business Excellence

Below are Baldrige Criteria for Business Excellence based on the 2001 Malcolm Baldrige National Quality Award - source : NIST
P1 - Preface : Organization Profile
The Organizational Profile is a snapshot of your organization, the key influences on how you operate, and the key challenges you face.

P.1 Organizational Description

Describe your organization's business environment and your key relationships with customers, suppliers, and other partners. Within your response, include answers to the following questions: a. Organizational Environment (1) What are your organizations main products and/or services? Include a description of how they are delivered to customers. (2) What is your organizational context/culture? Include your purpose, vision, mission, and values, as appropriate. (3) What is your employee profile? Include educational levels, workforce and job diversity, bargaining units, use of contract employees, and special safety requirements, as appropriate. (4) What are your major technologies, equipment, and facilities? (5) What is the regulatory environment under which your organization operates? Include occupational health and safety regulations; accreditation requirements; and environmental, financial, and product regulations. b. Organizational Relationships (1) What are your key customer groups and/or market segments? What are their key requirements for your products and services? Include how these requirements differ among customer groups and/or market segments, as appropriate. (2) What are your most important types of suppliers and dealers and your most important supply chain requirements? What are your key supplier and customer partnering relationships and communication mechanisms?

P.2 Organizational Challenges

Describe your organization's competitive environment, your key strategic challenges, and your system for performance improvement. Within your response, include answers to the following questions: a. Competitive Environment (1) What is your competitive position? Include your relative size and growth in your industry and
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the numbers and types of your competitors. (2) What are the principal factors that determine your success relative to your competitors? Include any changes taking place that affect your competitive situation. b. Strategic Challenges What are your key strategic challenges? Include operational, human resource, business, and global challenges, as appropriate. c. Performance Improvement System How do you maintain an organizational focus on performance improvement? Include your approach to systematic evaluation and improvement of key processes and to fostering organizational learning and knowledge sharing.
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Category 1 - Leadership (120 pts)

Approach-Deployment The Leadership Category examines how your organization's senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, learning, and organizational directions. Also examined is how your organization addresses its responsibilities to the public and supports its key communities.

Area To Address : 1.1 Organizational Leadership (80 pts.)

Describe how senior leaders guide your organization, including how they review organizational performance. Within your response, include answers to the following questions: a. Senior Leadership Direction (1) How do senior leaders set and deploy organizational values, short- and longer-term directions, and performance expectations, including a focus on creating and balancing value for customers and other stakeholders? Include how senior leaders communicate values, directions, and expectations through your leadership system and to all employees. (2) How do senior leaders create an environment for empowerment, innovation, organizational agility, and organizational and employee learning? b. Organizational Performance Review (1) How do senior leaders review organizational performance and capabilities to assess organizational success, competitive performance, progress relative to short- and longer-term goals, and the ability to address changing organizational needs? Include the key performance measures regularly reviewed by your senior leaders. Also, include your key recent performance review findings. (2) How are organizational performance review findings translated into priorities for improvement and opportunities for innovation? How are they deployed throughout your organization and, as appropriate, to your suppliers/partners to ensure organizational alignment? (3) How do senior leaders use organizational performance review findings to improve both their own leadership effectiveness and your leadership system?

1.2 Public Responsibility and Citizenship (40 pts.)

Describe how your organization addresses its responsibilities to the public and practices good citizenship. Within your response, include answers to the following questions: a. Responsibilities to the Public (1) How do you address the impacts on society of your products, services, and operations?
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Include your key processes, measures, and targets for regulatory and legal requirements and for addressing risks associated with your products, services, and operations. (2) How do you anticipate public concerns with current and future products, services, and operations? How do you prepare for these concerns in a proactive manner? (3) How do you accomplish ethical business practices in all stakeholder transactions and interactions? b. Support of Key Communities How do your organization, your senior leaders, and your employees actively support and strengthen your key communities? Include how you identify key communities and determine areas of emphasis for organizational involvement and support.
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Category 2 - Strategic Planning (85pts)

Aproach-Deployment The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

Area To Address : 2.1 Strategy Development (40 pts.)

Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance. Within your response, include answers to the following questions: a. Strategy Development Process (1) What is your overall strategic planning process? Include key steps, key participants, and your short- and longer-term planning time horizons. (2) How do you ensure that planning addresses the following key factors? Briefly outline how relevant data and information are gathered and analyzed to address these factors: customer and market needs/expectations/opportunities your competitive environment and your capabilities relative to competitors technological and other key changes that might affect your products/services and/or how you operate your strengths and weaknesses, including human and other resources your supplier/partner strengths and weaknesses financial, societal, and other potential risks b. Strategic Objectives (1) What are your key strategic objectives and your timetable for accomplishing them? Include key goals/targets, as appropriate. (2) How do your strategic objectives address the challenges identified in response to P.2 in your Organizational Profile? How do you ensure that your strategic objectives balance the needs of all key stakeholders?

2.2 Strategy Deployment (45 pts.)

Describe how your organization converts its strategic objectives into action plans. Summarize your organization's action plans and related key performance measures/indicators. Project your organization's future performance on these key performance measures/indicators. Within your response, include answers to the following questions: a. Action Plan Development and Deployment
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(1) How do you develop and deploy action plans to achieve your key strategic objectives? Include how you allocate resources to ensure accomplishment of your action plans. (2) What are your key short- and longer-term action plans? Include key changes, if any, in your products/services, your customers/markets, and how you operate. (3) What are your key human resource plans that derive from your short- and longer-term strategic objectives and action plans? (4) What are your key performance measures/indicators for tracking progress relative to your action plans? How do you ensure that your overall action plan measurement system achieves organizational alignment and covers all key deployment areas and stakeholders? b. Performance Projection What are your performance projections for your key measures/indicators for both your short- and longerterm planning time horizons? How does your projected performance compare with competitors performance, key benchmarks, goals, and past performance, as appropriate?
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Process Model:

"How To Conduct Strategic Planning Process"

Category 3 - Customer & Market Focus (85pts)

Approach-Deployment The Customer and Market Focus Category examines how your organization determines requirements, expectations, and preferences of customers and markets. Also examined is how your organization builds relationships with customers and determines the key factors that lead to customer acquisition, satisfaction, [and] retention and to business expansion.

Area To Address : 3.1 Customer and Market Knowledge (40 pts.)

Describe how your organization determines requirements, expectations, and preferences of customers and markets to ensure the continuing relevance of your products/services and to develop new opportunities. Within your response, include answers to the following questions: a. Customer and Market Knowledge (1) How do you determine or target customers, customer groups, and/or market segments? How do you include customers of competitors and other potential customers and/or markets in this determination? (2) How do you listen and learn to determine key customer requirements (including product/service features) and their relative importance/value to customers purchasing decisions for purposes of product/service planning, marketing, improvements, and other business development? In this determination, how do you use relevant information from current and former customers, including marketing/sales information, customer retention data, won/lost analysis, and complaints? If determination methods vary for different customers and/or customer groups, describe the key differences in your determination methods. (3) How do you keep your listening and learning methods current with business needs and directions?

3.2 Customer Relationships and Satisfaction (45 pts.)

Describe how your organization builds relationships to acquire, satisfy, and retain customers and to develop new opportunities. Describe also how your organization determines customer satisfaction.
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Within your response, include answers to the following questions: a. Customer Relationships (1) How do you build relationships to acquire and satisfy customers and to increase repeat business and positive referrals? (2) How do you determine key customer contact requirements and how they vary for differing modes of access? How do you ensure that these contact requirements are deployed to all people involved in the response chain? Include a summary of your key access mechanisms for customers to seek information, conduct business, and make complaints. (3) What is your complaint management process? Include how you ensure that complaints are resolved effectively and promptly and that all complaints are aggregated and analyzed for use in improvement throughout your organization and by your partners, as appropriate. (4) How do you keep your approaches to building relationships and providing customer access current with business needs and directions? b. Customer Satisfaction Determination (1) How do you determine customer satisfaction and dissatisfaction and use this information for improvement? Include how you ensure that your measurements capture actionable information that predicts customers future business with you and/or potential for positive referral. Describe significant differences in determination methods for different customer groups. (2) How do you follow up with customers on products/services and transactions to receive prompt and actionable feedback? (3) How do you obtain and use information on your customers satisfaction relative to customers satisfaction with competitors and/or benchmarks, as appropriate? (4) How do you keep your approaches to determining satisfaction current with business needs and directions?
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Category 4 - Information & Anaylsys (90pts)

Approach-Deployment The Information and Analysis Category examines your organization's information management and performance measurement systems and how your organization analyzes performance data and information.

Area To Address : 4.1 Measurement and Analysis of Organizational Performance ( 50 pts)

Describe how your organization provides effective performance management systems for aligning, analyzing, and improving performance at all levels and in all parts of your organization. Within your response, include answers to the following questions: a. Performance Measurement (1) How do you gather and integrate data and information from all sources to support daily operations and organizational decision making? (2) How do you select and align measures/indicators for tracking daily operations and overall organizational performance? (3) How do you select and ensure the effective use of key comparative data and information? (4) How do you keep your performance measurement system current with business needs and directions? b. Performance Analysis (1) What analyses do you perform to support your senior leaders organizational performance
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review and your organizations strategic planning? (2) How do you communicate the results of organizational-level analysis to work group and/or functionallevel operations to enable effective support for decision making? (3) How do you align the results of organizational-level analysis with your key business results, strategic objectives, and action plans? How do these results provide the basis for projections of continuous and breakthrough improvements in performance?

4.2 Information Management (40 pts.)

Describe how your organization ensures the quality and availability of needed data and information for employees, suppliers/partners, and customers. Within your response, include answers to the following questions: a. Data Availability (1) How do you make needed data and information available? How do you make them accessible to employees, suppliers/partners, and customers, as appropriate? (2) How do you ensure data and information integrity, reliability, accuracy, timeliness, security, and confidentiality? (3) How do you keep your data and information availability mechanisms current with business needs and directions? b. Hardware and Software Quality (1) How do you ensure that hardware and software are reliable and user friendly? (2) How do you keep your software and hardware systems current with business needs a and directions?
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Category 5 - Human Resource Focus ( 85pts )

Approach-Deployment The Human Resource Focus Category examines how your organization motivates and enables employees to develop and utilize their full potential in alignment with your organization's overall objectives and action plans. Also examined are your organization's efforts to build and maintain a work environment and an employee support climate conducive to performance excellence, and to personal and organizational growth.

Area To Address : 5.1 Work Systems (35 pts.)

Describe how your organization's work and jobs, compensation, career progression, and related workforce practices motivate and enable employees and the organization to achieve high performance. Within your response, include answers to the following questions: a. Work Systems (1) How do you organize and manage work and jobs to promote cooperation, initiative/innovation, your organizational culture, and the flexibility to keep current with business needs? How do you achieve effective communication and knowledge/skill sharing across work units, jobs, and locations, as appropriate? (2) How do you motivate employees to develop and utilize their full potential? Include formal and/or informal mechanisms you use to help employees attain job- and career-related development/learning objectives and the role of managers and supervisors in helping employees attain these objectives. (3) How does your employee performance management system, including feedback to employees, support high performance and a customer and business focus? How do your compensation,
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recognition, and related reward/incentive practices reinforce these objectives? (4) How do you accomplish effective succession planning for senior leadership and throughout the organization? (5) How do you identify characteristics and skills needed by potential employees? How do you recruit, hire, and retain new employees? How do your work systems capitalize on the diverse ideas, cultures, and thinking of the communities with which you interact (your employee hiring and customer communities)?

5.2 Employee Education, Training, and Development (25 pts.)

Describe how your organization's education and training support the achievement of your overall objectives, including building employee knowledge, skills, and capabilities and contributing to high performance. Within your response, include answers to the following questions: a. Employee Education,Training, and Development (1) How do education and training contribute to the achievement of your action plans? How does your education and training approach balance short- and longer-term organizational objectives and employee needs, including development, learning, and career progression? (2) How do you seek and use input from employees and their supervisors/managers on education and training needs and delivery options? (3) How do you address in your employee education, training, and development your key organizational needs associated with technological change, management/leadership development, new employee orientation, safety, performance measurement/improvement, and diversity? (4) How do you deliver education and training? Include formal and informal delivery, including mentoring and other approaches, as appropriate. How do you evaluate the effectiveness of education and training, taking into account individual and organizational performance? (5) How do you reinforce the use of knowledge and skills on the job?

5.3 Employee Well-Being and Satisfaction (25 pts.)

Describe how your organization maintains a work environment and an employee support climate that contribute to the well-being, satisfaction, and motivation of all employees. Within your response, include answers to the following questions: a. Work Environment How do you improve workplace health, safety, and ergonomics? How do employees take part in improving them? Include performance measures and/or targets for each key environmental factor. Also include significant differences, if any, based on varying work environments for employee groups and/or work units. b. Employee Support and Satisfaction (1) How do you determine the key factors that affect employee well-being, satisfaction, and motivation? How are these factors segmented for a diverse workforce and for varying categories and types of employees, as appropriate? (2) How do you support your employees via services, benefits, and policies? How are these tailored to the needs of a diverse workforce and different categories and types of employees, as appropriate? (3) What formal and/or informal assessment methods and measures do you use to determine employee well-being, satisfaction, and motivation? How do you tailor these methods and measures to a diverse workforce and to different categories and types of employees, as appropriate? How do you use other indicators, such as employee retention, absenteeism, grievances, safety, and productivity, to assess and improve employee well-being, satisfaction, and motivation? (4) How do you relate assessment findings to key business results to identify priorities for improving the work environment and employee support climate?
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Category 6 - Process Management (85pts)

Approach-Deployment The Process Management Category examines the key aspects of your organization's process management, including customer-focused design, product and service delivery, key business, and support processes . This Category encompasses all key processes and all work units.

Area To Address : 6.1 Product and Service Processes (45 pts.)

Describe how your organization manages key processes for product and service design and delivery. Within your response, include answers to the following questions: a. Design Processes (1) What are your design processes for products/services and their related production/delivery systems and processes? (2) How do you incorporate changing customer/market requirements into product/service designs and production/delivery systems and processes? (3) How do you incorporate new technology, including e-technology, into products/ services and into production/delivery systems and processes, as appropriate? (4) How do your design processes address design quality and cycle time, transfer of learning from past projects and other parts of the organization, cost control, new design technology, productivity, and other efficiency/effectiveness factors? (5) How do you design your production/delivery systems and processes to meet all key operational performance requirements? (6) How do you coordinate and test your design and production/delivery systems and processes? Include how you prevent defects/rework and facilitate trouble-free and timely introduction of products/services. b. Production/Delivery Processes (1) What are your key production/delivery processes and their key performance requirements? (2) How does your day-to-day operation of key production/delivery processes ensure meeting key performance requirements? (3) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and real-time customer and supplier/partner input are used in managing your product and service processes, as appropriate. (4) How do you perform inspections, tests, and process/performance audits to minimize warranty and/or rework costs, as appropriate? Include your prevention-based processes for controlling inspection and test costs, as appropriate. (5) How do you improve your production/delivery systems and processes to achieve better process performance and improvements to products/services, as appropriate? How are improvements shared with other organizational units and processes and your suppliers/partners, as appropriate?

6.2 Business Processes (25 pts.)

Describe how your organization manages its key processes that lead to business growth and success. Within your response, include answers to the following questions: a. Business Processes (1) What are your key business processes for business growth and success?
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(2) How do you determine key business process requirements, incorporating input from customers and suppliers/partners, as appropriate? What are the key requirements for these processes? (3) How do you design and perform these processes to meet all the key requirements? (4) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and customer and supplier feedback are used in managing your business processes, as appropriate. (5) How do you minimize overall costs associated with inspections, tests, and process/performance audits, as appropriate? (6) How do you improve your business processes to achieve better performance and to keep them current with business needs and directions? How are improvements shared with other organizational units and processes, as appropriate?

6.3 Support Processes (15 pts.)

Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services. Within your response, include answers to the following questions: a. Support Processes (1) What are your key processes for supporting your daily operations and your employees in delivering products and services? (2) How do you determine key support process requirements, incorporating input from internal customers, as appropriate? What are the key operational requirements (such as productivity and cycle time) for these processes? (3) How do you design these processes to meet all the key requirements? (4) How does your day-to-day operation of key support processes ensure meeting key performance requirements? (5) What are your key performance measures/indicators used for the control and improvement of these processes? Include how in-process measures and internal customer feedback are used in managing your support processes, as appropriate. (6) How do you minimize overall costs associated with inspections, tests, and process/performance audits? (7) How do you improve your support processes to achieve better performance and to keep them current with business needs and directions? How are improvements shared with other organizational units and processes, as appropriate?
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Category 7 - Business Results (450pts)

The Business Results Category examines your organization's performance and improvement in key business areas-customer satisfaction, product and service performance, financial and marketplace performance, human resource results, and operational performance. Also examined are performance levels relative to those of competitors.

Area To Address : 7.1 Customer-Focused Results (125 pts.)

Summarize your organization's key customer-focused results, including customer satisfaction and product and service performance results. Segment your results by customer groups and market segments, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Customer Results (1) What are your current levels and trends in key measures/indicators of customer satisfaction and
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dissatisfaction, including comparisons with competitors levels of customer satisfaction? (2) What are your current levels and trends in key measures/indicators of customer-perceived value, customer retention, positive referral, and/or other aspects of building relationships with customers, as appropriate? b. Product and Service Results What are your current levels and trends in key measures/indicators of product and service performance that are important to your customers.

7.2 Financial and Market Results (125 pts.)

Summarize your organization's key financial and marketplace performance results by market segments, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Financial and Market Results (1) What are your current levels and trends in key measures/indicators of financial performance, including aggregate measures of financial return and/or economic value, as appropriate? (2) What are your current levels and trends in key measures/indicators of marketplace performance, including market share/position, business growth, and new markets entered, as appropriate?

7.3 Human Resource Results (80 pts.)

Summarize your organization's key human resource results, including employee well-being, satisfaction, and development and work system performance. Segment your results to address the diversity of your workforce and the different types and categories of employees, as appropriate. Include appropriate comparative data. Provide data and information to answer the following questions: a. Human Resource Results (1) What are your current levels and trends in key measures/indicators of employee well-being, satisfaction and dissatisfaction, and development? (2) What are your current levels and trends in key measures/indicators of work system performance and effectiveness?

7.4 Organizational Effectiveness Results (120 pts.)

Summarize your organization's key performance results that contribute to the achievement of organizational effectiveness. Include appropriate comparative data. Provide data and information to answer the following questions: a. Operational Results (1) What are your current levels and trends in key measures/indicators of the operational performance of key design, production, delivery, business, and support processes? Include productivity, cycle time, supplier/partner performance, and other appropriate measures of effectiveness and efficiency. (2) What are your results for key measures/indicators of accomplishment of organizational strategy? b. Public Responsibility and Citizenship Results What are your results for key measures/indicators of regulatory/legal compliance and citizenship?

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EFQM AWARD HISTORY

http://www.efqm.org/what-we-do/recognition/efqm-award-history#2013 The first EFQM Excellence Award ceremony took place in Madrid in 1992, in the presence of the King of Spain. Since then, a wide range of organisations measured their progress on their journey towards Excellence, aiming at the highest level by applying to the EFQM Excellence Award. The list below provides the history since the very first EFQM Award in 1992, called at the time, the "European Quality Award".
2013 2002 2012 2001 2011 2000 2010 1999 2009 1998 2008 1997 2007 1996 2006 1995 2005 1994 2004 1993 2003 1992

ORGANISATION

COUNTRY

RECOGNITION
Back to top Award Winner & Prize Winner in Adding Value for Customers and Succeeding through the Talent of People Prize Winner in Managing with Agility and Sustaining Outstanding Results Prize Winner in Leading with Vision, Inspiration and Integrity Prize Winner in Adding Value for Customers Prize Winner in Sustaining Outstanding Results Prize Winner in Harnessing Creativity and Innovation Prize Winner in Succeeding through the Talent of People Prize Winner in Adding Value for Customers Finalist Finalist Back to top Award Winner & Prize Winner in Leading with Vision, Inspiration & Integrity; and Succeeding through People Prize Winner in Taking Responsibility for a Sustainable Future Prize Winner in Nurturing Creativity and Innovation Prize Winner in Adding Value for Customers Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Managing by Processes Prize Winner in Managing by Processes Finalist sso. information_SKG

2013
Alpenresort Schwarz BMW Plant Regensburg Glasgow Housing Association Nilufer Municipality St Mary's College Northern Ireland Stavropol State Agrarian University VAMED-KMB Wakefield and District Housing GC Europe Sanitas Hospitales Austria Turkey United Kingdom Turkey United Kingdom Russia Austria United Kingdom Belgium Spain

2012
Robert Bosch GmbH Bamberg Plant Coca Cola ecek A Ankara Plant VAMED-KMB JSC "Medicina" Germany Turkey Austria Russia

pom+Consulting AG Switzerland Bosch Tecnologie Diesel e Sistemi Frenanti S.p.A. Italy BMW Plant Regensburg Germany B. Braun Avitum Hungary Hungary 11 | P a g e Business Excellence Models and A

Nilufer Municipality Hospital Galdakao-Usansolo Ospitalea (Osakidetza) Wakefield and District Housing's (WDH) Mutualia Town Hall Dzieroniw

Turkey Spain United Kingdom Spain Poland

Finalist Finalist Finalist Finalist Finalist Back to top Award Winner & Prize Winner in Adding Value for Customers; Leading with Vision, Inspiration & Integrity; Managing by Processes and Achieving Balanced Results Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Adding Value for Customers Prize Winner in Achieving Balanced Results Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Building Partnerships Prize Winner in Taking Responsibility for a Sustainable Future Prize Winner in Adding Value for Customers Prize Winner in Leading with Vision, Inspiration & Integrity and Managing by Processes Prize Winner in Adding Value for Customers Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Prize Winner in Succeeding through People Prize Winner in Leading with Vision, Inspiration & Integrity and Succeeding through People Prize Winner in Adding Value for Customers and Succeeding through People Prize Winner in Leading with Vision, Inspiration & Integrity Prize Winner in Nurturing Creativity & Innovation and Leading with Vision, Inspiration & Integrity Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose

2011
Bilim Pharmaceuticals Bosch Chassis Systems Control Coplaning S..r.l. Grundfos Pumpenfabrik GmbH Hopital Kirchberg - Psychatric Department Liverpool John Moores University RED Electrica de Espana Ricoh Deutschland Turkey Global Luxembourg Germany Luxembourg United Kingdom Spain Germany

Robert Bosch GmbH - Bamberg Plant Germany Siemens Healthcare UK United Kingdom Bosch Car Mutlimedia Portugal Portugal Club Excelencia en Gestion via Innovacion Spain Comarca Bilbao de Osakidetza Spain Limited Liability Company LUKOIL Permnefteorgsintez Russia REGTSA - Recaudacion y Gestion Tributaria de Salamanca Spain State Unitary Enterprise "Vodokanal of St. Petersburg" Russia Umicore Precious Metals Refining Belgium Worthington Cylinders GmbH Austria

2010
VAMED-KMB Bradstow School Olabide Ikastola Eskiehir Maternity and Child Illnesses Hospital Austria United Kingdom Spain Turkey

Stavropol State Agrarian University Pirktl Holiday GmbH & Co KG, Alpenresort Schwarz Dr. Germain Becker & Associs Siemens Congleton Worthington Cylinders Robert Bosch Fahrzeugelektrik Eisenach GmbH Domino-World Osakidetza - Comarca Gipuzkoa Ekialde Liverpool John Moores University

Russia Austria Luxembourg United Kingdom Austria Germany Germany Spain United Kingdom

2009
EDF DCECL EST NXP Sound Solutions Volkswagen Motor Polska Sp. z o.o. 12 | P a g e France Austria Poland

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Robert Bosch S.A.S Bradstow School St.Colmans College EiTB pom+Consulting AG Bilim Ilac A.S. Umicore Precious Metals Refining Colegio Sagrado Corazn Carmelitas Hospital Kirchberg Liverpool John Moores University

France United Kingdom Northern Ireland Spain Switzerland Turkey Belgium Spain Luxembourg United Kingdom

Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose Prize Winner in Continuous Learning, Innovation & Improvement Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Partnerships Development and Management by Process and Facts Award winner & Prize Winner in Partnerships Development Award winner & Prize Winner in Continuous Learning, Innovation & Improvement Customer Focus Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Management by Process and Facts Award winner & Prize Winner in Customer Focus Award winner & Prize Winner in Partnerships Development Award winner & Prize Winner in Results Orientation Prize Winner in Customer Focus Prize Winner in Leadership & Constancy of Purpose Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in People Development & Involvement Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Leadership & Constancy of Purpose

2008
Bosch Sanayi ve Ticaret A.S. Bursagaz Turkey Turkey

Council for the Curriculum, Examination and Assessment United Kingdom Gaiker United Kingdom Eskisehir Maternity and Child Illnesses Turkey Bursa Municipality Turkey Stavropol State Agrarian University Russia Clinica Tambre Spain Kautex Textron GmbH & Co. Kg Germany Volkswagen Motor Polska Poland TRW Airbag System Germany

2007
Lauaxeta Ikastola Sociedad Cooperativa The Cedar Foundation Villa Massa S.r.l. Tobermore Concrete Products Ltd OBI Baumarkt Franken GmbH & Co. KG Markt Schwabach Novia Salcedo Foundation Trimo, Engineering and production of prefabricated buildings, d.d. Siemens Standard Drives Congleton TNT Express Greece Comarca Gipuzkoa Ekialde - Osakidetza Nashuatec / NRG Group Benelux NXP Semiconductors Austria GmbH Business Line Sound Solutions Regional Distribution Center of Philips Lighting Distribution Ricoh UK Products Ltd Siemens Medical Solutions SIEMENS, S.A. Volkswagen Motor Polska Sp. z o.o. Spain United Kingdom Italy United Kingdom Germany Spain Slovenia United Kingdom Greece Spain Belgium Austria France United Kingdom United Kingdom Spain Poland

2006
BMW Chassis and Driveline Systems Production 13 | P a g e Germany

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Grundfos TNT Express GmbH - Germany St. Mary's Knorr Bremse AG General Motors Powertrain - Hungary Ltd (opel) T-Systems MMS Sociedad Cooperativa de Enseanza Colegio Vizcaya TNT Express Worldwide EESTI AS Villa Massa Autoliv Cancor Cepsa E.ON Tiszntli ramszolgltat Zrt. FIAT Auto Poland, Tychy plant Luka Koper NRG benelux Post Denmark Stora Enso Packaging Boards, Fors Mill TNT Europe TNT Express Greece Lauaxeta Ikastola Agria Fonderie Montello Gaiker centro techn Govan Initiative Limited Nyirtavho Philips Lighting Terneuzen

Denmark Germany United Kingdom Germany Hungary Germany Spain Estonia Italy Turkey Spain Hungary Poland Slovenia The Netherlands Denmark Sweden United Kingdom Greece Spain Sweden Italy Spain United Kingdom Hungary The Netherlands

Award winner & Prize Winner in People Development & Involvement and Corporate Social Responsibility Award winner & Prize Winner in Customer Focus Award winner & Prize Winner in Partnerships Development Prize Winner in Results Orientation Prize Winner in Management by Process and Facts Prize Winner in People Development & Involvement Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in Customer Focus Prize Winner in Customer Focus Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Results Orientation Award winner & Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in Results Orientation Prize Winner in Results Orientation Prize Winner in Continuous Learning, Innovation & Improvement Prize Winner in People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Prize Winner in Management by Process and Facts Prize Winner in Leadership & Constancy of Purpose Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in People

2005
FirstPlus Financial Group Plc TNT Express Information and Communication Services BMW Chassis and Driveline Systems Production Knorr-Bremse Systems for Commercial Vehicles Knorr-Bremse Systems for Rail Vehicles T-Systems Multimedia Solutions Siemens Automation & Drives Euskalit Fundacion Novia Salcedo Hospital de Zummarraga Fonderia del Montello Chambre de Commerce et d'Industrie Nice Cte d'Azur Clinica Tambre Villa Massa NRG Direct TNT Estonia United Kingdom United Kingdom Germany Germany Germany Germany United Kingdom Spain Spain Spain Italy France Spain Spain The Netherlands Estonia Turkey

2004
Kocaeli Chamber of Industry 14 | P a g e

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YELL Siemens AG Power Transmission and Distribution TNT Post Group Information Systems T-Systems Nova GmbH Colegio Ursulinas - Vitoria Fonderie des Montello S.p.A. Hunziker and Co

United Kingdom Germany United Kingdom Germany Spain Italy Switzerland

Development & Involvement Award winner & Prize Winner in Leadership & Constancy of Purpose and People Development & Involvement Prize Winner in Results Orientation Prize Winner in People Development & Involvement Prize Winner in Customer Focus and People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Leadership & Constancy of Purpose Prize Winner in People Development & Involvement Prize Winner in People Development & Involvement Prize Winner in Results Orientation Prize Winner in People Development & Involvement and Corporate Social Responsibility Finalist Finalist Finalist Finalist Finalist Back to top Award winner & Prize Winner in Leadership & Constancy of Purpose Award winner & Prize Winner in Leadership & Constancy of Purpose Award winner & Prize Winner in Results Orientation Award winner & Prize Winner in People Development & Involvement Prize Winner in Leadership & Constancy of Purpose Prize Winner in Results Orientation Prize Winner in Leadership & Constancy of Purpose Prize Winner in CSR Prize Winner in People Development & Involvement Prize Winner in Customer Focus Prize Winner in CSR Prize Winner in Leadership & Constancy of Purpose Prize Winner in Customer Focus Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner Prize Winner

Schindlerhof Klaus Kobjoll GmbH Germany EMAR Satis Sonrasi Musteri Hismetleri A.S. Turkey SKF Trk Sanayi ve Ticaret Ltd.STI Knorr-Bremse Systems for Commercial Vehicle Solvay Pharma TNT Express T-Systems Multimedia Solutions GmbH Lauaxeta Ikastola Sociedad Cooperativa Turkey Germany Spain Netherlands/UK Germany Spain

2003
Bosch Sanayi ve Ticaret AS Runshaw College Maxi Coco-Mat SA Edinburgh International Conference Centre Siemens Nederland NV Kocaeli Chamber of Industry Grundfos A/S Solvay Martorell Site TNT Post Group Information Systems Hunziker and Co Microdeco Robur S.p.A. Schindlerhof Klaus Kobjoll GmbH Fagor Electrodomesticos Medicor TNT Express Begonaspi Ikastola Fundacion Novia Salcedo Kossuth Lajos Secondary Grammar School Turkey United Kingdom Greece United Kingdom The Netherlands Turkey Denmark Spain United Kingdom Switzerland Spain Italy Germany Spain Hungary The Netherlands Spain Spain Hungary United Kingdom France Turkey Denmark Spain

2002
Springfarm Architectural Mouldings Ltd Dexia Sofaxis Bosch Sanayi ve Ticaret AS Customs and Tax Region Aarhus ASLE, Workers Incorporated Companies Association 15 | P a g e

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Maxi Coco-Mat SA Banc International d'Andorra - Banca Mora Opel hungary Powertrain Ltd Schindler SA Siemens Nederland N.V. Siemens AG PTD PA Renault Engine Plant Delifruits SA MDG Metanifera di Gavirate SpA EMAr After Sales Services Inc. Norbolsa S.V.B. SA

Greece Spain Hungary Spain The Netherlands Germany France France Italy Turkey Spain United Kingdom Switzerland Portugal Hungary Greece Greece Germany Germany Hungary United Kingdom Switzerland Germany The Netherlands Denmark Germany United Kingdom Hungary France United Kingdom Switzerland United Kingdom

Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top

2001
St Mary's College Northern Ireland Zahnarztpraxis DHL Portugal Westel Mobile Communications Siemens Tele Industry SA Maxi Coco-Mat SA QMS AG Quality Management Services AG Infineon Technologies Opel Hungary Powertrain Ltd Oracle Support Services EMEA Schurter AG Electronic Components SEB AG Siemens Nederland Grundfos A/S Siemens AG A&D AS EWK Electronic Works Karlsruhe City Technology College, Kinghurst Columbian Tiszai Carbon Ltd Dexia Sofaxis Edinburgh International Conference Centre Ltd Hunziker & Co Sandora

2000
Nokia Mobile Phones, Europe and Africa Finland Inland Revenue, Accounts Office Cumbernauld United Kingdom Burton-Apta Refractory Manufacturing Ltd Hungary Arelik AS Turkey Eczacibasi Vitra Turkey Irizar Spain Arbejdsformidlingen - Ringkoebing AMT Denmark Foxdenton School and Integrated Nursery United Kingdom Water Team Italy Zahnarztpraxis Switzerland Avaya Ireland Ireland BfG Bank Germany Infineon Technologies Germany Opel Hungary Manufacturing Ltd. Hungary Oracle Support Services, EMEA United Kingdom Westel Mobile Telecommunications Hungary Marmara University - Faculty of Engineering Turkey Told Skat (Customs and Tax) Region Aarhus Denmark Brovary Road Building Department - 50 United Kingdom Maxi SA - Coco Mat Greece Columbian Tiszai Carbon Ltd Hungary Dexia Sofaxis France Edinburgh International Conference Centre Ltd United Kingdom

1999
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Yellow Pages Volvo Cars Gent DiEU Servitique Network Services BT Communications Northern Ireland Elais Sollac Banca International d'Andorra I Banca Mora Burton-Apta Refractory Manufacturing Ltd Alstom Transporte SA - Systems Maintenance BT Payphones Eczacibasi Yapi Gerecleri San. Ve Tic. A.S. Honeywell Europe Irizar S. COOP. Joh. Vaillant GmbH u. Co. Siemens AG Power Generation Group Siemens Semiconductors - Infineon TEE - Trk Elektrik Endstrisi A.S. Renault Motores Brovary Road Building Department - 50 Govan Initiative Ltd Meierhofer Ltd Mod-Lang S.L. Water Team SRL Bekaert-Stanwick Edinburgh International Conference Centre Ltd Ganz-David Brown Transmissions Kft

United Kingdom Belgium Denmark France United Kingdom Greece France Spain Hungary Spain United Kingdom Turkey Belgium Spain Germany Germany Germany Turkey Spain United Kingdom United Kingdom Switzerland Spain Italy Belgium United Kingdom Hungary United Kingdom Germany Turkey United Kingdom Turkey France United Kingdom Spain United Kingdom Denmark Turkey Spain Germany Italy Spain Slovenia Belgium Hungary France France Italy Turkey United Kingdom Turkey United Kingdom Spain United Kingdom France Switzerland

Award Winner Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Finalist Back to top Award Winner Award Winner Prize Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist

1998
TNT Express United Kingdom Ltd Landhotel Schindlerhof Beko Ticaret BT Communication Northern Ireland NETAS - Northern Electric Telekomunikasyon AS Sollac Yellow Pages AVE (RENFE Division) Inland Revenue Cumbernauld DiEU Arelik AS GEC Alstom Espaa Siemens Power Generation Telecom Italia PCTB/MI Funderia Condals SA Hermes Softlab d.o.o. Bekaert Stanwick Burton-Apta Daramic SA Vallourec Composants Automobiles

1997
SGS Thomson Microelectronics Beksa British Telecom NETAS - Northern Electric Telekomunikasyon AS TNT Express United Kingdom Ltd Gasnala National Westminster Life Assurance Ltd Sollac ABB Semiconductors 17 | P a g e

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D.D. Williamson

Ireland Turkey United Kingdom Turkey United Kingdom Greece United Kingdom United Kingdom France United Kingdom Austria United Kingdom Turkey United Kingdom Sweden EMEA France United Kingdom Belgium United Kingdom Italy United Kingdom United Kingdom United Kingdom Spain Belgium

Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner Finalist Finalist Finalist Back to top Award Winner Prize Winner Finalist Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Finalist Finalist Back to top Award Winner Prize Winner Finalist Finalist Back to top Award Winner Prize Winner Prize Winner Prize Winner

1996
BRISA British Telecom NETAS - Northern Electric Telekomunikasyon AS TNT Express United Kingdom Ltd Elais SA (Unilever Group) National Westminster Life Assurance Ltd Ulster Carpet Mills Ltd

1995
Texas Instruments Europe TNT Express United Kingdom Ltd Alcatel Austria BT Operator Services Directorate NETAS - Northern Electric Telekomnikasyon AS

1994
D2D (Design to Distribution) Ltd Ericsson SA IBM (SEMEA) SCEMM Texas Instruments Europe

1993
Milliken European Division ICL Manufacturing Division Cablelettra SpA Varian-Tem Ltd

1992
Rank Xerox BOC Limited, Special Gases Industrial del Unbierna SA - UBISA Milliken European Division

GET AN HOLISTIC VIEW OF YOUR ORGANISATION

The EFQM Excellence Model provides a generic framework, allowing any organisation, regardless of size or sector, to assess its current level of excellence. It will give you a holistic overview of your organisation. It can help you to: 1. 2. 3. 4. 5. Understand how effectively you are deploying your strategy. Identify the cause and effect relationships between the things you do and the results you achieve. Identify your current strengths and prioritise opportunities for improvement against your strategic goals. Identify opportunities for benchmarking; both in terms of things you can share and things you want to learn. Establish a baseline position so you can measure your progress over time.

Organisations frequently focus only on the things they need to improve and don't recognise their strengths. Identifying what you are doing well is equally important, not only so you keep doing them but also so you can understand how these strengths can help address the improvement areas identified. There a 2 ways to complete this assessment; internally (self-assessment) or externally (external assessment). Both are designed to help organisations identify their current strength and pin-point the areas where they need to improve their performance. The basic Assessment cycle is the same, regardless of which tool is being used. In most cases, this is an annual cycle, although it is more important to synchronise the assessment cycle with the planning cycle. 18 | P a g e Business Excellence Models and Asso. information_SKG

The 7 steps are: 1. 2. 3. 4. 5. 6. 7. Engage the Management Team Plan the Assessment Train the participants Conduct the Assessment Agree priorities Develop Action Plans Monitor Progress

EFQM provides several different training courses and tools to support organisations conducting self-assessment, ranging from simple questionnaires to simulating an Award Assessment. EFQM also trains assessors from our members, giving a pool of assessors who conduct the "peer to peer" external assessments. The teams are drawn from a variety of countries, cultures and backgrounds to maximise the learning opportunities for all.

EFQM AWARD ASSESSMENT

ONE OF THE MOST RIGOROUS ASSESSMENT The EFQM Excellence Award is supported by one of the most rigorous assessments anywhere. The Assessor Teams spend an average of 300 hours on each applicant. During the process they will speak with anyone from the Chief Executive to front line staff. As an organisational learning experience, we feel it it unrivalled. THE ASSESSOR TEAM Our Assessors come from our Members. They all have real jobs and real experience. They are trained by EFQM to conduct a peer to peer assessment, using their combined professional experiences to provide practical and pragmatic feedback. We deliberately form assessor teams from a range of different sectors
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and backgrounds to maximise the learning and insights gained. The size of the Assessor Team varies depending on the size, scope and complexity of the applicant. APPLYING FOR THE EFQM EXCELLENCE AWARD The Award process follows an annual cycle. In January, the applicants must provide a written submission explaining their organisation. The Assessor Teams meet in Brussels in March or April to review the information provided and meet representatives from the applicant to ensure they have understood the scope and operating environment. Each team will then spend a week on-site with the applicant in June to complete the assessment. The EFQM Jury, an independent body comprising of senior managers from leading organisations, meets in July to review all the applications and agree the level of recognition to be awarded. The Awards are then presented at the EFQM Forum in October. ORGANISATIONAL LEARNING & DEVELOPMENT Organisational learning happens throughout the process: Preparing the EFQM Management Document, which forms the written submission, brings people from across the organisation and the output provides a unique insight into the organisation. During the site visit, everyone involved in the interviews will be asked questions that make them think about what they do and why they do it from a new perspective. At the closing meeting the Assessors will provide the key learnings and conclusions. Finally, after the Jury Meeting, the applicants receive the full feedback report, highlighting the strengths and opportunities to improve the Assessors have observed. For more information, please contact us at info@efqm.org.

International Journal of Production Economics

Volume 66, Issue 3, 20 July 2000, Pages 241254

Self-assessment using the business excellence model: A study of practice and process

L Ritchie, B.G Dale

Managing Service Quality

ISSN: 0960-4529

Online from: 1991 Subject Area: Managing Quality

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Content: Latest Issue |

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Taking a critical perspective to the European Business Excellence Model using a balanced scorecard approach: a case study in the service sector

http://books.google.co.in/books?hl=en&lr=&id=hsd0jyy1q0cC&oi=fnd&pg=PP2&dq=business+excellence+ models&ots=iEFekKHtXs&sig=pMwooRveupzXIfUpuSPfkYZ34eQ#v=onepage&q=business%20excellence%2 0models&f=false

https://noppa.aalto.fi/noppa/kurssi/35e00500/materiaali/35E00500_efqm_eqa_sme_applicants.pdf

http://www.hkma.org.hk/qa/a ward.htm

The search for QUALITY has become the single most important force leading to organizational success and growth in both national and international markets in the new millennium. The organizations which will succeed are those that can maintain a dedicatio Quality in each and every organizational function.

The Quality Award was first launched in 1991 by The Hong Kong Management Associatio With this annual Award, the Association seeks not just to reward, but also bring public recognition to those organizations that have achieved outstanding standards of quality an made a lasting commitment to the process of quality management. MALCOLM BALDRIGE NATIONAL QUALITY AWARD

The Malcolm Baldrige National Quality Award, named after the late Secretary of Commer of the United States, was created by the US Congress in 1987. It is the highest level of national recognition for quality performance and practices that a US organization can receive. It is intended to spark interest and involvement in quality programmes, drive American products and services to higher levels of quality, and better equip organizations to meet th challenges of global competition. DEMING PRIZE

The Deming Prize was instituted in Japan in 1951 by a formal resolution of the JUSE (Un of Japanese Scientists and Engineers) Board of Directors in grateful recognition of Dr W Edward Deming's friendship and his achievements in promoting industrial quality control.

It has become customary in Japan for corporations intending to improve their performanc products or services to vie for the Deming Prize, not only for the prestige that goes with th 21 | P a g e Business Excellence Models and Asso. information_SKG

honour but also to benefit from internal improvements that result from the implementation total or company-wide quality control (TQC or CWQC) that is needed in order to qualify fo the award. EUROPEAN QUALITY AWARD

The European Quality Award was first presented in Europe in 1992 to honour the most successful exponent of Total Quality Management (TQM). To receive the Award, an appli must demonstrate that its approach to TQM has contributed significantly over the past few years to satisfying the expectations of customers, employees and others with an interest the company.

The purpose of the award is not just to reward commitment in an age of change, but also bring public recognition to those organizations that have achieved outstanding standards quality management.

1.RECOGNITION & PUBLICITY

The Award Presentation Ceremony provides public recognition that the winners of the Award embody a strong commitment in their implementation of quality, continuous improvement, and customer satisfaction. Winners serve as role models for others in the quest for excellence and may make appropriate reference to their attainment of the awa in their marketing effort. Winning the award further increases the morale of the organiza and brings prestige to the organization in the community at large. 2.FEEDBACK REPORT

This Award provides applicants with a golden opportunity to obtain consultation and adv from the most experienced and respected quality experts in Hong Kong. Shortlisted applicants will receive a detailed feedback report which provides a non-prescriptive description of strengths and areas for improvement based on the criteria. Valuable information is provided to help identify and implement improvements and lead to substa performance improvements. 3.INTERNAL ANALYSIS

The process of developing an application for the Award yields a number of positive ben to the applicant. The data gathering and analysis needed to write the Final Written Submission help the applicant identify for itself where its strengths and areas for improvement are. The internal analysis and external feedback can be used together for strategic planning with a focus on process improvement for delivering customer value, improvement of asset utilization and greater productivity.

All information and documents supplied by Award entrants including entrant identities commentaries developed during the review of entries are kept confidential and will be used only for the judging of the Award. All Judges and Examiners are required to declare in advance to the Award Secretariat any cases or situations which may create any apparent or potential conflict of interest. The Judge or Examiner in question would be barred from reviewing the entries concer or handling in any manner the materials submitted by the award entrant involved.

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Total Quality Management Volume 10, Issue 8, 1999

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Business Excellence model for supply chain management

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http://www.tandfonline.com/doi/abs/10.1080/0954412997127#.UyCYNT-SxRo

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DOI: 10.1080/0954412997127 Gopal K. Kanji & Alfred Wong pages 1147-1168

Publishing models and article dates explained Published online: 25 Aug 2010 Article Views: 130

http://www.tandfonline.com/doi/abs/10.1080/09544120050135515#.UyCYcz-SxRo

Total Quality Management Volume 11, Issue 7, 2000

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Business excellence through customer satisfaction

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DOI: 10.1080/09544120050135515 Gopal K. Kanjia & William Wallaceb pages 979-998

Publishing models and article dates explained Published online: 25 Aug 2010 Article Views: 191

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Fornell (1992, Journal of Marketing , 56, pp. 6-21) has developed a method of measuring customer satisfaction by using structural equation modelling. He introduces structural models that represent a conceptual network of processes that are aimed at satisfying the customer. Themodel output is in the form of index measure of customer satisfaction and components of the customer satisfaction process. More recently, Kanji (1998, Total Quality Management , 7, pp. 633-643) has developed the Business Excellence model using customer satisfaction as a critical success factor for the organization. Here, the model measures 14 interrelated latent variables that are based on the modified pyramid model of Kanji and Asher (Kanji, 1996). The model is based on well-established theories and approaches on business excellence criteria and draws on various currently used quality principles including customer satisfaction. In this paper, the authors have used a condensed version of Kanji's generic Business Excellence model to measure organization with the help of 10 interrelated latent variables. A typical example of the BusinessExcellence Index (BEI) for a group of companies is given using the present method. The authors believe that the BEI methodology given in this paper will help the organization to measure and compare different areas of its business both directly and over time. A high score of BEI achieved by this method will encourage the organization to apply for the Quality Award.

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Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model

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