Models : Self-Assessment EFQM Excellence Model Malcolm Baldrige National Quality Award
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A KModels : Self-Assessment EFQM Excellence Model Malcolm Baldrige National Quality Award
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By far the majority of organizations that use these models do so for self-assessment, through which they may identify improvement opportunities, areas of strength, and ideas for future organizational development. Users of the EFQM Excellence Model and Malcolm Baldrige National Quality Award Criteria, for instance, do so for the following purposes: self-assessment, strategy formulation, visioning, project management, supplier management, and mergers. When used as a basis for an organization's improvement culture, the business excellence criteria within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment, the criteria can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement. EFQM Excellence Model[edit] Business excellence, as described by the EFQM refers to "outstanding practices in managing the organization and achieving results, all based on a set of eight fundamental concepts." These concepts are: 1. 2. 3. 4. 5. 6. 7. 8. Achieving Balanced Results Creating Value for Customers Leading with Vision, Inspiration & Integrity Managing by Processes Succeeding through People Nurturing Creativity & Innovation Building Partnerships and Taking Responsibility for a Sustainable Future
Malcolm Baldrige Award[edit] The Malcolm Baldrige National Quality Award Model (also known as the Baldrige model, the Baldrige Criteria,[1] or the Criteria for Performance Excellence), is an integrated management framework that considers an organization's entire system, including its 1. leadership 2. strategic planning
3. 4. 5. 6. 7.
customer focus measurement, analysis, and knowledge management workforce focus operations focus results
Developed in the 1980s by the U.S. government, CEOs, and leading management and quality gurus, the framework is now used by public and private organizations across all sectors of the U.S. economy and around the world to deliver ever-improving value to customers and stakeholders, to contribute to organizational sustainability, and to improve overall organizational effectiveness and capabilities, as well as to contribute to organizational and personal learning. The model also serves as as assessment tool for understanding organizational strengths and opportunities for improvement. Performance Excellence is the trademarked term used in the Baldrige Criteria as an integrated approach to organizational performance management.