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A Self Assessment Model for Improvement and Growth Benchmarking Best Practice

A Self Assessment Model for Improvement and Growth Benchmarking Best Practice. By Clive Bonny www.consult-smp.com. PURPOSE OF PRESENTATION : The Improvement Model Overview of the Business Excellence Model Overview of Benchmarking

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A Self Assessment Model for Improvement and Growth Benchmarking Best Practice

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  1. A Self Assessment Model for Improvement and Growth Benchmarking Best Practice By Clive Bonny www.consult-smp.com

  2. PURPOSE OF PRESENTATION : • The Improvement Model • Overview of the Business Excellence Model • Overview of Benchmarking • Harnessing Self-Assessment and Benchmarking for Improvement • Agree on Next Steps

  3. Benchmarking Improve Management Processes Self-Assessment Measure Current Performance The Improvement Model

  4. Recognition of TQM as a competitive edge for Europe 10 companies 1988 1000 companies 1998 10000 companies 2008 Recognition, improvement Business Success Promotion of Quality Improvement EFQM European Model for TQM EFQM Self Assessment as a valid measure itself Investors in Excellence Award scored approach, evidence, scope, success Independent Assessment Award Self-Assessment submission document Overview of the EFQM Business Excellence Model Winners : across all public and private sectors

  5. LINKS ACTIVITIES TO RESULTS INPUTS TO OUTCOMES Processes People Results

  6. How it Works Peer Assessment Teams review their understanding and evidence of performance in key areas* relating to their planned objectives and evidence of future capability. *e.g. • People Satisfaction • Customer Satisfaction • Impact on Society • Business Results • Leadership • People Management • Policy & Strategy • Resources • Processes Identify what is done well, what needs to be improved, where best practice exists ?

  7. OVERVIEW OF THE PROCESS : Self Assessment Internal review of status and capability External scanning trends and capability of of of products/services processes people Reveals • What brings competitive advantage? • How well are we doing? • What do we need to do next?

  8. BUSINESS EXCELLENCE MODEL : • A framework for assessing the excellence of an organisation • across all key areas : • ON YOUR TERMS • IN YOUR CIRCUMSTANCES • AT YOUR PACE INTERNATIONALLY RECOGNISED AS A ROUTE TO BEST VALUE AND SUSTAINABILITY

  9. BUSINESS EXCELLENCE MODEL : • Customer Satisfaction, People Satisfaction and Impact on Society • ACHIEVED VIA • Leadership • DRIVING • Policy and Strategy, People Management, Resources & Processes, • LEADING TO EXCELLENCE IN • Business Results

  10. People Management People Satisfaction Leadership Processes Business Results Customer Satisfaction Policy & Strategy Impact on Society Resources RESULTS 50% ENABLERS 50% THE EFQM BUSINESS EXCELLENCE MODEL

  11. LINKS WITH THE STRATEGIC PLAN : Collection of evidence Assessing the evidence Using the Outputs Preparation From the objectives determine the key areas of improvement needed Prioritise the improvements Ensure measurements and targets are in place Policy & Strategy Leadership Process People Management Resources Develop the improvements needed in : Develop plans for change and build into business plan and objectives Review

  12. BENEFITS : • Educate people in excellence by involvement. • Multi-level methodology; Individual, Team, Organisation. • Factual diagnosis - achieves Consensus • Integrate quality initiatives into normal operations • Benchmark - Internally & Externally. • Recognise & Reward achievement.

  13. The Nine Steps of Self Assessment Step 1 Inspiration Step 2 Research What do we want to know? We should be doing something Step 3 Analysis Step 4 Identification Which option suits us best? Where are we now? Step 5 Agreement Step 6 Communication Do we want to do this? Spreading the word! Step 7 Planning Step 8 Implementation Getting on with doing it. How should we approach it? Step 9 Evaluation Has it all made a difference?

  14. Benchmarking is the process of identifying, understanding and adapting outstanding practices from within the same organisation or from other businesses The purpose of Benchmarking is to help improve organisation performance Motto: “anything anyone else can do better, we should aim to at least equally well” … Overview of Benchmarking

  15. Improve management processes Accelerate the process of change Increase customer satisfaction Promote Best Value through Continuous Improvement Challenge Competitiveness by Consultation & Comparison Benchmarking can …

  16. Alignment Helps develop strategic goals Emphasises sensitivity to changing customer needs Continuous Improvement Supports management of change Facilitates process improvement tool Fosters creativity and innovation Measurement Basis for objective performance measures Provides a ‘health check’ People Promotes teamwork Induces a sense of urgency Benefits of Benchmarking

  17. enables us to learn from others applies good practice consistently helps us understand our own processes leads to both Breakthrough and ‘Kaizen’ Improvements valid for products and services eliminates guesswork by looking behind the results, at processes and enablers not limited to competitive information seeks innovation by looking outside the industry paradigm Why Benchmarking works

  18. Enablers are: The set of activities ( processes, practices, or methods) that contribute to achieving best practice While performance benchmarks indicate the magnitude of excellence achieved in execution, enablers identify the reasons behind the successful process implementation Enablers are the system, method, document, training, or technique that facilitates the success of the process Enablers

  19. Breakthrough and ‘Kaizen’ Improvements Performance Benchmarking accelerates innovation & change Time Why Benchmarking works ‘Kaizen’Continuous Improvement Benchmarking Breakthrough Improvement ‘Kaizen’Continuous Improvement

  20. Benchmarking enables breakthrough improvements Entitlementthe best that can be achieved through minor not-process improvements Long term goal Benchmark Level Performance Entitlement Level Base-line Level Time Why Benchmarking works Breakthrough Kaizen

  21. Competitive analysis Imitation Espionage! Industrial tourism Looking for excuses Limited aspirations Benchmarking is not:

  22. 1) Identify & understand your processes to improve     Monitor & review  2) I/D Best Practice Implement improved process CollectData Plan process improvement Identify gap Benchmarking Cycle Doing Planning steps

  23.     Identify Sponsor Agree Objectives Allocate resources Train Project Team Form Project Team Planning Benchmarking Projects The five planning steps for a Benchmarking Project

  24. Objective assessment of the organisation using the Business Excellence Model for Best Value Identify areas of strength (best practice) and gaps (improvement opportunities) prioritise the key improvement opportunities find internal and external best practices implement best practice enablers to improve key processes contact Clive Bonny www.consult-smp.com Harnessing Self-Assessment and Benchmarking

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