Presentation on theme: "Self-Assessment for Educational and Training Organisations"— Presentation transcript:
1 Self-Assessment for Educational and Training Organisations
2 Quality in Educational and Training Organisations Training Organisations without an ISO 9000 series certificate will find it increasingly difficult to do business in a commercial environment.However, this series of quality management system standards should be regarded by organisations as the minimum and the objective should be to surpass the specified requirements!In particular, the current challenge is to develop effective preventive action disciplines and mechanisms to ensure that these drive continual improvements and broaden the vision from a mere paper work system audit.
3 Beyond ISO: EFQMMany organisations have an ISO 9000 series registration and remain stuck on this quality management foundation stone.They require simple effective advice on what steps to take next on the improvement journey towards business excellence.The challenge is to provide this in appropriate and easily understandable stages, which can move them from ISO series registration to real, internationally recognised excellence in their business area.
4 Beyond ISO: EFQMThe basis for this was developed by the European Foundation for Quality Management and is called the EFQM Excellence Model.The gap between the requirements of the ISO 9000 series and the holistic nature of the EFQM Excellence Model cannot be bridged by taking just another list of criteria for measuring the organisation.More of the basics need to be put in place before the EFQM Model can be effectively used for assessing an organisation.By using EFQM-based self-assessment, it will also be easier to carry out self-assessment according to the European Quality Assessment Framework on Quality in Vocational Education and Training (CQAF in VET).
5 Economic benefits of excellence Opens the door to Excellence Awards, which in itself can be very motivating for the enterprise.Survey Basis: >200 Award winning organisations:
6 How does a self-assessment help me? Self-Assessment is aholisticregularsystematicevaluation of the tasks and results of the organisation.The objective of self-assessment isthe examination of the organisation’s performance andthe continuous improvement of its activities.
7 How does self-assessment help me? ReasonsInvestigate current statusEnable comparisonIdentify strengths and weaknessesFoster improvement activities in the organisationAssessment based on factsBasis for comparison with other organisationsCan be used in all areas of the organisationAdvantagesParticipation of managementActive involvement of core areasInformation of all employeesAvoiding that people might feel controlledCreating a common understanding of qualityPre-requisites
8 Benefits of EFQM software support If you are serious about EFQM you must regularly assess your situation!The software “explains” the model as you go along.Instead of reading a book on EFQM, the software leads you step- by-step.The EFQM based analysis of strengths and weaknesses will belinked directly to continuous improvement andin line with your corporate strategy.The costs saved in a single assessment in terms of time and staff can already cover the costs of a software package.
9 Benefits of EFQM software support “Home-grown” solutions (e.g. using Excel) cost at least as much as GOA/SAETO but are far less powerful and time-saving.A standardised software:has automatic updates,offers upgrades with new, additional features,evolves just as the EFQM Model evolves,offers automated distribution of questionnaires,allows anonymous analysis of survey data,offers expansion towards related modelsetc…
10 Benefits of inquiry software support EFQM calls for systematically obtained dataWeb-based inquiries can be carried out anonymouslyParticularly important for satisfaction inquiries (students, personnel, teams, 360°management feedback, ...)Regularly conducted inquiries allow fast reaction to perceived, “smaller”problems and thereby strongly improve motivationSatisfaction surveys can be used as valuable input for the continuous improvement process
11 Benefits of inquiry software support Electronic surveys are fast to implement and low cost to conduct.Analysis of returned data is an integrated part of the tool and the results can be automatically printed into reports.The GOA knowledge bases deliver the structure and contents for implementing organisation specific surveys.The GOA/SAETO knowledge bases offer a catalogue of assessment and survey questions that have been thoroughly field tested and validated.Those questions provide a basis and can be adapted to your organisation’s specific needs.
12 The added benefit of SAETO Copenhagen Process: self-assessment will become the keystone of continuous improvement in education and training in Europe.The European Common Quality Assessment Framework in VET (CQAF) requires continuous improvement and provides a homogeneous framework of quality assessment across all existing quality systems and levels of educationSAETO meets all requirements of CQAF in VET.MethodologyImplementationAssessment and evaluationReview (Feedback and procedures for change)Planning (purpose and plan)
13 What is the added benefit of the SAETO solution? European solution with multinational validation.Product based on EFQM & ISO and licensed by EFQM.Extensive survey catalogues for stakeholder analysis.All questionnaires are adapted in language and content to the educational and training sector.Modular structure allowing for short or in-depth surveys.Adaptable to specific and individual needs.Direct follow-up on improvement suggestions using GOA Balanced Q-Card.Integration of methodology, training modules and software.Support by an international partner network.
14 CompatibilityThe SAETO solution is compatible with ETO specific quality systems, such as:CQAF: (European) Common Quality Assessment FrameworkANECA: Spanish National Agency for Quality Assurance and AccreditationeduQua: Swiss quality certificate for ETOSGütesiegelverbund Weiterbildung: Quality Label Association for Continuing VET, GermanyLQW: Learner-oriented Quality in Continuing VET, Germany
15 What is special about the SAETO software solution? All assessment and survey catalogues have been adapted in content and language to the educational and training sector.The assessment solution is scalable to the organisations size and requirements and the advanced modules cover both CQAF/EFQM and ISOThe survey questionnaires are built both on the requirements collected by a stakeholder analysis and the expert knowledge on what kind of questionnaires is mostly used when evaluating ETOs.The modular structure of the catalogue of questions allows to fit each survey exactly to the demand in size, depth and complexity.
16 Benefits of GOA/SAETO WorkBench Conforms to the EFQM model and is always up to date.Supports methodology and provides a well structured implementation.Offers self-assessment as well as a number of surveys for collecting the needed raw data.Minimises the training needs to implement EFQM.Adaptable to the individual requirements of your organisation.Offers multilingual assessment and survey catalogues.Fast and efficient reporting integrated.Follow-up on improvement suggestions and CIP implementation planning with the Balanced Q-Card.
17 GOA Inquiry Modules supporting the Excellence Model Team EffectivenessLOP InventoryObjectivesInnoMan KulturPeople InquiryOrganisational ClimateCustomer InquiryKVP WorkBenchProject ExcellenceInnoMan Process & ProjectObjectives360° Management FeedbackSupplier Audits (Inq. Prof)Basell IIInquiry Prof.
18 What is Excellence?Excellence is defined as an organisation's excellent practice of management and achieving results.Organisation
19 What is Excellence?Excellent Organisations show a strong commitment to the satisfaction of all their stakeholders, related to what they do today, how they do it and how they plan to do it in the future.During the 80s several, closely related models to measure this kind of excellence were emerged. Their overall approach is similar, but they reflect the business and political frame conditions of their regions of origin.Nowadays three approaches are recognised as international standards:Baldrige Award in USADemming in JapanEFQM in EuropaToday, the Excellence Model of the „European Foundation for Quality Management“ (EFQM) is the most used worldwide and offers a holistic view of the company.
20 EFQM: Levels of Excellence The Excellence of an organisation can be assessed and validated on several levels.Committed to Excellence is designed for organisations, or organisational units, that are at the beginning of their journey to Excellence. For these organisations, the emphasis is on creating passion and commitment amongst internal stakeholders in order to generate the necessary momentum. Committed to Excellence provides you with a practical and simple way to build on your knowledge and experience of the EFQM Excellence Model and RADAR logic.Recognised for Excellence is designed for organisations that are well on their way to organisational excellence. These organisations, or organisational units, have experience in implementing Excellence concepts and Management Frameworks. It recognises the successful efforts they have made to implement excellence and good practice. It provides you with a structured way to the plan and chart your progress on the journey to excellence. Recognised for Excellence gives the opportunity to clearly identify the strengths and areas for improvement of your organisation from an external point of viewWith the new scheme, we have increased the possibilities for organisations to be recognised by introducing 3star, 4star or 5star recognition.- 3* = 300+ Score - 4* = 400+ Score - 5* = 500+ Score
21 EFQM: Quality AwardsThe quality award is offered to organisations that show a sustainable excellence in all aspects of the EFQM Model.The award is presented on regional (e.g. Basque Quality Silver/Gold, Bavarian Quality Award), national (e.g. AQA, ESPRIX, LEP) and European level (EEA).
22 Grundlagen des EFQM Modells The benefits of obtaining the EFQM Excellence Model will be optimised based on how well the management team apprehends the fundamental concepts.Below, we show the Fundamental Concepts, which are continually adapted and improved:Results OrientationCustomer FocusLeadership & Consistency of PurposeManagement by Process & FactsPeople Development & InvolvementContinuous Learning, Improvements & InnovationPartnership DevelopmentSocial Responsibility
24 Concept of the EFQM Model The EFQM Excellence Model represents the broad and contrasted guiding framework, which serves as a guide in the search for increased quality, given that tools and methodologies for improvement exist and continually arise.Methodology to improve EFQM Self-Assessment with the RADAR Tool.Self-evaluation according to the EFQM ModelResult: Strong points and areas for improvementCarry out the activities provided in the improvement planDraw up an improvement planIntegrate it with the management planPrioritise resulting areas for improvement
25 What is Self-Assessment? (1/2) Examine own performance and continuous improvement activitiesSystematically and regularly evaluate duties and results of the organisationPosition fixing, mirrorthe organisation evaluates itselfanalyses its’ strengths and weaknessesagrees upon necessary actions for continuous improvements
26 What is Self-Assessment? (2/2) It is a detailed map for management and employees with answers to the following questions:How does our organisation „work”?How good are we?How good are we in comparison to others?How good do we need to be?What do we need to do to change/improve/develop?Where and when can we most effectively start?
27 Why do Organisations carry out Self-Assessments? To…objectively evaluate an organisation and identify possibilities for improvementto integrate „Island solutions“ and create a general direction for activitiesto transfer knowledge and experience within the organisationto improve internal awareness of TQMto create a basis for comparison of results to othersto participate in national or international prizes of excellence
28 The Purpose of Self-Assessment is a strategic tool to support business planning, strategy development and performance improvement.creates a comprehensive picture of the organisation.integrates all interested partners and creates a requirement for intensive communication and explanations between them.encourages an understanding for business organisation and creates a common language.is a structured method based on facts.allows for a systematic analysis of strengths and possibilities for improvements.creates the chance to find possibilities for improvement projects.
29 Self-Assessment: Success Factors creates realistic expectations especially at the beginning of the self-assessment processes.creates understanding that:self-assessment is not a one time process, rather needs to be continuously implemented in order to measure improvements.self-assessment can not solve any problem on its’ own.depends on the active participation of managing through example.encourages integration of all stakeholders.creates a relationship between self-assessment results and ongoing projects and intentions.
30 Self-Assessment: Conditions Preparation for Self-AssessmentThe EFQM-Model is concrete enough for the business.Numbers, data and facts are in a form easy to communicate.Clear rules for implementation are set.Be sure all participants have enough self-assessment experience.Implementation of Self-AssessmentOpenness and personal responsibility of the current and actual situation are necessary.A neutral and qualified moderator should be used.It is important not to focus only on percentages, rather to put strengths and weakness in central focus.Follow-up of Self-AssessmentImplementation of steps need to be actively followed.Results should be visualised, interpreted and communicated.
31 Committed to Excellence – Introduction Process:carry out a self-assessment and implement three chosen improvement suggestionsevaluation of the implementation through an official validation through an on site visit.verbal FeedbackRequired Application Documents: NoneThe organisation receives a recognition for 2 yearsDesigned for organisations at the beginning of their path to excellence
32 Committed to Excellence: Process Phase 1: Self-AssessmentThe applicant receives the proper documents and instructions.A team (responsible management) from the organisation carries out the self-assessment. It rates the individual questions based on EFQM-Criteria. Results are clear strengths and potential for improvements.Taken from the potential for improvement an action plan can be created and prioritised.From the action plan three improvement actions are chosen, planned and implemented within 9 months.Phase 2: Evaluation through ValidationThis phase occurs approx. 6-9 months after the self-assessment.An individual responsible for the validation, checks during an on site visit to what extent the three actions have been implemented. This occurs through analysis of existing documents as well as discussion with management and employees.The organisation receives verbal Feedback.
33 Self-Assessment: An Overview of the Process Gain acceptance for self-assessmentPlan self-assessmentCreate teams) for the implementationand training for self-assessmentControl StepsCommunicate the plan to those involvedCarry out the self-assessmentCreate an action planCarry out action planQuelle: EFQM
34 SAETO Self-Assessment Alternative: Easy Assessment – Education (1/3) Attributes:Easy Assessment – Education is based on the EFQM-Model and the nine criteria.The pre-defined catalogue contains questions in which language complexity is reduced. This makes the self-assessment self-explanatory and easier to understand.A complete self-assessment is possible within less than a day.With Easy Assessment as the single solution a self-assessment can be carried out in a Workshop with many participants.With the Team version (Easy Assessment Team), electronic distribution to pass on questions to many participants is possible.Creates an easy self-assessment.Link to ISO 9001Software ModuleStufenSAETO: Easy Assessment - EducationEuropean EFQM Award (EEA)National Quality AwardRecognised for ExcellenceCommitted to Excellence
36 SAETO Self-Assessment Alternative: Easy Assessment – Education (3/3) Advantages:User friendly ratings with pre-defined questionsQuestions can be individually alteredExplanations to every question providedElectronic tracking of improvement actions is possibleLow implementation costsNo consensus workshop is necessary: There is an average valuation when improvement suggestions are gathered.The results can generate a report in MS Word or HTML-Format.Can be implemented for the beginner or expert.Generates a basis from assessment data for the ISO-Handbook.Disadvantages:No evaluation following the RADAR-Logic
37 RADAR-Logik The RADAR-Logic encourages: RESULTS State the desired resultsASSESSMENT & REVIEW Evaluate and monitor implementation and resultsAPPROACH Plan and set methods for implementationDEPLOYMENT Implement methodsThe RADAR-Logic encourages:interpretation of results with regards to politics and strategyplanned methods to reach resultsthe systematic implementation of methods andvaluation of the methods and implementationQuelle: EFQM
38 SAETO Self-Assessment Alternative: EFQM Check-Up – Education (1/3) Attributes:This self-assessment version uses top levels of the RADAR-Logic.The 9 criteria of the EFQM-Models are ordered in pre-defined questions which can be individually altered, deleted or added.Questions can be electronically distributed and answered by chosen persons.Results create the basis for a consensus workshop.Can be used by the beginner and the expert.Link to ISO 9001.Software ModuleStufenSAETO: EFQM Check-Up - EducationEuropean EFQM Award (EEA)National Quality AwardRecognised for ExcellenceCommitted to Excellence
40 SAETO Self-Assessment Alternative: EFQM Check-Up – Education (3/3) Advantages:System based on EFQM-CriteriaReduced expenses through user friendly software, support and automatic analysisQuestions can be individually changedSimple RADAR-LogicEvaluate based on target points with a EFQM weightingList the strengths and areas for improvement based on the criteria of the EFQM-ModelFor each level of the summary, proof of strengths, improvement potential and notes are providedLinks to external documents is possibleGenerates a basis for the ISO-Handbook from assessment dataDisadvantages:Higher training efforts needed than with Easy AssessmentHigher assessment resources needed than with Easy Assessment
41 SAETO Self-Assessment Alternative: EFQM Assessment – Education (1/3) Attributes:EFQM Professional – education implements completely the EFQM-Model and the complete RADAR-Logic.The self-assessment is carried out from the starting point.Many participants can be included and can answer the questions with no consideration to time.Link to ISO 9001Software ModuleStufenSAETO: EFQM Assessment - EducationEuropean EFQM Award (EEA)National Quality AwardRecognised for ExcellenceCommitted to Excellence
43 SAETO Self-Assessment Alternative: EFQM Assessment – Education (3/3) Advantages:The self-assessment follows the EFQM-Model.Software support and automatic data analysis reduce expenses.The complete RADAR-Logic is used.At the end, a point evaluation for EFQM exists.A list of strengths and areas for improvement based on criteria of the EFQM-Model is created.For each of these levels, the demonstration of necessary strengths and improvement potential is summarized.Links to external documents can be made.A pre-evaluation for the consensus workshop can be created.Generates a basis for the ISO-Handbook from the assessment data.Disadvantages:All people involved in the process need to understand the EFQM concept.All people involved in the assessment need to know how to score and collect assessment notes according to EFQM.
44 Suggestions for how to proceed with the Introduction to EFQM Phase 5Simplified Question catalogue (Easy Assessment Education)Choice of improvement projectsImplement action catalogueApply for „Committed to Excellence“Phase 4Complete Assessment (EFQM-EDU)Apply for national or European quality awardPhase 3Move to Radar-Logic (EFQM-Check-Up)Introduce frequent questionnairesApply for „Recognised for Excellence“Phase 2Repeat Self- AssessmentIntroduce a CIP based on the resultsPhase 13 Months6 Months2. Year3. YearFrom 4. YeartIntroductionOptimisation
45 SAETO support for ISO 9000 and EFQM The SAETO-Solution:Offers a translation of the EFQM-Question into the language used at the educational institution.Gives to each self-assessment question the corresponding ISO-Chapter where corresponding information can be found.Suggestions for improvement, project results, agreements and work methods which are addressed through questions can be formulated with reference to the ISO Norm 9000.The quality management handbook can be used to check if the demands for each question are enough.New findings can be integrated into the ISO-9000 structure.As a result, one receives a quality management handbook which leads to an ISO-Certification with no extra effort or expense.
46 Links between ISO 9000 and EFQM * - *** = Intensity of how EFQM maps into this ISO-Chapter
47 ISO 9001 ReportThe SAETO self-assessment module permits to report the collected assessment notes alternatively in the format of an ISO quality manual.This alternative re-structures the notes and links collected during the assessment process according to the format and chapters of ISO 9001.To facilitate the maintenance of a ISO quality manual, each chapter is generated as a separate document.
48 Criterion 1: Leadership Description: How management creates and encourages the vision and mission; how they work towards the long run success of values through the implementation of specific actions, behaviours and personal actions assuring a management system is both developed and implemented.Possible actions and measures:Role model function in the definition of the mission and visionActive participation in continuous improvement processesat the management levelat the employee levelShowing personal commitment to customers, partners and those affected by and visiting the business.Implementing effective management instruments i.e:Leadership and goal settingEmployee motivation through communicationIncentive and recognition systems
49 Criterion 2: Policy and Strategy Description: How the organisation introduces its’ vision and mission through a clear strategy directed at stakeholders and how these address and support politics, plans, goals, sub-goals and processes.Possible actions and measures:Development of a business strategy should make considerations for:Data and facts from observations, experience and analysisThe needs and expectations of stakeholdersThe results of performance drivers and learning processesComparison with top organisationsIdentification of critical success factorsDevelopment of goal and controlling systems:Use strategic methods such as the Balanced ScoreCardBreak down and implement strategic goals and numbersIntroduce goal controlling processes
50 Criterion 3: PeopleDescription: How the organisation manages and develops knowledge and the potential of employees on an individual, team and organisational level and how these activities are planned to support the efficiency of the organisation, politics and strategy.Possible actions and measures:Systematically gather employee satisfaction data through questionnaires, interviews and employee discussionsWork out demand, qualification and suitability profilesConception of employee evaluation systemsCarry out employee discussionsDevelop communication systemsEmpower employees to work independently and to participate for example through:Cooperation and improvement activitiesCooperation in teams
51 Criterion 4: Partnership and Ressources Description: How the organisation plans and manages its‘ external partnerships and internal resources to support efficiency, politics and strategy.Possible actions and measures:Choose partners who agree with the politics and strategy of the organisationCarry out supplier evaluationsBenchmark with regards to defined processes with partnersSet finance plans based on priorities of the politics and strategyCreate a system to identify and value new and alternative technologiesIntroduce and practice knowledge management
52 Criterion 5: ProcessesDescription: How the organisation arranges, manages and improves processes to support strategy and politics, to satisfy customers and stakeholders and to increase value creation.Possible actions and measures:Process management and its’ facets:Process analysisProcess documentationProcess evaluationProcess responsibilityProcess optimisationProcess controllingRegular, systematic review of customer satisfaction through questionnairesIntroduce complaint management to continuously gather data resulting from daily contact with the customer
53 Measurements - the basis for Continuous Improvement Self-Asessment must be based by and by on reproducable results„What I cannot measure I cannot improve“(Peter Drucker)
54 A Framework for Measurements Each management system needs 2 main structures:Products/ServicesMeasurementsResultsEnablers / PotentialLeadership and CultureResourcesOperationalProcessesGeneric Management System based on Prof. Dr. H.-D. Seghezzi
55 Measurements and Processes A management system is a network of processesA process delivers to its’ output, material, service and dataOutput may or may not achieve the target and is an indicator of the process performanceserviceserviceprocess ofsupplierown processesprocess ofcustomerINPUTOUTPUTdata, materialsdata, materialsTo check the process performance measurements are needed!
56 Measurements deliver information Measurements provide at least 3 main types of information:Have I achieved my target?What is the trend of the indicator? Does it become better/worse?Am I better than my benchmark or competitor?5040TRENDINDICATOR30TARGET20ACTUAL10TIME
57 What are measurements good for? show you how good your process isare quality indicatorsshow whether or not you have achieved your targethelp to improve processes and proceduresare a basis for benchmarkingsupport in controlling the processlead to knowledge about processesare a basis for fixing targetslet you understand processes betterare a verification of quality – often needed for local authorities/investors
58 Benefits and methods of benchmarking What is Benchmarking?learning from good or best practicecomparison with branch averageslearning from Best Organisation in Classlearning from Best Process in Europe/the world (even in branches other than your own) to improve core competenciesa form of measurement.Why Benchmarking?Learning from good or best practice helps your organisation to improve and gain an orientation of what is “good” or “excellent”.
59 Types of measurements Type Description Examples Quantitative hard facts, countable, direct measurements, quantitative indicators which give information about trendsRevenues, number of participants, costs, turnover per employeeQualitativesoft facts, not directly countable, often only indirect measurementsSkills, image analysis, satisfactionDirectdirect information from stakeholders or processesEmployee or customer satisfactionIndirectindirect information about stakeholders or processesStaff turnover, customer loyalty, absenteeismLeadingdrivers which lead to results, indicators of process performanceQualification level, information level, productivityLagging(strategic) results, results at the end of the process chain (outcome)Revenues, cash flow
60 Society/ natural environment What to MeasureHow to find the relevant measurements?consider all stakeholdersconsider all EFQM result criteriaconsider the key processesconsider your strategy and overall objectives – which measurements reflect them?StakeholdersEmployeesPartnersSociety/ natural environmentInitiatorsParticipantsFor each stakeholder one can find important measurements/ indicators
61 How to MeasureFor each measurement several points must be defined, as illustrated here through the example: learner satisfactionMeasurementlearner satisfactionObject of measurementall learnersMethod of measurementsoftware supported inquiry with a questionnaire, scale for each question: 1= very good … 5 = very badResponsible for measurementTeacher/professorTime/interval of measurementafter each training/learning unitReference/formula of calculationbuild for each question the arithmetic mean value of all answersReportingRegularly, depending on the number and duration of the unitsTarget valuearithmetic mean value e.g.: < 2,0
62 How to Analyse and Report Measurements visualize measurements - report the measurements graphicallyanalysetrendscomparison of target and actual valuescomparison with benchmarkadjust reports to recipientsdifferent stakeholders have different interests!director/CEO – short overview, most important factstrainer/teacher – more detailedadmin staff – measurements of their concernexternal recipients, i.e. authorities
63 Criterion 6: Customer Results Examples of measurements(in alphabetical order)complaint ratioenvironmental profilefailure rate of coursesindex for handling complaintsintent to repurchasenumber of requests addressed to the institutionratio of received to processed complaintsrecommendationsresponse time for complaints
64 Criterion 7: People Results Examples of measurements(in alphabetical order)absenteeismaccident rateannual training days per employeeannual training investments per employeeCIP participation and participantscommunication indexdegree of employee suitabilityemployee attendance at events relative to total number of employeesemployee attendance at pedagogical trainingemployee satisfactionemployee turnoverfluctuation ratiokindergarten places per employeenumber of employees trained in fire prevention relative to total staffovertime coefficientre-hiring rate of employeessickness ratetraining evaluation
65 Criterion 8: Society Results Examples of measurements(in alphabetical order)access frequency on internet homepageattendance at public eventsawards and prizesimage analysisindicators of environmental protectionnewly created jobsnumber of job applicationsnumber of new indirect jobsnumber of press reportsparticipation in courses offered for further educationpublications and lecturesrate of public orderssupport of health and welfare institutionssupport of sports and leisure activities
66 Criterion 9: Key Results Examples of measurements(in alphabetical order)age of equipmentcapitalisation ratiocash flowcash ratiocourse utilizationcredit terms extended to customerscredit terms extended to supplierdepreciation of fixed assetsdepreciation per periodinnovation ratioinvestment ratiolevel of debtliquid cash resourcesmarket sharenet profitnumber of customers per employeenumber of customers per organisational unitproductivityprofit marginprofit per employeerate of inventory turnoverratio of tangible fixed assets to totalreturn on total capital employedROI (return on investment)share of subcontractingstaff workloadturnover per employeevalue-added quota
67 Inquiry Techniques: Functional Chain The functional chain between satisfied employees and satisfied customersInternalservicequalityEmployee motivation, engagement and satisfactionExternalservicequalityCustomer satifaction and loyalityEmployee survey:Analyse and improve working and management situationCustomer survey:Analyse and meet needs and expectationsEmpirical studies have confirmed that in organisations with dissatisfied employees, customer satisfaction also sinks in middle run results of the business. Satisfied employees are the basis for satisfied customers and business success.
68 Inquiry Techniques: Procedure Explain and motivate the crew/organisation and project team1Set the target groups and business goals2Explore previous attempts3Define examination attemptsCreate questionnaires, formulate questions; question content, choice of questionnaire participants4Carry out questioning and analysis of the dataField work, set dates, value qualitative data, value quantitative data, evaluate and organise satisfaction data5Visualise and present the resultsCreate a results report, visualise results with pictures, prepare and carry out presentation, choose the proper presentation medium6
69 Questioning Techniques: Satisfaction Survey Results of the comparisonTarget performance(expected performance; i.e. quality, credibility, design)CompareActual performance(existing performance)Target > ActualTarget = ActualTarget < ActualDissatisfactionSatisfactionEnthusiasm
70 SAETO SupportSAETO can support your organisation in obtaining the needed measurements with a number of inquiry tools and survey knowledge bases, such as:360°management FeedbackPeople Satisfaction SurveyTeam Effectiveness AnalysisTraining Evaluation…
71 Why to implement a Continuous Improvement Process (CIP)? Changes in the competitive environmentMarket ExpectationsTraining QualityCustomerSatisfactionCostsThe Right ClassesTraining QualityCostsThe Right ClassesCustomerSatisfactionTime to MarketCustomer SatisfactionTraining QualityCostsThe Right ClassesTime to MarketStakeholderExpectations andCont. ImprovementsYesterdayTodayTomorrow
72 Two Sources of Progress large stepsoften expensive, high effortnew levels, new breakthrough ideasstagnation/loss in daily businessselective people involvedStagnationInnovationTimeTimeProgressContinuous Improvementcontinuous small stepsgood value, low effortcommon sensedaily businessALL people involvedCIP is not a sprint, but a marathon!
73 Combining Innovation and Continuous Improvements ProgressBest results with CIPAND innovationcontinuous improvementNew levelInnovationstagnation/loss/ costs for implementationTime
74 The Deming Wheel or PDCA Cycle CIP works in a 4 step cycleplan the improvement stepsdo the improvement workcheck the results of improvement stepsact: corrective action / further improvementCIP is a never-ending cycle of P-D-C-ADOACTPLANCHECKFor all 4 steps, measurements are required to decide on:What is the situation? What is the present status?What has changed? Is the plan successful?
75 System Standards supports CIP System standards like ISO9001 and EFQM help fix the level of progress which organisations can achieve with CIP and innovationCIPDOACTPLANCHECKProgressStandards assure the level(e.g. ISO 9001)Time
76 Relationship between CIP and EFQM KeyPerformanceResultsSocietyPeopleCustomer ResultsLeadershipProcessesPartner-ships &RessourcesPolicy &StrategyEnablerInnovation and LearningCIP is a core element of EFQM:self-assessmentLearningCIP cycle
77 Examples of Benefits of CIP A study of Agamus Consult on CIP in 113 German companies highlighted the following positive results:Quelle: Agamus Consult, 1996
78 How to motivate all Employees Create benefits for all peoplegive them recognitionempower themgive them incentivesShow benefits for both people and the processesTell them success storiesRealise quick wins (progress in small steps)Train the people in CIP methods and instrumentsLeaders should give a shining example for CIP
79 How to generate and collect Ideas for Improvement EFQM self-assessmentBenchmarkingUse idea generation tools like CreaGenInput from customer and people surveysConferences, meetings, workshops:brainstorming, creativity techniquesconferences with key customersQuality circlesIdea management:letter-box, idea-boxintranet/extranetProjectsProcess review, audit, measurements of processes
80 How to select and process Ideas Many ideas.......a filtering process…Expenditures...few prioritiesLowHighLowHighConsequences
81 Levels of Continuous Improvement Each problem has its’ position (is a „fruit“) on the „tree of problems“„very high hanging fruits“ methodical approach: project management focus: innovation„high hanging fruits“ methodical approach: quality tools, CIP teams/projects focus: improvement„low hanging fruits“ methodical approach: simple Q-tools, „shop floor“ teams/quality circles focus: improvement, maintenance„fruits on the floor“ no methodical approach, intuition, common sense, daily routine focus: maintenance1. Choose the right level of CIP: low/high/very high hanging fruits?2. Choose the right instrument for the level
82 An easy CIP tool: „Flash-quality circle“ Problem, Situation Target?CausesResult Check ActionsA fast way of CIP for“low hanging fruits”max. 30 minutesmax. 5 peopleuse only 1 flip chart for visualisationproceed from step 1 to step 41.Describe the problem in a few words and numbers2.Ask for the real causes of the problem4.Check the estimated results3.Fix Improvement Actions
83 Tips to run a successful CIP Find the right people for your improvement measuresTrain your peopleSelect the right level (“low/high hanging fruits”) and method (quality circle, project management,….) of CIPShow quick wins (small progresses) in your CIPBe aware that CIP is an on-going process, a “never ending story”For best results, combine huge innovation steps with small steps of CIPAsk yourself: which lessons have you learned through the improvement measures or project?
84 Software SupportSAETO supports collecting and selecting ideas from surveys or assessments and performing your CIP with the module Balanced Q-Card (BCQ)BQC helps you to:filter/select ideas form surveys and assessments and generate ideasstand-alone PCteam application in the weballows to emphasise certain EFQM criteria or levels of assessmentdescribe improvement actionssupport the project managementmonitor the state of the different projects
86 Cost/benefit analysis for the use of SAETO Starting pointSatisfaction survey of pupils/students with 20 questions800 Questionnaires to distribute and collect (per school or faculty)Yearly surveyAssumptions (present situation)Design, generate and distribute questionnaires, (~ h)Gathering of returned data ~ 5 min./questionnaire (~ 66 h.)Statistical analysis and reporting (~ h)Saving potential of this surveyGeneration: 16 h à 50,-- = EUR ,--Gathering: h à 50,-- = EUR ,--Analysis & reporting: h à 50,-- = EUR ,--Potential savings/year by SAETO = EUR ,--
87 GOA & SAETO Pilot Users (Excerpt) Fachinformationund Bibliothekadditional information:
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