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Self-Assessment for Educational and Training Organisations

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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: EFQM Many 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: EFQM The 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 a holistic regular systematic evaluation of the tasks and results of the organisation. The objective of self-assessment is the examination of the organisation’s performance and the continuous improvement of its activities.

7 How does self-assessment help me?
Reasons Investigate current status Enable comparison Identify strengths and weaknesses Foster improvement activities in the organisation Assessment based on facts Basis for comparison with other organisations Can be used in all areas of the organisation Advantages Participation of management Active involvement of core areas Information of all employees Avoiding that people might feel controlled Creating a common understanding of quality Pre-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 be linked directly to continuous improvement and in 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 models etc…

10 Benefits of inquiry software support
EFQM calls for systematically obtained data Web-based inquiries can be carried out anonymously Particularly important for satisfaction inquiries (students, personnel, teams, 360°management feedback, ...) Regularly conducted inquiries allow fast reaction to perceived, “smaller”problems and thereby strongly improve motivation Satisfaction 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 education SAETO meets all requirements of CQAF in VET. Methodology Implementation Assessment and evaluation Review (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 Compatibility The SAETO solution is compatible with ETO specific quality systems, such as: CQAF: (European) Common Quality Assessment Framework ANECA: Spanish National Agency for Quality Assurance and Accreditation eduQua: Swiss quality certificate for ETOS Gütesiegelverbund Weiterbildung: Quality Label Association for Continuing VET, Germany LQW: 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 ISO The 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 Effectiveness LOP Inventory Objectives InnoMan Kultur People Inquiry Organisational Climate Customer Inquiry KVP WorkBench Project Excellence InnoMan Process & Project Objectives 360° Management Feedback Supplier Audits (Inq. Prof) Basell II Inquiry 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 USA Demming in Japan EFQM in Europa Today, 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 view With 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 Awards The 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 Orientation Customer Focus Leadership & Consistency of Purpose Management by Process & Facts People Development & Involvement Continuous Learning, Improvements & Innovation Partnership Development Social Responsibility

The model applies the Fundamental Principles in the following Structured Management System comprising of 9 criteria, broken down into sub-criteria and the areas to cover. Through these, the progress of the organisation is evaluated regarding the pursuit for Excellence. What the organisation DOES What the organisation ACHIEVES © EFQM

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 Model Result: Strong points and areas for improvement Carry out the activities provided in the improvement plan Draw up an improvement plan Integrate it with the management plan Prioritise resulting areas for improvement

25 What is Self-Assessment? (1/2)
Examine own performance and continuous improvement activities Systematically and regularly evaluate duties and results of the organisation Position fixing, mirror the organisation evaluates itself analyses its’ strengths and weaknesses agrees 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 improvement to integrate „Island solutions“ and create a general direction for activities to transfer knowledge and experience within the organisation to improve internal awareness of TQM to create a basis for comparison of results to others to 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-Assessment The 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-Assessment Openness 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-Assessment Implementation 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 suggestions evaluation of the implementation through an official validation through an on site visit. verbal Feedback Required Application Documents: None The organisation receives a recognition for 2 years Designed for organisations at the beginning of their path to excellence

32 Committed to Excellence: Process
Phase 1: Self-Assessment The 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 Validation This 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-assessment Plan self-assessment Create teams) for the implementation and training for self-assessment Control Steps Communicate the plan to those involved Carry out the self-assessment Create an action plan Carry out action plan Quelle: 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 9001 Software Module Stufen SAETO: Easy Assessment - Education European EFQM Award (EEA) National Quality Award Recognised for Excellence Committed to Excellence

35 SAETO-Selbstbewertungs- Alternative: Easy Assessment – Education (2/3)

36 SAETO Self-Assessment Alternative: Easy Assessment – Education (3/3)
Advantages: User friendly ratings with pre-defined questions Questions can be individually altered Explanations to every question provided Electronic tracking of improvement actions is possible Low implementation costs No 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 results ASSESSMENT & REVIEW Evaluate and monitor implementation and results APPROACH Plan and set methods for implementation DEPLOYMENT Implement methods The RADAR-Logic encourages: interpretation of results with regards to politics and strategy planned methods to reach results the systematic implementation of methods and valuation of the methods and implementation Quelle: 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 Module Stufen SAETO: EFQM Check-Up - Education European EFQM Award (EEA) National Quality Award Recognised for Excellence Committed to Excellence

39 SAETO Self-Assessment Alternative: EFQM Check-Up – Education (2/3))

40 SAETO Self-Assessment Alternative: EFQM Check-Up – Education (3/3)
Advantages: System based on EFQM-Criteria Reduced expenses through user friendly software, support and automatic analysis Questions can be individually changed Simple RADAR-Logic Evaluate based on target points with a EFQM weighting List the strengths and areas for improvement based on the criteria of the EFQM-Model For each level of the summary, proof of strengths, improvement potential and notes are provided Links to external documents is possible Generates a basis for the ISO-Handbook from assessment data Disadvantages: Higher training efforts needed than with Easy Assessment Higher 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 9001 Software Module Stufen SAETO: EFQM Assessment - Education European EFQM Award (EEA) National Quality Award Recognised for Excellence Committed to Excellence

42 SAETO Self-Assessment Alternative: EFQM Assessment – Education (2/3))

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 5 Simplified Question catalogue (Easy Assessment Education) Choice of improvement projects Implement action catalogue Apply for „Committed to Excellence“ Phase 4 Complete Assessment (EFQM-EDU) Apply for national or European quality award Phase 3 Move to Radar-Logic (EFQM-Check-Up) Introduce frequent questionnaires Apply for „Recognised for Excellence“ Phase 2 Repeat Self- Assessment Introduce a CIP based on the results Phase 1 3 Months 6 Months 2. Year 3. Year From 4. Year t Introduction Optimisation

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 Report The 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 vision Active participation in continuous improvement processes at the management level at the employee level Showing personal commitment to customers, partners and those affected by and visiting the business. Implementing effective management instruments i.e: Leadership and goal setting Employee motivation through communication Incentive 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 analysis The needs and expectations of stakeholders The results of performance drivers and learning processes Comparison with top organisations Identification of critical success factors Development of goal and controlling systems: Use strategic methods such as the Balanced ScoreCard Break down and implement strategic goals and numbers Introduce goal controlling processes

50 Criterion 3: People Description: 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 discussions Work out demand, qualification and suitability profiles Conception of employee evaluation systems Carry out employee discussions Develop communication systems Empower employees to work independently and to participate for example through: Cooperation and improvement activities Cooperation 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 organisation Carry out supplier evaluations Benchmark with regards to defined processes with partners Set finance plans based on priorities of the politics and strategy Create a system to identify and value new and alternative technologies Introduce and practice knowledge management

52 Criterion 5: Processes Description: 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 analysis Process documentation Process evaluation Process responsibility Process optimisation Process controlling Regular, systematic review of customer satisfaction through questionnaires Introduce 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/ Services Measurements Results Enablers / Potential Leadership and Culture Resources Operational Processes Generic Management System based on Prof. Dr. H.-D. Seghezzi

55 Measurements and Processes
A management system is a network of processes A process delivers to its’ output, material, service and data Output may or may not achieve the target and is an indicator of the process performance service service process of supplier own processes process of customer INPUT OUTPUT data, materials data, materials To 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? 50 40 TREND INDICATOR 30 TARGET 20 ACTUAL 10 TIME

57 What are measurements good for?
show you how good your process is are quality indicators show whether or not you have achieved your target help to improve processes and procedures are a basis for benchmarking support in controlling the process lead to knowledge about processes are a basis for fixing targets let you understand processes better are a verification of quality – often needed for local authorities/investors

58 Benefits and methods of benchmarking
What is Benchmarking? learning from good or best practice comparison with branch averages learning from Best Organisation in Class learning from Best Process in Europe/the world (even in branches other than your own) to improve core competencies a 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 trends Revenues, number of participants, costs, turnover per employee Qualitative soft facts, not directly countable, often only indirect measurements Skills, image analysis, satisfaction Direct direct information from stakeholders or processes Employee or customer satisfaction Indirect indirect information about stakeholders or processes Staff turnover, customer loyalty, absenteeism Leading drivers which lead to results, indicators of process performance Qualification level, information level, productivity Lagging (strategic) results, results at the end of the process chain (outcome) Revenues, cash flow

60 Society/ natural environment
What to Measure How to find the relevant measurements? consider all stakeholders consider all EFQM result criteria consider the key processes consider your strategy and overall objectives – which measurements reflect them? Stakeholders Employees Partners Society/ natural environment Initiators Participants For each stakeholder one can find important measurements/ indicators

61 How to Measure For each measurement several points must be defined, as illustrated here through the example: learner satisfaction Measurement learner satisfaction Object of measurement all learners Method of measurement software supported inquiry with a questionnaire, scale for each question: 1= very good … 5 = very bad Responsible for measurement Teacher/professor Time/interval of measurement after each training/learning unit Reference/formula of calculation build for each question the arithmetic mean value of all answers Reporting Regularly, depending on the number and duration of the units Target value arithmetic mean value e.g.: < 2,0

62 How to Analyse and Report Measurements
visualize measurements - report the measurements graphically analyse trends comparison of target and actual values comparison with benchmark adjust reports to recipients different stakeholders have different interests! director/CEO – short overview, most important facts trainer/teacher – more detailed admin staff – measurements of their concern external recipients, i.e. authorities

63 Criterion 6: Customer Results
Examples of measurements (in alphabetical order) complaint ratio environmental profile failure rate of courses index for handling complaints intent to repurchase number of requests addressed to the institution ratio of received to processed complaints recommendations response time for complaints

64 Criterion 7: People Results
Examples of measurements (in alphabetical order) absenteeism accident rate annual training days per employee annual training investments per employee CIP participation and participants communication index degree of employee suitability employee attendance at events relative to total number of employees employee attendance at pedagogical training employee satisfaction employee turnover fluctuation ratio kindergarten places per employee number of employees trained in fire prevention relative to total staff overtime coefficient re-hiring rate of employees sickness rate training evaluation

65 Criterion 8: Society Results
Examples of measurements (in alphabetical order) access frequency on internet homepage attendance at public events awards and prizes image analysis indicators of environmental protection newly created jobs number of job applications number of new indirect jobs number of press reports participation in courses offered for further education publications and lectures rate of public orders support of health and welfare institutions support of sports and leisure activities

66 Criterion 9: Key Results
Examples of measurements (in alphabetical order) age of equipment capitalisation ratio cash flow cash ratio course utilization credit terms extended to customers credit terms extended to supplier depreciation of fixed assets depreciation per period innovation ratio investment ratio level of debt liquid cash resources market share net profit number of customers per employee number of customers per organisational unit productivity profit margin profit per employee rate of inventory turnover ratio of tangible fixed assets to total return on total capital employed ROI (return on investment) share of subcontracting staff workload turnover per employee value-added quota

67 Inquiry Techniques: Functional Chain
The functional chain between satisfied employees and satisfied customers Internal service quality Employee motivation, engagement and satisfaction External service quality Customer satifaction and loyality Employee survey: Analyse and improve working and management situation Customer survey: Analyse and meet needs and expectations Empirical 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 team 1 Set the target groups and business goals 2 Explore previous attempts 3 Define examination attempts Create questionnaires, formulate questions; question content, choice of questionnaire participants 4 Carry out questioning and analysis of the data Field work, set dates, value qualitative data, value quantitative data, evaluate and organise satisfaction data 5 Visualise and present the results Create a results report, visualise results with pictures, prepare and carry out presentation, choose the proper presentation medium 6

69 Questioning Techniques: Satisfaction Survey
Results of the comparison Target performance (expected performance; i.e. quality, credibility, design) Compare Actual performance (existing performance) Target > Actual Target = Actual Target < Actual Dissatisfaction Satisfaction Enthusiasm

70 SAETO Support SAETO can support your organisation in obtaining the needed measurements with a number of inquiry tools and survey knowledge bases, such as: 360°management Feedback People Satisfaction Survey Team Effectiveness Analysis Training Evaluation

71 Why to implement a Continuous Improvement Process (CIP)?
Changes in the competitive environment Market Expectations Training Quality Customer Satisfaction Costs The Right Classes Training Quality Costs The Right Classes Customer Satisfaction Time to Market Customer Satisfaction Training Quality Costs The Right Classes Time to Market Stakeholder Expectations and Cont. Improvements Yesterday Today Tomorrow

72 Two Sources of Progress
large steps often expensive, high effort new levels, new breakthrough ideas stagnation/loss in daily business selective people involved Stagnation Innovation Time Time Progress Continuous Improvement continuous small steps good value, low effort common sense daily business ALL people involved CIP is not a sprint, but a marathon!

73 Combining Innovation and Continuous Improvements
Progress Best results with CIP AND innovation continuous improvement New level Innovation stagnation/loss/ costs for implementation Time

74 The Deming Wheel or PDCA Cycle
CIP works in a 4 step cycle plan the improvement steps do the improvement work check the results of improvement steps act: corrective action / further improvement CIP is a never-ending cycle of P-D-C-A DO ACT PLAN CHECK For 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 innovation CIP DO ACT PLAN CHECK Progress Standards assure the level (e.g. ISO 9001) Time

76 Relationship between CIP and EFQM
Key Performance Results Society People Customer Results Leadership Processes Partner- ships & Ressources Policy & Strategy Enabler Innovation and Learning CIP is a core element of EFQM: self-assessment Learning CIP 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 people give them recognition empower them give them incentives Show benefits for both people and the processes Tell them success stories Realise quick wins (progress in small steps) Train the people in CIP methods and instruments Leaders should give a shining example for CIP

79 How to generate and collect Ideas for Improvement
EFQM self-assessment Benchmarking Use idea generation tools like CreaGen Input from customer and people surveys Conferences, meetings, workshops: brainstorming, creativity techniques conferences with key customers Quality circles Idea management: letter-box, idea-box intranet/extranet Projects Process review, audit, measurements of processes

80 How to select and process Ideas
Many ideas.... ...a filtering process… Expenditures ...few priorities Low High Low High Consequences

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: maintenance 1. 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? Causes Result Check  Actions A fast way of CIP for “low hanging fruits” max. 30 minutes max. 5 people use only 1 flip chart for visualisation proceed from step 1 to step 4 1.Describe the problem in a few words and numbers 2.Ask for the real causes of the problem 4.Check the estimated results 3.Fix Improvement Actions

83 Tips to run a successful CIP
Find the right people for your improvement measures Train your people Select the right level (“low/high hanging fruits”) and method (quality circle, project management,….) of CIP Show quick wins (small progresses) in your CIP Be aware that CIP is an on-going process, a “never ending story” For best results, combine huge innovation steps with small steps of CIP Ask yourself: which lessons have you learned through the improvement measures or project?

84 Software Support SAETO 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 ideas stand-alone PC team application in the web allows to emphasise certain EFQM criteria or levels of assessment describe improvement actions support the project management monitor the state of the different projects

85 Software Support

86 Cost/benefit analysis for the use of SAETO
Starting point Satisfaction survey of pupils/students with 20 questions 800 Questionnaires to distribute and collect (per school or faculty) Yearly survey Assumptions (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 survey Generation: 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)
Fachinformation und Bibliothek additional information:

88 Thank you for your attention!
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