The Good Practice Competition is coming to an end as the 4 Finalists have been selected by the Jury. Now they need your votes but if you still cannot decide, read our 3 interviews, they could help you make your choice. If you already cast your vote, the article on EFQM and Lean from Mr. Vittorio Cesarotti (from Università di Roma 2) is waiting for you!
What’s going on at EFQM : Webshop: We are about to start testing internally the new webshop in order for you to have the best and
most ergonomic experience once the shop is launched (We will go live during the summer) Sector Platforms: We are currently running 3 Platforms on Energy, Healthcare and Education. A fourth one
will be launched in Q3 on Rail. EFQM Training is reaching new heights : Discover our new training brochure, your guide to choose the best
course for you! EFQM Forum 2014: You can still get the early bird price until June 30th, so register quickly!
Editorial from Marc Amblard, CEO of EFQM
EDF: Succeeding through the Talent of people
The Good Practice Competition and the finalists
EFQM and Lean : Let’s get them to work together
Last chance to get the early bird!
Good Practice Visit @ Vodokanal 1
Marc Amblard, EFQM CEO
Dear Member of the EFQM Community, We are now at the eve of the summer period. Most of us will take a few steps back, relax, enjoy time with our families and maybe (but not too much!) reflect about how the year is unrolling. Well, we at EFQM continue at full steam to create learning events, in order to give you our fullest support on your journey towards Excellence. Last year, we piloted a new format in cooperation with our national Partners. Sector Platforms gather organisations from a given sector, whether they collaborate with EFQM or any of our Partners. This allows us to showcase a number of focused good practices, leveraging our respective resources for the benefit of the wider EFQM community. We started last year with the automotive sector, offering both Good Practice Visits and webinars. We are ramping up this year, with healthcare initiated a few weeks ago, education and energy right now and rail in the 3rd quarter. We invite you to take advantage of these events and build a more focused network. You will find the calendar of events here. In this newsletter, as in recent ones, a member of the EFQM Board of Director shares what EFQM means for their company. This time, Robert Leloup speaks about the EFQM experience at French utility EDF. In addition, long time EFQM faculty member, EFQM Award jury member and professor of Operations Management at UniversitĂ di Roma 2, Vittorio Cesarotti shares his views on operational excellence in this edition. Lastly, I would like to welcome our 35th national Partners. Estonian Quality Association (EQA) just joined our community and will start supporting ESTONIAN organisations USING the EFQM Model. EQA organized an Open Doors day June 3rd in Tallinn, where about 35 people gathered to listen to the EFQM experience of an Estonian organisation and a Finnish one. Welcome to the our Community! One more thing ... ticket sales for EFQM's 2014 Forum are open. Block your agenda and come celebrate our 25th anniversary October 20-21 in Brussels with many of your peers. You will find the program here . Enjoy the reading and the time off if you take any before our next communication!
Marc Amblard CEO
Most EDF branches or divisions have had units which are either Prize winners, EFQM Recognised for Excellence (R4E) or Committed to Excellence (C2E) or have begun the process. For instance, in 2007, the nuclear plant of Golfech was the first European nuclear plant to be R4E 5*. It was the first 5* in France. This is a good example of how EFQM can help industrial units who often focus only on technical issues. EFQM ensures they also focus on customers, the environment and CSR, and of course on people. The lesson we have drawn is: continuous improvement is a whole. And to achieve long-lasting performance, nothing can be done without people and their talent. Over the last twenty years, it has become increasingly evident that sound, sustainable management requires reconciling financial, environmental and social goals. The human dimension is a key issue to enable us to respond effectively to all the challenges we have to address. So, the first two Guidelines of our Group HR Action Plan are “People are the core of the Group’s competitiveness and performance” and EDF wants to be “An employer of reference in terms of corporate responsibility and social performance”. We have to train people and develop their skills, empower them and create the necessary conditions for their involvement, in order for them to realise their full potential. But there is something else which is important to focus on: the difference in performance comes, of course, from how people are managed.
EDF Group is a leading European energy company, with operations around the world, supplying electricity, gas and services, present in all sectors of the electricity industry: generation, supply and trading, transmission and distribution, and mainly focused on four countries in Europe: France, United Kingdom, Italy and Poland. Some key figures : Customers worldwide: 39.3 million EDF Group’s consolidated sales amounted to 72.7 billion Euros. Worldwide workforce: around 160 000 people Our generating capacity is 139.5 GW (nearly 100 GW in France, mainly from nuclear and hydroelectric power plants) generating 642.6 TWh with 84.7 % free of CO2.
A few key points in people management: listening, trust, recognition and of course being exemplary Listening Managers don’t listen enough to others. We can always learn from others. Listening leads to questioning, to be sure we have really understood what was said. It’s also important to make sure we understand the feelings behind what is said. Trust Let’s not be naïve about it. Trust doesn’t mean we don’t check what people are doing. We can't order confidence but we can create conditions for it, for instance by trusting people. If people feel we don’t trust them, they only achieve half of what they could do. When we question someone’s action we aren’t questioning their character, we are only interested in the facts. People will accept that we question their results or their actions. We must remain focused on the facts. That is the price of trust. Recognition Consideration and respect: all the little daily deeds or gestures. That is to say: being very thoughtful, expressing thanks, giving encouragement. There are at least three forms of recognition: financial, symbolic, social. These forms of recognition make sense for people working in a company. And being exemplary Setting a good example is like sweeping the stairs, we have to start at the top. We must behave as we want our employees to behave. These could be the first things we think of when we speak about being exemplary. All this is nothing new, it was in the Bible: “Do unto others as you would have them do unto you”. It’s a question of reliability: “we do what we said we were going to do”. Actions speak louder than words. Convincing people is a daily task. Exemplary nature goes with conviction and conviction goes with commitment. The mistake is to believe that, because it is simple to understand, it is simple to do. Human resources and human beings It’s not so easy to manage people because we have to deal with individuals, human beings. What are the implications for their lives? The impact will be on them. That will not alter our decision, but the way we manage change. People are not only resources, not just a cost. People are above all forces, levers: an asset of the company. People can give their best, when they are involved, committed; when we listen to them, we trust them, we recognise their contribution and, of course, when we offer them our own exemplary behaviour. We must keep practicing and never give up: nothing must be taken for granted... The company must be a living environment, with living people. That’s what makes sense, and creates the desire for success. Robert Leloup is the director Management & Organisation at EDF and also Member of the EFQM Board of Directors From 1996 to 2002, he helped to set up the first EDF Commercial Division for Residential Customers, and then he was appointed Commercial Director for the Division and after that Head of Residential Sales for the newly established Residential and Small Business Customers Division. In 2002, he was appointed Senior Vice President, Residential and Small Business Customers (3500 employees), in charge of opening the French electricity market to competition for professional customers in July 2004. 4
Red Eléctrica de España is the only carrier and operator of the Spanish electricity system, with more than 42,000 km of transportation network and about 1,700 employees. On 3 June 2014, Red Eléctrica de España, in collaboration with Club Excelencia en Gestión and EFQM hosted a Good Practice Visit in its Headquarters in Madrid. During the day, this pioneer and world reference in the integration of renewable energies shared its Good Practices in managing people and the good governance but also the the
The platform provides you with an opportunity to learn from the experience of others, as well as debate the issues that really matter to you. To stimulate the discussion, we have arranged a series of events involving some leading players within the energy sector :
challenge of a Sustainable Energy Model they meet daily.
Webinar hosted by the DG Energy to
Bursagaz, a natural gas distribution company located in
discuss and debate energy policy in Europe
Bursa, Turkey, provides natural gas distribution and customer services such as meter reading, contracting, subscription, gas activation, business and more. On the 18th of June, Bursagaz will host a webinar on the theme “Smart Grid Management” presented by Mr. Mustafa Ozdemir, SCADA Project Leader. During this one
A Good Practice Visit hosted by General
Electric as well as a SmartGrid Demonstration end of August/beginning of September And more...
hour presentation, you will learn about : Bursagaz the Smart Grid Initiator Company in Turkey; Supervisory Control and Data Acquisition (SCADA):
The funcionality of The System, Use of it as a part of Smart Opreation Management; Remote Monitoring and Controlling of Grid; How to Take Cross Functional Opportunities; And more! 5
When EFQM was born at the end of the 80’s, Total Qual- But what is the relationship between Operational Excelity Management (TQM) was the world class approach of lence and Business Excellence? Between Lean and the management practices, but Lean was not yet globally EFQM Model? spread nor perfectly known.
Operational Excellence is not yet explicitly mentioned in
Lean is an operational model built on TQM philosophy, the EFQM Excellence Model. Thanks both to their comcollecting and integrating pre-existing best manufactur- mon TQM origins and to the continuous updating of the ing practices such as TPM (Total Productive Mainte- Model in pursuit of world class practices, many OE/Lean nance) and SMED (Single Minute Exchange of Die), in a principles and approaches are spread all over the EFQM comprehensive approach focused on value generation, Excellence Model. This is true with Leadership (e.g. drivleveling and elimination of waste. It has been developed ing the organisation’s management system, or inspiring over the years in the Japanese manufacturing industry, a culture of involvement, ownership and empowerled by Toyota (for many years the so-called Toyota Pro- ment), People (e.g. development of knowledge and caduction System was synonymous of Lean Manufacturing) pabilities, the culture of mutual support and recogniand it became globally known thanks to some American tion), Partnership & Resources (e.g. building a sustainaand European Studies (most important of which the MIT ble relationship with partners, optimize the use of asInternational Motor Vehicle Program) conducted in the sets) or Processes, Products & Services (practically all 80’s and the consequent publications (first of which “The criterion). The implementation of a comprehensive opermachine that changed the world”, 1990). Progressively Lean became the reference model for world class manufacturing practices and during years it continued to evolve. Its perimeter has extend beyond manufacturing (e.g. Lean Thinking). It has adapted to global markets’ variability (e.g. Lean-Agile Manufacturing). It has been integrated within other management
ational model, that can structure the use of Lean tools/ approaches, the development of a set of Lean objectives, and the measurement of results and performance indicators, is not present in the EFQM Excellence model. Yet, it is possible and advisable to integrate the Excellence and Lean in order to sustain operational excellence.
tools giving birth to new practices (e.g. Lean Six Sigma). It has shown its adaptability to almost any sector (including public sector, SMEs, or very regulated industries such as pharmaceutical). Today Lean is the basic standard for Operational Excellence (OE). 6
On the other hand, theories and approaches for implementing OE models (including Lean) usually omit to describe the organisation to base them on. However, the full potential of operational excellence can be sustained and exploited at best only if integrated in a comprehensive framework. A common risk in implementing Lean is
Since 2001 tenured Associate Professor at the University of Rome â€œTor Vergataâ€? holding the chairs of Quality Management and Industrial Management.
to perceive it as a set of stand-alone tools with specific
Since 2003 Faculty Associate of the
objectives, while literature and experience show that
International Institute on Govern-
integration - among tools and between tools, strategy,
ment, Management, and Policy at
organisation and business - is absolutely crucial. Just
Georgetown University (Washington
some examples: the integration of Gemba Kanri within
an overall leadership model (in criterion 1); the integration of Jidoka technology and TPM approach to mainte-
Since 1994 Professor of Strategy,
nance within an overall strategy for the management of
Organisation, Quality and Logistics
resources (criterion 4); the integration of Value Stream
at the LUISS Management School of
Mapping and JIT/JIS in an overall approach to processes
(criterion 5), the integration of Value Stream Analysis
Prof. Cesarotti has held master
and Muda measurements within an overall set of busi-
courses and been invited professor
ness performance indicators (criterion part 9b), and con-
on International Business, Strategy
sequently with processes and strategy, etc. And all this
and Organisation, Business Excel-
can be further enhanced within a RADAR logic, and espe-
lence, Industrial Management, at
cially by measuring, learning and improving the ap-
the following universities: University
proaches (while Lean usually focuses only/mostly on im-
of Patras (Greece, 1995), University
proving processes) and introducing self-assessment prac-
of Versailles (France, 1999 and
In conclusion, not only EFQM excellence Model and Lean
(Ireland, 2000), University of Piraeus
Operational Excellence model are perfectly compatible,
(Athens, Greece, 2002), University
but they perfectly complete and enhance each other.
of Monterrey (Mexico, 2003),
There is a clear opportunity for organizations imple-
Computense University of Madrid
menting sustainable excellence to complete their efforts
by introducing Lean to foster their operations. This is also true for organizations implementing Lean to integrate it with the EFQM model in order to extend benefits to the whole business and secure overall business results. After all, world class performance can be achieved and sustained over time only when strategy, organisation and operations are excellently performed and seamlessly aligned. Vittorio Cesarotti
Good Practice Competition 2014
Earlier this year EFQM launched an exciting initiative with this Good Practice Competition. This initiative gave the opportunity for organisations to share how they have managed the transformation from product focus to service and from service to solutions, engaging and developing the talent of their people to build creative customer solutions. The Jury has selected the Finalists, shown below (in alphabetical order):
Cruces University Hospital (Spain) - Working with our patients as a team to improve the quality of life in chronic kidney disease
Enagas SA (Spain) - Reloading operations and new services at Enagas LNG Terminals
Knowledge and Human Development Authority (UAE) - Delivering Happiness
Robert Bosch Engineering and Business Solutions Ltd (India) - Step Up : Drive the Change
You still have the opportunity to take an active role in this competition and to influence the final outcome and vote for your preferred Finalists. The votes will remain open until the 30th of June. These 4 Good Practices can be viewed on the competition’s website.
Ms. Rajini GP (Program Manager - Business Excellence) from Robert Bosch Engineering and Business Solutions Limited (Bengalore—India) tells us more about the participation of her company: Robert Bosch Engineering and Business Solutions (RBEI), Bangalore, India is a 100% owned subsidiary of Robert Bosch GmbH, Germany. As Robert Bosch GmbH is a founding member of EFQM, we have a long association with this organisation and feel connected to the purpose of Excellence that it promotes. In RBEI, we have been on our Journey to Excellence since 2007 and while we have been learning from others all along through the EFQM network, we felt that it was time to start sharing what works for us. We participated in 2013 for the first time in the EFQM Good Practice Competition with the motivation to actively encourage such platforms, get visibility in an international forum, enhance our brand image and also get an idea of where we stand by way of our practices. While preparing for the competition, we experienced very high motivation, a sense of pride and belonging and the spirit to excel among the team members. The process of making the Write-up and Video made us think more systematically in the lines of EFQM-RADAR and demonstrated how every activity that we perform has the RADAR principles behind it. This experience was so enriching and enjoyable for us that we decided to continue participation even in 2014.
Robert Bosch Engineering and Business Solutions Limited, headquartered in Bangalore- India, a 100% owned subsidiary of Robert Bosch GmbH, Germany, is one of the world's leading global suppliers of technology and services, offering end-toend Engineering, IT and Business Solutions. With over 13,000 associates and four development centers spread across India, Vietnam and Mexico, we are the largest software development center of Bosch, outside Germany, indicating we are the Technology Powerhouse of Bosch in India engaging a large and young workforce. The development centers together with a strong IT enabled service center enable RBEI to drive the change that is needed for sustenance and transformation in line with the Bosch motto “Invented for Life”.
What would winning the Competition mean for Robert Bosch India? Considering external factors: It would be an honour for us, to receive this recognition in such a prestigious forum where 350 global leaders would be present. It would encourage us to share and showcase more of what we are doing once we know how mature our practices are considered in an external environment. It would enhance the brand of our organisation. Considering internal factors:
Does entering the Competition help Robert Bosch India in any way? Into developing new projects? Move forward current project? To our stakeholders, recognition of our practices internationally would be an added assurance on RBEI’s commitment to Excellence. Quoting success in this competition would definitely inspire other projects to reflect on their current practices and improve continuously. The excitement that such a competition creates offers an intangible benefit of “Culture and atmosphere of Excellence” which is beyond quantification.
It would encourage us to apply deeply the principles and learning obtained from EFQM in our work on a continuous basis.
What will your next step be after the Competition?
It would not only motivate the teams who worked on the competition preparation but also those who drive the EFQM Business Excellence practices .
Since RBEI is already on the journey of applying EFQM principles in its business processes since 2007, this is a continuous journey (as we say – a journey with no full stops but only pit-stops).
It would be an honour and internal recognition for the team whose project was selected for the competition and encourage more people to aspire for such showcasing events in future.
The outcome of the competition would definitely be shared with all our stakeholders to motivate all further on this journey.
It would be a matter of pride to our parent organisation Robert Bosch GmbH to see that its Indian subsidiary is also aspiring for Excellence in everyday work.
We have annual internal assessment cycles and also external assessments are planned so the experience we gain will all add to elevating our own maturity levels.
The Knowledge and Human Development Authority is the regulatory authority of the government of Dubai and is responsible for the growth, direction and quality of private education and learning in Dubai. Why did KHDA decide to enter the Good Practice Competition? What was your motivation/inspiration? At KHDA, we take the happiness of our customers and team members very seriously. Our aim in entering the Good Practice Competition was to enable us to work collaboratively on a project which showcases our initiatives and gives us exposure to a like-minded international audience, with whom we can share and learn. What would winning the Competition mean for KHDA? Winning the competition would be great motivation for our team members to be even more innovative and creative in how we approach customer relations. We also hope to meet teams from other organisations who are innovating and transforming the delivery of customer service.
Does entering the Competition help KHDA in any way? Into developing new projects? Move forward current project? The Good Practice competition allows us to share our strengths and benchmark our initiatives internationally. Being assessed by external experts, as well as by the public, will give our customer relations strategy direction and give us further exposure to best practices currently being implemented by world-class organisations. What will your next step be after the Competition? Providing our customers with exceptional service is one of the defining characteristics of KHDA. In our continuous journey of improvement, we look ahead to anticipate our customersâ€™ changing needs and provide technological, smart solutions to cater to these needs. We will continue to work with external international best-practice organisations to share what we do and learn how we can improve further. Isra'a' Mobideen
Why did Cruces University Hospital decide to enter the Does entering the Competition help Cruces University Good Practice Competition? What was your motiva- Hospital in any way? Into developing new projects? tion/inspiration?
Move forward current project?
The EFQM Excellence Model is our framework for man- Entering the Competition was a good excuse to make us agement in our Hospital since 2007, and its develop- pause and consider what we have achieved until now ment is a key point for us. Furthermore, this year’s topic and what we have left to do in this project. It has ceris creative customer solutions, an theme in line with two tainly helped us to move forward in this kind of projects, of our present strategic plan’s lines: add value to our developed in cooperation with other agents and with patients and open innovation. The Good Practice Competition is an international event that would allow us to share one of the innovation projects we are working on and achieve two goals: promote
our stakeholders (especially, patients). This experience can also be inspirational to others, within our own hospital and outside, and help us into developing new projects.
a new way of providing care and share our knowledge What will your next step be after the Competition? with others. Public Hospitals can develop new ways to attend to our customers’ needs and we wanted to let others know about this experience.
We intend to consolidate the actions we have already implemented and to keep on working with our patients to identify new concrete steps to advance in the care we
What would winning the Competition mean for Cruces provide. We will use creative-thinking methodologies to University Hospital? We have been chosen to be Finalist and, for us, that is already a great recognition. It proves that we are work-
focus on real problems and how to solve them and want to develop tools to promote patient- professional joint decision making.
ing in the right direction, that innovation is a winning As an organization, we will continue working in the deformula in the long run. It has also given us the chance velopment and the implementation of the EFQM Excelto talk about this project and spread the news about the lence Model and boosting innovation and creativity to steps we have taken to achieve the paradigm shift we move forward in cooperation and collaboration with pursue. Hospitals can build creative customer solutions others. and being a Finalist has already been a way to reach the healthcare community and send that message. It can also be a way to boost EFQM Excellence Model within our organisation. Winning the Competition would give
Raquel Benito Ruiz de la Peña Técnico Superior de Organización— Unidad de Innovación
us even more strength to do so. 12
The program for this year's Forum is shaping up nicely, with the usual mix of business and key note speakers. The theme for this year's Forum, "Achieving Excellence" will be explored through a series of keynotes speeches followed by a few good practices presented by organisations nominated at the EFQM Award 2014 or winners of the Good Practice Competition 2014. It will give you the opportunity to hear from real-life experiences, good practices from these award winning organisations and leave the EFQM Forum with valuable insights. Every year, we welcome participants from Europe and beyond, and from a wide variety of sectors, who are interested in learning about recipes on how leading organisations reach and sustain a high level of performance. We are looking forward to welcoming you in Brussels in October. For more information and to register : www.efqmforum.org
Good Practice Visit EFQM & SUE “Vodokanal of Saint-Petersburg”Have the pleasure to invite you a Good Practice Visit in July
About Vodokanal Vodokanal of Saint-Petersburg provides potable water and sewerage services to nearly 5 Mio. inhabitants of the Russia's second largest city and to many thousands of companies using innovative technologies.
Practical Information Date: Friday, 25 July 2014 Location: The Information and Training Center of SUE “Vodokanal of Saint-Petersburg” 56 Shpalernaya st., Saint-Petersburg, Russia
Speakers: Vodokanal of Saint-Petersburg, EFQM
Program of the day
If you would like to participate please, send you registraDuring this Good Practice Visit, you will discover the Main tion form to: email@example.com Water Treatment plant (bio monitoring) as well as the
You can find the Registration Form as an attachment in Information and Training Centre (Youth Environmental the email of the invitation Centre and Museum Complex “The Universe of Water”). Please, register before the 27th of June 2014 (visa proceThis is also the occasion to learn from a leading organisa- dure takes some time) tion ready to share with you good practices on various The event is limited to 40 people themes : Improvement of the management system of SUE
“Vodokanal of Saint-Petersburg”; Developing Organisational Capabilities Creative Use of Social Media And more...
please find below some recommendations: Closer to the City Center: Radisson Sonya Hotel Closer to Vodokanal: Hotel Marshal 14
In the past, the Wealth of Nations depended on factors like territorial expansion and the development of tools, technologies and machines. It now depends on the knowledge and skills of human capital as main triggers of economic growth. Universities are a vital part of the infrastructure providing the high-level skills and knowledge necessary for longterm success. A high quality, sustainable higher education sector is therefore not only of great importance to business; itâ€™s vital to securing the future of nations. Quality education requires a significant investment of resources that must be managed within a long term, strategic plan. As with every organisation, leaders in the education sector need to develop their vision for the future and develop a coherent road map of how to make this vision a reality. They need to drive this plan: developing the capability of their organisation, harnessing creativity and innovation and training and motivating their people to improve productivity and the quality of the products and service they deliver. The EFQM Excellence Model addresses all key areas for running a successful education organisations. It provides a framework to develop the future capabilities any organisation needs to effectively achieve their strategic goals. Many organisations in the sector have already successfully implemented the Model. During these webinars some of them will share how they have done it and the benefits generated as a result.
Aenor is the Spanish Association for Standardisation and Certification. During this webinar facilitated by Aenor, some of the organisations recognised for successfully implementing the EFQM Excellence Model, will share their experience. Date: 25th of June 2014, from 15:30 PM to 17:00 PM (CET) Theme: Improving education in Schools through the implementation of the EFQM Excellence Model Register now here
The Stavropol State Agrarian University is the leading Russian center of education, science and culture, providing training, scientific-research and consultingmethodological activity. Date for the Webinar: 8th of July 2014, from 15:30 PM to 14:30 PM (CET) Date for the Good Practice Visit: 2nd of October 2014, Time TBC Theme: Journey Towards Excellence Register for the webinar here If you wish to register for the Good Practice Visit please visit our calendar in www.efqm.org or send us an email to firstname.lastname@example.org 15