Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to a real case

This paper describes how to use the information coming from applying the EFQM excellence model to analyse the perception that the members of an organisation have of it regarding their business vision. Such an analysis is made on the basis of the EFQM excellence model criteria and by applying statistical data analysis techniques. With this study, besides detecting both the strong and weak areas of actuation on which an organisation should focus and act, it is also possible to detect the relationships between the personal characteristics of members of the organisation and their business vision. The main goal is that organisations are able to reach excellence by jointly using an assessment method (the EFQM excellence model) and posterior statistical data analysis techniques (uni-variant and multi-variant). These techniques enable one to complement and enlarge the potential of the EFQM excellence model. Finally, the procedure is illustrated by presenting the main results of applying it to a real case of the Permanent Training Centre of the Polytechnic University of Valencia in Spain. © 2011 Taylor & Francis.Alfaro Saiz, JJ.; Carot Sierra, JM.; Rodríguez Rodríguez, R.; Jabaloyes Vivas, JM. (2011). Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to a real case. Total Quality Management and Business Excellence. 22(8):853-868. doi:10.1080/14783363.2011.597595S853868228Carlos Bou‐Llusar, J., Escrig‐Tena, A. B., Roca‐Puig, V., & Beltrán‐Martín, I. (2005). To what extent do enablers explain results in the EFQM excellence model? International Journal of Quality & Reliability Management, 22(4), 337-353. doi:10.1108/02656710510591192Calvo‐Mora, A., Leal, A., & Roldán, J. L. (2006). Using enablers of the EFQM model to manage institutions of higher education. Quality Assurance in Education, 14(2), 99-122. doi:10.1108/09684880610662006Dale, B. G., Zairi, M., Van der Wiele, A., & Williams, A. R. T. (2000). Quality is dead in Europe – long live excellence ‐ true or false? Measuring Business Excellence, 4(3), 4-10. doi:10.1108/13683040010377737Eskildsen, J. K., Kristensen, K., & Jørn Juhl, H. (2001). The criterion weights of the EFQM excellence model. International Journal of Quality & Reliability Management, 18(8), 783-795. doi:10.1108/eum0000000006033Farrar, M. (2000). Structuring success: A case study in the use of the EFQM Excellence Model in school improvement. Total Quality Management, 11(4-6), 691-696. doi:10.1080/09544120050008084Hides, M. T., Davies, J., & Jackson, S. (2004). Implementation of EFQM excellence model self‐assessment in the UK higher education sector – lessons learned from other sectors. The TQM Magazine, 16(3), 194-201. doi:10.1108/09544780410532936Li, M., & Yang, J. B. (2003). A decision model for self‐assessment of business process based on the EFQM excellence model. International Journal of Quality & Reliability Management, 20(2), 164-188. doi:10.1108/02656710310456608Martín‐Castilla, J. I., & Rodríguez‐Ruiz, Ó. (2008). EFQM model: knowledge governance and competitive advantage. Journal of Intellectual Capital, 9(1), 133-156. doi:10.1108/14691930810845858McAdam, R., & Welsh, W. (2000). A critical review of the business excellence quality model applied to further education colleges. Quality Assurance in Education, 8(3), 120-130. doi:10.1108/09684880010372716Ruiz-Carrillo, J. I. C., & Fernández-Ortiz, R. (2005). Theoretical foundation of the EFQM model: the resource-based view. Total Quality Management & Business Excellence, 16(1), 31-55. doi:10.1080/1478336042000309857Rusjan, B. (2005). Usefulness of the EFQM excellence model: Theoretical explanation of some conceptual and methodological issues. Total Quality Management & Business Excellence, 16(3), 363-380. doi:10.1080/14783360500053972José Tarí, J. (2006). An EFQM model self‐assessment exercise at a Spanish university. Journal of Educational Administration, 44(2), 170-188. doi:10.1108/09578230610652051Wongrassamee, S., Simmons, J. E. L., & Gardiner, P. D. (2003). Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model. Measuring Business Excellence, 7(1), 14-29. doi:10.1108/13683040310466690Yang, J. B., Dale, B. G., & Siow, C. H. R. (2001). Self-assessment of excellence: An application of the evidential reasoning approach. International Journal of Production Research, 39(16), 3789-3812. doi:10.1080/0020754011006907

Performance measurement tools The balanced scorecard and business excellence model

Includes bibliographical references. Title from coverSIGLEAvailable from British Library Document Supply Centre- DSC:3597. 94812(2001/1) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Capability Maturity Model Integrated for Ship Design and Construction

Part 1: Knowledge-Based Performance ImprovementInternational audienceProject constraints are continuously growing in terms of time, cost, customer satisfaction, return on investment, quality. And also they are growing in terms of complexity, number of stakeholders, number of parameters to manage and number of interactions between these parameters. In this paper, we carry out literature study on capability maturity model integrated (CMMI) for Ship Design and Construction. The purpose is to understand, demonstrate and develop a structure for CMMI in Ship Design and Construction. Capability maturity models offer companies a simple but effective tool to organize, control and monitoring their processes. Emerged out of software engineering, the application fields have widened and maturity model research is becoming more important. So far, few limited studies exits on applicability of capability maturity models for Ship Design and Construction. The developed structure can be used as a structured matrix to assess the maturity levels of the company through measurable stages.  In addition, the structured matrix can be used to assess and improve individual companies involved in the ship design and construction process, for example a yard and assess various value chain configurations, i.e., alternative configurations of actors to be performing a planned ship design and construction project