SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:

THE NINE CRITERIA

Copyright Compliance Alliance Limited 2001-2003 Page 1 of 15
Considering these questions may help your assessment:
How are leaders involved in estalishing the mission! vision and the ehavio"rs
e#pected in the organisation$
%oes the act"al ehavio"r of leaders reinforce the val"es! ehavio"r and e#pectations set
y the organisation$ ie are leaders &role models'$
%o they personally get involved in improvement activities$ (s this involvement visile
o"tside their department$
Are leaders involved and visile in activities s"ch as o)ective-setting! prioritising
improvements and reviewing performance$
How do leaders plan to stim"late innovation and creativity and empower their people$
How do leaders foc"s on the importance of learning$
How do leaders gather feedac* to review their leadership style
How do leaders emphasise the importance of cooperation across the organisation$
CRITERION 1 LEADERSHIP
How leaders develop and facilitate the achievement of the mission and vision, develop
values required for long-term success and implement these via appropriate actions and
behaviours, and are personally involved in ensuring that the organisations management
system is developed and implemented
Criterion Part 1a:
Leaders dee!o" t#e $ission% ision%
a!&es and et#i's and are ro!e $ode!s
o( a '&!t&re o( e)'e!!en'e*
Criterion Part 1+:
Leaders are "ersona!!, ino!ed in
ens&rin- t#e or-anisation.s
$ana-e$ent s,ste$ is dee!o"ed%
i$"!e$ented and 'ontin&o&s!,
i$"roed*
Considering these questions may help your assessment:
How is the organisation str"ct"red to ens"re optim"m delivery of the strategy developed
y its leaders$
How is process management systematically "sed$
How do leaders set "p a system for developing! implementing and "pdating the
organisation+s strategy$
How do leaders set "p a system for foc"sing on the *ey res"lts that indicate the s"ccess
of the strategy
How do leaders estalish a process to implement their plan to stim"late innovation and
creativity in their people
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 2 of 15
Criterion Part 1':
Leaders intera't /it# '&sto$ers%
"artners and re"resentaties o( so'iet,
Considering these questions may help your assessment:
How do leaders prioritise their activities with different c"stomer gro"ps$
%o these contacts address )oint improvement and partnership iss"es$
Are these contacts geared to identifying f"t"re needs efore they ecome an iss"e ,ie
prolem prevention-
Are leaders+ memerships of professional odies helpf"l in actively promoting
.#cellence$
(s recognition for e#cellence and contin"o"s improvement provided o"tside the
organisation! for e#ample to c"stomers! s"ppliers and other e#ternal sta*eholders$
How are leaders directly involved in developing partnerships with c"stomers! s"ppliers
and other e#ternal sta*eholders
Criterion Part 1d:
Leaders $otiate% s&""ort and
re'o-nise t#e or-anisation.s "eo"!e
Considering these questions may help your assessment:
How do leaders delierately ma*e themselves accessile to their employees$
How do they comm"nicate with their employees$ %o they ma*e specific opport"nities
to listen to them$
/hat processes e#ist to involve leaders in recognising individ"als and teams for
o"tstanding performance$ How do leaders get involved personally with this
recognition$
(s the performance of teams and individ"als in e#cellence and contin"o"s improvement
recognised and rewarded at the same level as other considerations! for e#ample in
comparison with any on"s schemes$
/hat is the relative emphasis placed on team recognition vers"s individ"al recognition$
How do leaders clearly comm"nicate where the organisation is going and how their
people can contri"te$
How do leaders s"pport their people in ma*ing that contri"tion$
How do leaders emphasise the importance of improvement activity and ma*e it possile
for their people to get involved$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 3 of 15
CRITERION 0 POLIC1 2 STRATE31
How the organisation implements its mission and vision via a clear stakeholder focused
strategy, supported by relevant policies, plans, objectives, targets and processes.
Criterion Part 0a:
Po!i', 2 Strate-, are +ased on t#e
"resent and (&t&re needs and
e)"e'tations o( sta4e#o!ders
Considering these questions may help your assessment:
(n developing the organisation+s strategy! what "se is made of res"lts and data otained
as0
1eedac* from staff$
1eedac* from c"stomers$
1eedac* from s"ppliers$
1eedac* from partners$
How are the needs of other sta*eholders ta*en into acco"nt$ eg society and vario"s parts
of 2overnment$
How is a c"rrent and forward view of p"lic needs determined$
(s the information "sed at a strategic level rather than only for tactical ,day-to-day-
iss"es
Criterion Part 0+
Po!i', 2 Strate-, are +ased on
in(or$ation (ro$ "er(or$an'e
$eas&re$ent% resear'#% !earnin- and
'reatiit, re!ated a'tiities*
Considering these questions may help your assessment:
(n developing the organisation+s strategy! what "se is made of res"lts and information
otained as0
%ata on other providers ,e3g3 yo"r &competition'-$
%ata on new technologies$
%ata on legislative! socio-economic! environmental and reg"latory iss"es$
How are internal performance meas"res "sed to ens"re that strategies are realistic$
How are 4est in class+ and other enchmar*ing data "sed to set challenging goals$
How is the res"lt of organisational learning analysed to provide inp"t to strategy$
(s all the information "sed at a strategic level rather than only for tactical ,day-to-day-
iss"es$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 5 of 15
Criterion Part 0'
Po!i', 2 Strate-, are dee!o"ed%
reie/ed and &"dated
Considering these questions may help your assessment:
How is the organisation+s strategy aligned with the mission! vision and val"es$
How does the organisation ens"re a alance etween the interests of its vario"s
sta*eholders
How does the organisation determine whether its strategy is road eno"gh to address all
the iss"es relating to .#cellence$
How is scenario planning "sed to manage ris*$
How is the strategy lin*ed to that of the organisation+s partners$
How does the organisation foc"s on the factors critical to its s"ccess$
How is strategy reviewed to ens"re it contin"es to e relevant and effective and then is
"pdated when necessary$
How is the process of developing and "pdating strategy reviewed! as well as the content
of the strategy itself$
Criterion Part 0d:
Po!i', 2 Strate-, are de"!o,ed t#ro&-#
a (ra$e/or4 o( 4e, "ro'esses
Considering these questions may help your assessment:
How has the organisation identified the end-to-end processes that are critical to its
s"ccess$
How is their potential impact on performance eval"ated$
Have high-level &owners' een appointed for the *ey processes$
How does the organisation reg"larly review the critical processes and *ey performance
parameters that it needs to monitor! in order to achieve its o)ectives and deliver its
strategy$
How are f"t"re sta*eholder needs predicted and incorporated into the approach to
critical process identification$
Criterion Part 0e:
Po!i', 2 Strate-, are 'o$$&ni'ated
and i$"!e$ented
Considering these questions may help your assessment:
How ann"al plans are aligned with the longer-term view$
How are comm"nications on policy and strategy planned and prioritised$
(s the effectiveness of the comm"nications eval"ated and improved$
%oes the organisation eval"ate employees+ awareness of the relevant aspects of
policy and strategy$
How does strategy provide a framewor* for cascading targets and o)ectives$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 5 of 15
CRITERION 5 PEOPLE
How the organisation manages, develops and releases the knowledge and full potential of its
people at an individual, team-based and organisation-wide level, and plans these activities in
order to support its policy strategy and the effective operation of its processes
Criterion Part 5a:
Peo"!e reso&r'es are "!anned%
$ana-ed and i$"roed*
Considering these questions may help your assessment:
Are &people plans' ,for e#ample hiring! training and development- aligned to the "siness
plans and *ey processes$
(s there reg"lar assessment of employee morale! and are the res"lts made *nown and acted
"pon$ 1or e#ample y "pdating policy and6or proced"res3
How do terms and conditions of employment fit with the stated policies on people as
sta*eholders in the organisation$
Has the organisation revised wor*ing methods and str"ct"res y enchmar*ing against
e#ternal practices$
How is career development planned$
(s there an effective recr"itment policy6process in place to meet the organisation+s needs$
Have organisational str"ct"res een re-shaped to enco"rage innovation and creativity in
process improvement$
Criterion Part 5+:
Peo"!e.s 4no/!ed-e and 'o$"eten'ies
are identi(ied% dee!o"ed and
s&stained*
Considering these questions may help your assessment:
How are people+s *nowledge and competencies developed to meet the c"rrent and f"t"re
needs of the organisation$
How is learning actively enco"raged at individ"al! team and organisational levels$
How is wor* e#perience! secondments or )o rotation "sed to develop staff$
How are individ"al and team o)ectives aligned with those of the organisation$
Are people+s s*ills developed y wor*ing in teams$
How are targets and o)ectives reg"larly reviewed$
How are targets and o)ectives "pdated if necessary$
How is individ"al and team performance against o)ectives assessed$
How are individ"als given help if their performance is falling short of e#pectations$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 7 of 15
Criterion Part 5':
Peo"!e are ino!ed and e$"o/ered*
Considering these questions may help your assessment:
/hat approaches have een estalished to not only enco"rage involvement "t stim"late
innovation and creativity$
How are individ"als given the opport"nity to contri"te to contin"o"s improvement$
How are teams given the opport"nity to contri"te to contin"o"s improvement$ ,8oth
departmental and cross-f"nctional teams-
Are people empowered to ma*e changes within their own area witho"t referral$
Criterion Part 5d:
Peo"!e and t#e or-anisation #ae a
dia!o-&e
Considering these questions may help your assessment:
Have the comm"nications needs of employees een identified$
Have the formal organisation approaches een assessed against these needs and modified6
s"pplemented as appropriate$
How does the organisation eval"ate the level of "nderstanding of the messages
comm"nicated$
How systematic is the sharing of *nowledge and &est practice' oth from within and
e#ternal to the organisation$
How is two-way comm"nication enco"raged$
/hat emphasis is given to cross-f"nctional comm"nication$
/hat steps are ta*en to contin"o"sly improve top-down! ottom-"p and cross-f"nctional
comm"nications$
Criterion Part 5e:
Peo"!e are re/arded% re'o-nised and
'ared (or*
Considering these questions may help your assessment:
How is reward and recognition "sed to enco"rage involvement in improvement and
empower employees$
How is the wor* environment made cond"cive to enco"raging employees to give of their
est$
How are terms and conditions designed not only to recr"it employees "t also to free them
to foc"s on contri"ting to organisational improvement$ ,for e#ample fle#ile ho"rs! )o-
sharing! child-care facilities-
How are employees enco"raged to ta*e responsiility for managing and improving their
wor* environment$ ,for e#ample health 9 safety iss"es-
How are reward systems and changes to wor* patterns achieved in line with
organisational strategy and val"es$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page : of 15
CRITERION 6 PARTNERSHIPS 2 RESO7RCES
How the organisation plans and manages its external partnerships and internal resources in
order to support its policy and strategy and the effectiveness of its processes.
Criterion Part 6a:
E)terna! "artners#i"s are $ana-ed*
Considering these questions may help your assessment:
How does the organisation see* o"t and develop *ey partnerships to s"pport its overall
strategy$
How are the partnerships str"ct"red for ma#im"m m"t"al enefit$
How are the partnerships foc"sed on creating val"e for the c"stomers$
How are the comined reso"rces of the partnerships enhancing the potential for
innovation and creativity thro"gh sharing *nowledge$
%oes the organisation ta*e the lead in developing its *ey s"ppliers ,and others in the
s"pply chain- thro"gh partnership relationships$
Criterion Part 6+:
Finan'es are $ana-ed*
Considering these questions may help your assessment:
How does financial management s"pport policy and strategy$
How are financial strategy and practices reviewed and improved$
How are financial mechanisms and parameters "sed to ens"re an efficient and effective
reso"rcing str"ct"re$
How are e#ternal controls on financial fle#iility managed to allow ma#im"m freedom
within the organisation$
How are financial parameters s"ch as costs! margins! val"e for money! assets! wor*ing
capital! cash flow and s"rpl"s ,if appropriate- managed for improvement$
How are investments eval"ated$
How are financial management practices aligned to "ser needs$
How is financial ris* managed$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page ; of 15
Criterion Part 6':
8&i!din-s% e9&i"$ent and $ateria!s are
$ana-ed*
Considering these questions may help your assessment:
How are material inventories optimised$
How are assets optimised in s"pport of policy and strategy$
How are the maintenance and "tilisation of assets managed to improve total asset life
cycle performance$
How is the impact of its assets on the comm"nity and employees ,incl"ding health 9
safety- considered$
How is the sec"rity of assets managed$
How is waste red"ced! recycled and minimised$
How are gloal non-renewale reso"rces conserved$
How is any adverse gloal impact of the organisation+s activities considered and red"ced$
Criterion Part 6d:
Te'#no!o-, is $ana-ed*
Considering these questions may help your assessment:
How has e#isting technology een e#ploited$
How are the processes of technology management aligned to the organisation+s strategy$
How are alternatives and emerging technologies identified and eval"ated in the light of
policy and strategy and their possile impact on the organisation and society$
How are technologies developed as the asis of the organisation+s operations and
services$
How are the s*ills and capailities of the people harmonised with developing technology$
How is technology harnessed in s"pport of process! information systems and other
systems improvement
Criterion Part 6e:
In(or$ation and 4no/!ed-e are
$ana-ed
Considering these questions may help your assessment:
How is *nowledge as well as data and information foc"sed on meeting the needs of the
organisation and its c"stomers
How are information and *nowledge "sed to stim"late innovation and creativity$
How are information systems managed to reflect "ser needs$
How is information made accessile to those who need it and how are these needs
determined from c"stomers! s"ppliers! people etc$
How are information strategies and the "nderlying processes of information management
aligned with policy and strategy$
How is information validity! availaility integrity and sec"rity6confidentiality ass"red and
improved$
How are operational and service improvements achieved thro"gh the "se of information
reso"rces$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page < of 15
CRITERION : PROCESSES
How the organisation designs, manages and improves its processes in order to support its
policy and strategy and fully satisfy, and generate increasing value for, its customers and
other stakeholders
Criterion Part :a:
Pro'esses are s,ste$ati'a!!, desi-ned
and $ana-ed
Considering these questions may help your assessment:
%oes the organisation have a system to ens"re that all the processes are managed and
controlled against appropriate standards$
Are there meas"res in place for all processes$
(s the capaility of processes meas"red as well as their o"tp"t$
How are interface iss"es addressed across f"nctional o"ndaries and e#ternally$
How are system standards considered and applied to process management$ ,for e#ample
for ="ality! environment! health 9 safety-
How is the process management str"ct"re designed to deliver the organisation+s overall
strategy$
Criterion Part :+:
Pro'esses are i$"roed% as needed%
&sin- innoation in order to (&!!,
satis(, and -enerate in'reasin- a!&e
(or '&sto$ers and ot#er sta4e#o!ders
Considering these questions may help your assessment:
How are decisions ta*en to set priorities for oth contin"o"s improvement and step
change$ How is the alance of these activities reviewed$
Are c"rrent performance meas"rements and improvement targets related to past
achievement to ens"re they are realistic$
How is data from &est in class' organisations! and other enchmar*ing so"rces! "sed to
set challenging targets$ How are these aligned to "siness goals$
How are new principles of design! technologies and operating philosophies proactively
identified! appraised and introd"ced for process improvement$
How is innovation and creativity in process improvement stim"lated$
Are process6pro)ect improvements piloted and proved efore implementation$
How is implementation of change controlled$
How does the organisation comm"nicate the details of process change to all appropriate
sta*eholders$
How does the organisation identify any training needed to implement the changes$
%oes the organisation carry o"t post-implementation assessment of whether changes
achieved predicted res"lts$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Copyright Compliance Alliance Limited 2001-2003 Page 10 of 15
Criterion Part :':
Prod&'ts and seri'es are desi-ned
and dee!o"ed +ased on '&sto$er
needs and e)"e'tations
Considering these questions may help your assessment:
How are the p"lic and specific c"stomer needs for prod"cts and services identified$
How are the f"t"re needs anticipated for either new prod"cts and services or
improvements to e#isting ones$
How are design and development activities foc"sed on c"stomer needs and e#pectations$
How does the organisation aim for a &competitive edge' y "sing innovation and
creativity in its development process$
How does the organisation wor* in partnership to develop new prod"cts and services$
Criterion Part :d:
Prod&'ts and seri'es are "rod&'ed%
de!iered and seri'ed*
Considering these questions may help your assessment:
/hat is the approach to prod"cing prod"cts and services to meet the defined design
re="irements$
How does the organisation decide whether to o"tso"rce prod"cts and services to meet
defined re="irements$
How are e#isting and new c"stomers and the p"lic generally made aware of the
organisation+s prod"cts and services$
How are c"stomers provided with the prod"cts and services to meet their needs$
How are the ongoing s"pport processes managed$
Criterion Part :e:
C&sto$er re!ations#i"s are $ana-ed and
en#an'ed*
Considering these questions may help your assessment:
How are c"stomer contact needs determined and met$
How does the organisation ta*e and respond to ro"tine c"stomer feedac*! oth positive
and negative$
How does the organisation ta*e the lead in estalishing and meeting the needs for its
relationships with its c"stomers$
How are the vario"s points in the c"stomer contact process monitored and then responded
to in order to improve the ongoing relationship$
How does the organisation plan and str"ct"re its approaches to gathering specific
c"stomer feedac* relevant to the iss"es that infl"ence their satisfaction with the
relationship$
How is c"stomer feedac* "sed to manage and improve the relationship$
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Depending on the purpose of the organisation, customer perceptions may include these areas:
Depending on the purpose of the organisation, performance indicators for customers may
relate to areas such as these:
Copyright Compliance Alliance Limited 2001-2003 Page 11 of 15
CRITERION ; C7STOMER RES7LTS
hat the organisation is achieving in relation to its external customers.
Criterion Part ;a:
Per'e"tion Meas&res <t,"i'a!!, o+tained
(ro$ s&re,s% (o'&s -ro&"s and
'o$"!aints=
!rganisation image
Accessiility and comm"nication
1le#iility and responsiveness
8eing proactive
1airness! co"rtesy! "nderstanding
"oyalty #where choice exists$
(ntention to come ac*
/illingness to "se others+ prod"cts 9
services
8eing proactive
/illingness to refer other c"stomers to
the organisation
%roducts and services
>"ality and delivery
?al"e for money
@eliaility
%esign and innovation
.nvironmentally friendly
!ngoing support
C"stomer foc"s of employees
Advice and technical s"pport
C"stomer literat"re and technical
doc"mentation
Handling complaints
Prod"ct training
@esponse time
>"ality of doc"mentation
Criterion Part ;+:
Per(or$an'e Indi'ators <as $eas&red +,
t#e or-anisation=
%roducts and services
Competitiveness or added val"e
%efect! error 9 re)ection rates
Levels of complaints
%elays
Prod"ct life cycle
%esign innovation and time to
introd"ce new services
!ngoing support
%emand for training
Handling of complaints
@esponse rate
!rganisation image
A"mer of c"stomer accolades 9
awards
Press and other media coverage
"oyalty #where choice exists$
%"ration of relationship
C"stomer retention
1re="ency of "se
Lifetime val"e
Aew and6or lost "siness
A"mer of referrals
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
People perception areas may include:
Depending on the purpose of the organisation, performance indicators for people may relate
to areas such as these:
Copyright Compliance Alliance Limited 2001-2003 Page 12 of 15
CRITERION > PEOPLE RES7LTS
hat the organisation is achieving in relation to its people.
Criterion Part >a:
Per'e"tion Meas&res <t,"i'a!!,
o+tained (ro$ s&re,s% (o'&s -ro&"s
interie/s and a""raisa!s=
&otivating 'actors
Career development 9 opport"nities to
achieve advancement
comm"nication
involvement 9 empowerment
e="al opport"nities
leadership iss"es
recognition
target setting 9 appraisal
val"es! mission! vision! policy 9
strategy
(atisfaction &easures
Brganisation+s administration
.mployment conditions! pay 9 enefits
Co sec"rity and the management of
change
Health 9 safety and the wor*ing
environment
Peer relationships
(mpact of environmental policy
Dhe organisation+s role in the comm"nity
Criterion Part >+:
Per(or$an'e Indi'ators <as $eas&red
+, t#e or-anisation=
)mployee achievements
Competency re="irements vers"s those
availale
prod"ctivity
s"ccess of training and development to
meet o)ectives
)vidence of participation
(nvolvement in improvement teams and
s"ggestion schemes
Drends of training and development
Eeas"rale enefits of team wor*
@ecognition of individ"als and teams
@esponse rates to people s"rveys
(atisfaction indicators
Accident! asenteeism and sic*ness levels
2rievances and stri*es
Ftaff t"rnover and recr"itment trends
Gse of enefits and facilities provided y
the organisation ,if any- ,eg recreational!
social-
(ervices provided by the organisation
Acc"racy of personnel administration
Comm"nication effectiveness
Dime ta*en to respond to en="iries
Draining eval"ation
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Depending on the purpose of the organisation, society perceptions may include these areas:
Depending on the purpose of the organisation, society performance measures may include the
areas listed in 8a above, and in addition:
Copyright Compliance Alliance Limited 2001-2003 Page 13 of 15
CRITERION ? SOCIET1 RES7LTS
hat the organisation is achieving in relation to local, national and international society as
appropriate.
Criterion Part ?a:
Per'e"tion Meas&res <t,"i'a!!,
o+tained (ro$ s&re,s% re"orts% "&+!i'
re"resentaties and $eetin-s% and
a&t#orities=
*+orporate citi,enship-
%isclos"res of information relevant to
the comm"nity
.="al opport"nities practices
(mpact on local and national economies
@elationships with relevant a"thorities
.thical ehavio"r
(upporting the local community
.d"cation and training
Eedical and welfare provision
Eeas"rale enefits of team wor*
@ecognition of individ"als and teams
@esponse rates to people s"rveys
.mpact of its operations and/or products
throughout the lifecycle
Health ris*s and accidents
Aoise and odo"r
Fafety haHards
Poll"tion and to#ic emissions
Gsed prod"ct disposal
0he preservation and sustainability of
resources
Choice of transport
.cological impact
@ed"ction and elimination of waste and
pac*aging
F"stit"tion of raw materials or other
inp"ts
Gsage of "tilities eg gas! water!
Criterion Part ?+:
Per(or$an'e Indi'ators <as $eas&red
+, t#e or-anisation=
Handling of changes in employment
levels ,especially red"ctions-
Gses of formal management systems
partic"larly in relation to
environmental management and a"dit
%ealings of the organisation with
a"thorities in relation to new services!
planning etc
Press coverage
Accolades and rewards received
Drends of active involvement in
comm"nity s"pport! s"ch as local events!
charities! environmental improvements
etc
Drends and activities to red"ce and
prevent n"isance and harm to neigho"rs
as a res"lt of operations! eg noise!
poll"tion! transport access
Drends and activities to assist the
preservation of gloal reso"rces s"ch as
energy! material reso"rces! conservation
etc
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Depending on the purpose and objectives of the organisation, these performance measures
may include these areas:
Copyright Compliance Alliance Limited 2001-2003 Page 15 of 15
CRITERION @ AE1 PERFORMANCE RES7LTS
hat the organisation is achieving in relation to its planned performance.
Criterion Part @a Ae, Per(or$an'e
O&t'o$es
T#e $ain res&!ts "!anned +, t#e
or-anisation*
'inancial outcomes
(ncome! e#pendit"re and s"rpl"s
.fficiency improvements
.#ternal comparisons of service costs
Ieeping to "dgets
1on-financial outcomes
Bperational vol"mes
Dime ta*en to introd"ce new services
@esponse to political and other
2overnment initiatives ,eg reform
programmes-
F"ccess rates
@eports of a"dits of acco"nts
@eports of a"dits against codes of
practice
SELF-ASSESSMENT THE EFQM EXCELLENCE MODEL:
THE NINE CRITERIA
Depending on the purpose and objectives of the organisation and its processes, these
performance indicators may include these areas:
Copyright Compliance Alliance Limited 2001-2003 Page 15 of 15
Criterion Part @+ Ae, Per(or$an'e
Indi'ators
T#e $eas&re$ents &sed to $onitor%
&nderstand% "redi't and i$"roe t#e
or-anisation.s !i4e!, 4e, "er(or$an'e
o&t'o$es
.nternal process measures
Performance and prod"ctivity
assessments
innovations and improvements
cycle times! defect rate! mat"rity and
deployment
time ta*en to introd"ce new processes
)xternal resources including partnerships
F"pplier price and performance
n"mer and val"e added of
partnerships
n"mer and val"e added of innovative
prod"cts and services
sol"tions generated y partners
n"mer and val"e added of )oint
improvements with partners
recognition of partners+ contri"tions
'inancial
Cash flow items
8alance sheet items
%epreciation
Eaintenance costs
2uildings equipment and materials
%efect rates and shortages
(nventory and t"rnover
Gtility cons"mption
Gtilisation rates
Fervice interr"ption6disr"ption
.nformation 3 knowledge
(ntegrity! acc"racy and accessiility
@elevance and timeliness
Fharing and "sing *nowledge
0echnology
Fpeed of introd"ction
CRITERION @ AE1 PERFORMANCE RES7LTS
hat the organisation is achieving in relation to its planned performance.