European Quality Standard

EUROPEAN FOUNDATION FOR

QUALITY MANAGEMENT
(EFQM)

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 Standard Kualiti Eropah

JALAN EROPA UNTUK PENGURUSAN

KUALITI
(EFQM)

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 About EFQM

• AFQM is a global non-profit membership

foundation based in Brussel, Belgium
• Has over 500 members covering more than 55
countries and 50 industries
• Provide a platform for learning and
improvement
• Custodian of the EFQM Excellence Model
• First ESQM Award was given in 1992
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 Mengenai EFQM

• AFQM adalah asas keahlian bukan keuntungan

global yang berpangkalan di Brussel, Belgium
• Mempunyai lebih 500 ahli yang meliputi lebih
daripada 55 negara dan 50 industri
• Menyediakan platform untuk pembelajaran
dan peningkatan
• Kustodian Model Kecemerlangan EFQM
• Anugerah ESQM pertama telah diberikan pada
tahun 1992
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 The Objectives of EFQM Award

• Identity organizations that will give a role

models for other organizations
• Help organizations assess their improvement
efforts
• Help to strengthen Europe’s competitiveness

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 Objektif EFQM Award

• Pertubuhan identiti yang akan memberi

contoh kepada organisasi lain
• Membantu organisasi menilai usaha
penambahbaikan mereka
• Membantu mengukuhkan daya saing Eropah

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 Fundamental Concepts of EFQM

• Adding values for customers

• Creating a sustainable future
• Developing Organizational capability
• Harnessing creativity and innovation
• Leading with vision, inspiration and integrity
• Managing with agility
• Succeeding through the talent of people
• Sustaining excellent results
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 Konsep asas EFQM

• Menambah nilai untuk pelanggan

• Mewujudkan masa depan yang mampan
• Membangunkan keupayaan Organisasi
• Memanfaatkan kreativiti dan inovasi
• Memimpin dengan visi, inspirasi dan integriti
• Mengurus dengan ketangkasan
• Berjaya menerusi bakat orang ramai
• Mengekalkan keputusan yang sangat baik
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 Element of EFQM
• Leadership
• Strategy
• People
• Partnership and Resources
• Processes, Product and Services
• Customer Results
• People Results
• Society Results
• Business Results / Key Results
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 Unsur EFQM
• Kepimpinan
• Strategi
• Orang
• Perkongsian dan Sumber
• Proses, Produk dan Perkhidmatan
• Keputusan Pelanggan
• Orang Keputusan
• Keputusan Persatuan
• Keputusan Perniagaan / Hasil Utama
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1. Leadership
• Leaders develop the mission, vision, values
and ethics and act as a role model
• Leaders define, monitor, review and drive the
improvement of the organizations
management system and performance
• Leaders engage with external stakeholders
• Leaders reinforce a culture of excellence with
the organization people
• Leaders ensure the organization is flexible and
manage change effectively 11
1. Kepimpinan
• Pemimpin membangun misi, visi, nilai dan etika dan
bertindak sebagai model peranan
• Para pemimpin menentukan, memantau, mengkaji
semula dan mendorong peningkatan sistem
pengurusan organisasi dan prestasi
• Para pemimpin terlibat dengan pihak berkepentingan
luar
• Pemimpin mengukuhkan budaya kecemerlangan
dengan orang-orang organisasi
• Para pemimpin memastikan organisasi itu fleksibel
dan menguruskan perubahan dengan berkesan
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2. Strategy
• Strategy is based on understanding the needs
and expectation of both stakeholders and the
external environment.
• Strategy is based on understanding internal
performance and capabilities
• Strategy and supporting policies are developed,
reviewed and updated to ensure economic,
societal and ecological sustainability.
• Strategy and supporting policies are
communicated and deployed through plans,
processes and objectives 13
2. Strategi
• Strategi adalah berdasarkan kepada
pemahaman keperluan dan jangkaan kedua-dua
pemegang kepentingan dan persekitaran luaran.
• Strategi adalah berdasarkan kepada
pemahaman prestasi dan keupayaan dalaman
• Dasar strategi dan sokongan dibangunkan,
disemak dan dikemas kini untuk memastikan
kemampanan ekonomi, sosial dan ekologi.
• Strategi dan dasar sokongan dikomunikasikan
dan dikerahkan melalui pelan, proses dan
objektif 14
3. People
• People plan support the organization’s
strategy
• People’s knowledge and capabilities are
developed
• People are aligned, involved and empowered
• People communicate effectively throughout
the organization
• People are rewarded, recognized and cared for

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3. Orang
• Orang merancang menyokong strategi
organisasi
• Pengetahuan dan keupayaan orang
dikembangkan
• Orang diselaraskan, terlibat dan diberi kuasa
• Orang berkomunikasi secara berkesan di
seluruh organisasi
• Orang ramai diberi ganjaran, diiktiraf dan
dijaga
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4. Partnership and Resources
• Partners and suppliers are managed for
sustainable benefit
• Finances are managed to secure sustained
success
• Buildings, equipment, materials and natural
resources are managed in a sustainable way
• Technology is managed to support the delivery
of strategy
• Information and knowledge are managed to
support effective decision making and to build
organizational capability 17
4. Perkongsian dan Sumber
• Rakan kongsi dan pembekal diuruskan untuk
manfaat yang mampan
• Kewangan diuruskan untuk menjamin kejayaan
yang mampan
• Bangunan, peralatan, bahan dan sumber asli
diuruskan dengan cara yang mampan
• Teknologi diuruskan untuk menyokong
penyampaian strategi
• Maklumat dan pengetahuan diuruskan untuk
menyokong keputusan yang berkesan dan untuk
membina keupayaan organisasi 18
5. Processes, Products and Services
• Processes are designed and managed to
optimized stakeholders value
• Products and services are developed to create
optimum value for customers
• Products and services are effectively promoted
and marketed
• Products and services are produced, delivered
and managed customer relationship are
managed and enhanced.

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5. Proses, Produk dan Perkhidmatan
• Proses direka dan diuruskan untuk
mengoptimumkan nilai pemegang kepentingan
• Produk dan perkhidmatan dibangunkan untuk
mewujudkan nilai optimum untuk pelanggan
• Produk dan perkhidmatan secara efektif
dipromosikan dan dipasarkan
• Produk dan perkhidmatan yang dihasilkan,
dihantar dan dikendalikan hubungan pelanggan
diuruskan dan dipertingkatkan.

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6. Customers Results
• Set clear target for key result based on the
needs and expectations of their customers in
line with their chosen strategies
• Demonstrate positive or sustained good
customer result for at least 3 years
• Clearly understand the underlying resources
and drivers of observed trends and the impact
these result will have on other performance
indicators and related outcome
• Anticipate future performance and results
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6. Keputusan Pelanggan
• Tetapkan sasaran yang jelas untuk hasil utama
berdasarkan keperluan dan jangkaan pelanggan
mereka selaras dengan strategi pilihan mereka
• Menunjukkan hasil pelanggan yang positif atau
berterusan selama sekurang-kurangnya 3 tahun
• Jelas memahami sumber dan pendorong yang
mendasari trend yang diperhatikan dan
kesannya akan menghasilkan petunjuk prestasi
dan hasil yang berkaitan
• Menjangka prestasi dan keputusan masa depan
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6. Customers Results/..

• Segment results to understand the experience,

needs and expectation of specific customer
group.

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6. Keputusan Pelanggan / ..

• Hasil segmen untuk memahami pengalaman,

keperluan dan jangkaan kumpulan pelanggan
tertentu.

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 Customer Results..

• Seeing themselves as their customers see

them.
• Understand both the needs and expectation
as those who they regard as customers.
• Have a focus on the key data sets that are the
most important to manage

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 Keputusan Pelanggan

• Melihat diri mereka sebagai pelanggan

mereka melihatnya.
• Memahami kedua-dua keperluan dan harapan
sebagai mereka yang mereka anggap sebagai
pelanggan.
• Mempunyai tumpuan pada set data utama
yang paling penting untuk dikendalikan

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 ..Customer Results

• Constantly hunts for latent or unmet customer

needs.
• Understand what is likely to drive/enable
future customer loyalty and satisfaction
• Track and act on both long and short-term
priorities for customers

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 Keputusan Pelanggan

• Constantly hunts for latent or unmet customer

needs.
• Understand what is likely to drive/enable
future customer loyalty and satisfaction
• Track and act on both long and short-term
priorities for customers

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 People Results..

• Seeing themselves as their people see them

• Being seen to understand/act upon the reason
for success and shortfalls
• Understanding what is likely to drive/enable
motivation and satisfaction needed for the
future and there-by have a focus on the
enablers to review and manage

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 Keputusan masyarakat

• Melihat diri mereka sebagai orang-orang

mereka melihatnya
• Dilihat untuk memahami / bertindak atas
sebab kejayaan dan kekurangan
• Memahami apa yang mungkin mendorong /
membolehkan motivasi dan kepuasan yang
diperlukan untuk masa depan dan di sana-
dengan memberi tumpuan kepada pemboleh
untuk mengkaji dan mengurus
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 ..People Results

• Have clarity on the reasons for choosing the

benchmark organization/comparative data
sets that are used
• Track and act on both long and short-term
priorities for people

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 Keputusan masyarakat

• Mempunyai kejelasan atas sebab-sebab untuk

memilih kumpulan penanda aras / set data
komparatif yang digunakan
• Melacak dan bertindak ke atas kedua-dua
keutamaan jangka panjang dan jangka pendek
untuk orang

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 Society results..

• Understand the risks/opportunities that

societal performance may create for the
organization’s “brand”
• Understanding and obtaining broard
stakeholders engagement
• Understand the courses of trend, overtime in
the results

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 Keputusan masyarakat..

• Memahami risiko / peluang yang boleh

dihasilkan oleh prestasi masyarakat untuk
"jenama" organisasi
• Memahami dan mendapatkan penglibatan
pemegang kepentingan broard
• Memahami trend kursus, lebih masa dalam
keputusan

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 ..Society results

• Compare their performance to that of

others/’best in class’ organization
• Segment the analysis of societal data by local,
regional or global dimension, as appropriate
to the operation/products/services related

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 .. Keputusan masyarakat

• Bandingkan prestasi mereka dengan organisasi

orang lain / 'terbaik dalam kelas'
• Segmen analisis data masyarakat oleh dimensi
tempatan, serantau atau global, sesuai dengan
operasi / produk / jasa yang berkaitan

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 Key Results..

• Refining and agreeing with key stakeholders

the relevant financial measures that will track
the achievement of their chosen strategies
• Compare their performance to their
strategies, target and plan in order to
understand/act upon the reasons for success
and shortfalls

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 Keputusan Utama..

• Memperbaiki dan bersetuju dengan pihak

berkepentingan utama langkah-langkah
kewangan yang relevan yang akan menjejaki
pencapaian strategi pilihan mereka
• Bandingkan prestasi mereka dengan strategi,
sasaran dan pelan mereka untuk memahami /
bertindak atas sebab kejayaan dan kekurangan

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 ..Key Results

• Understand what is likely to drive / enable

future success
• Compare their performance to that of
competitors and ‘best in class’ organization

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 .. Keputusan Utama

• Memahami apa yang mungkin mendorong /

membolehkan kejayaan masa depan
• Bandingkan prestasi mereka dengan pesaing
dan organisasi 'terbaik di kelas'

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Enablers Results

Leadership People Processes, People Business

Products & Results Results
Services

Strategy Customer
Results

Partnership & Society

Resources Results

Learning, Creativity and Innovation

The EFQM Excellence Model (9 boxes) 41

Pemuat Keputusan

Leadership People Processes, People Business

Products & Results Results
Services

Strategy Customer
Results

Perkongsian & Society

Sumber Results

Learning, Creativity and Innovation

The EFQM Excellence Model (9 boxes) 42

The EFQM Excellence Model allows people to
understand the causes and effect relationship
between what their organization does and the
results it achieves

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Model Kecemerlangan EFQM membolehkan
orang ramai memahami sebab-sebab dan kesan
hubungan antara apa yang dilakukan oleh
organisasi mereka dan hasilnya

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Balancing the weightings / Guidance Points
Distribution
Leadership - 100
People - 90
Strategy - 80
Partnership & Resources - 90
Processes, Products & Services - 140
People Results - 90
Customers Results - 200
Society Results - 60
Key Results - 150
Total - 1000 45
Mengimbangi pembahagian / Pengedaran Mata
Garis Panduan
Leadership - 100
People - 90
Strategy - 80
Perkongsian & Sumber - 90
Processes, Products & Services - 140
People Results - 90
Customers Results - 200
Keputusan Masyarakat - 60
Keputusan Utama - 150
Total - 1000 46
 The Benefit of EFQM

• Create enthusiasm for improvement

• Instill the culture of excellence
• Receive a blue print of your results
• Independent assessment
• Improve your competitiveness
• International visibility and recognition

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 Faedah EFQM

• Mewujudkan semangat untuk

penambahbaikan
• Menyemai budaya kecemerlangan
• Terima cetakan biru keputusan anda
• Penilaian bebas
• Meningkatkan daya saing anda
• Penglihatan dan pengiktirafan antarabangsa

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The Liverpool John Moores University from
The United Kingdom was awarded FEQM
Awards for ‘Building Partnership’ in 2011

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The Liverpool John Moores University dari The
United Kingdom dianugerahkan Anugerah
FEQM untuk 'Membina Perkongsian' pada
tahun 2011

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THE END

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