Business Improvement is

1
Business Improvement is

• A long term approach that involves the entire
  organisation in the continuous improvement of
  product and services with the aim of meeting
  Customer and Business requirements

2
A simple quality model
The excellence of an organisations results
depends upon the excellence of its people and
processes
3
The European Model for Self-Assessment
People Satisfaction
People Management
Business Results
Processes
Leadership
Customer Satisfaction
Policy Strategy

Impact on Society
Resources
ENABLERS (500)
RESULTS (500)
4
The enablers
People Management 90
LEADERSHIP 100
PROCESSES 140
Policy Strategy 80
Resources 90
ENABLE Things to Happen HOW
5
The enablers

• Leadership
• How all managers inspire and drive Total Quality
  as the organisations fundamental process for
  continuous improvement
• Policy and Strategy
• The organisations mission, values, vision and
  strategic direction and the manner in which it
  achieves them
• People Management
• How the organisation releases the full potential
  of its people to achieve continuous improvement

6
The enablers

• Resources
• How the organisations resources are effectively
  deployed in support of policy and strategy
• Processes
• The management of all value adding activities
  within the organisation

7
The results
People Satisfaction 90
Business Results 150
Customer Satisfaction 200
Impact on Society 60
RESULT Of Efforts WHAT
8
The results

• Customer Satisfaction
• What the organisation is achieving in relation
  to the satisfaction of its external customers
• People Satisfaction
• What the organisation is achieving in relation
  to the satisfaction of its people

9
The results

• Impact on Society
• What the organisation is achieving in satisfying
  the needs and the expectations of the community
  at large
• Business Results
• What the organisation is achieving in relation
  to its planned business performance and in
  satisfying the needs and expectations of everyone
  with a financial interest in the organisation,
  and in achieving its planned business objectives

10
Self-Assessment is

• The regular and systematic assessment of an
  organisations activities and results against
  best practice ... as defined in the European
  Model for Self-Assessment

11
The purpose of Self-Assessment is

• To systematically review our RESULTS and HOW
  these are being achieved using an integrated
  approach
• To identify strengths and areas for improvement
  which can be prioritised and actioned through
  improvement plans
• To measure progress of improvement efforts

12
Self-Assessment focuses on

• How your company works
• How good you are
• How you compare with others
• How good you need to be
• What needs changing
• How to get started

13
The importance of the European Framework

• Recognition of Quality as a Strategic Issue
• Integration of Quality into Business Operations
• Definition of World Class
• Model for Organisational Self-Assessment

14
Benefits of Self-Assessment

• Sound basis for consideration of strategic
  direction
• Sound basis for prioritising future improvement
  plans
• Feedback report
• Reinforces links between enabling activities and
  excellence in Business Results
• Progress made against model for business
  excellence
• Basis for benchmarking

15
Improvement plans

• The Quality of Improvement Plans are a measure of
  how effectively Self-Assessment, using the model,
  has been performed
• Improvement plans should be consistent with
  strategic plans
• Improvement plans can be at Corporate,
  Departmental or at Small Group level
• Improvement plans should include details on
  Activities, Timescales, Responsibilities and
  Resources

16
Organisations using Self-Assessment . . .

• Social Security Agency
• D2D
• Xerox
• Miliken

• British Telecom (NI)
• Royal Mail
• Coca-Cola Bottlers (Ulster) Ltd
• Nortel

17
Leadership . . .

• How all managers inspire and drive Total Quality
  as the organisations fundamental process for
  continuous improvement
• visible involvement in leading TQ
• a consistent TQ culture
• timely recognition and appreciation of the
  efforts and successes of teams and individuals
• support of TQ by provision of appropriate
  resources and assistance
• involvement with customers and suppliers
• active promotion of TQ outside the organisation

18
Policy and strategy . . .

• The organisations mission, vision, values and
  strategic direction and the manner in which it
  achieves them
• how policy and strategy are formulated on the
  concept of TQ
• how policy and strategy are based on information
  that is relevant and comprehensive
• how policy and strategy are the basis for
  business/service plans
• how policy and strategy are communicated
• how policy and strategy are regularly updated and
  improved

19
People management . . .

• How the organisation releases the full potential
  of its people to achieve continuous improvement
• how people resources are planned and improved
• how the skills and capabilities of the people are
  preserved and developed through recruitment,
  training and career progression

20
People management . . . contd

• how people and teams agree targets and
  continually review performance
• how the involvement of everyone in continuous
  improvement is promoted and people are empowered
  to take appropriate action
• how effective top-down and bottom-up
  communication is achieved

21
Resources . . .

• How the organisations resources are effectively
  deployed in support of policy and strategy
• financial resources
• information resources
• suppliers, materials, buildings and equipment
• the application of technology

22
Processes . . .

• The management of all value adding activities
  within the organisation
• how processes critical to the success of the
  organisation are identified
• how the organisation systematically manages its
  processes
• how process performance measurements along with
  all relevant feedback, are used to review
  processes and to set targets for improvement
• how the organisation stimulates innovation and
  creativity in process improvement
• how the organisation implements process changes
  and evaluates the benefits

23
Scoring the enablers . . .

• Approach
• the methods the company use to address the
  enabler element - appropriateness, systematic
  prevention based, reviewed improved,
  integration into normal operations
• Deployment
• extent to which the approach has been
  implemented to its full potential - vertically
  through all relevant areas, horizontally through
  all relevant areas and activities, in all
  relevant processes, to all relevant products and
  services

24
Award scoring process . . .
APPROACH
DEPLOYMENT
0
25
50
75
100
25
Chart 1 Enablers (part 1) . . .
APPROACH SCORE DEPLOYMENT Anecdotal or
Non-Value adding. 0 Little effective use. Some
evidence of soundly based 25 Applied to about
one-quarter of approaches and prevention
based the potential when considering
systems. all relevant areas and
activities. Subject to occasional review.
Some areas of integration into normal
operation. Evidence of soundly based
systematic 50 Applied to about half of
potential approaches and prevention based when
considering all relevant systems. Subject to
regular review with areas and activities. respect
to business effectiveness. Integration into
normal operations and planning well established.
26
Chart 1 Enablers (part 2) . . .
APPROACH SCORE DEPLOYMENT Clear
evidence of soundly based systematic 75 Applied
to about three- approaches and prevention based
systems. quarters of the potential Clear
evidence of refinement and improved when
considering all business effectiveness through
review cycles. relevant areas and Good
integration of approach into normal activities. o
perations and planning. Clear evidence of
soundly based systematic 100 Applied full
potential in approaches and prevention based
systems. all relevant areas and Clear evidence
of refinement and improved activities. business
effectiveness through review cycles. Approach
has become totally integrated into normal working
patterns. Could be used as a role model for
other organisations.
27
Scoring the results . . .

• Excellence of Results will take account of
• existence of positive trends and that negative
  trends are understood and addressed, comparisons
  with own targets and external organisations
  (including best in class), ability to sustain
  performance
• Scope of Results will take account of
• extent to which Results cover all relevant areas
  of the company, extent to which a full range of
  results are available, extent to which relevance
  of Results is understood

28
Award scoring process . . .
EXCELLENCE
SCOPE
0
25
50
75
100
29
Chart 2 Results (part 1) . . .
RESULTS SCORE SCOPE Anecdotal 0 Resul
ts address few relevant areas and
activities. Some results show positive
25 Results address some trends. Some
favourable relevant areas and
activities. comparisons with own targets. Many
results show positive trends 50 Results address
many over at least three years. Favourable
relevant areas and activities. comparisons with
own targets in many areas. Some
comparisons with external organisations. Some
results are caused by approach.
30
Chart 2 Results (part 2) . . .
RESULTS SCORE SCOPE Most results
show strongly positive trends 75 Results address
most over at least three years. Favourable
relevant area and comparisons with own targets
in most areas. activities. Favourable
comparisons with external organisations in many
areas. Many results are caused by
approach. Strongly positive trends in all areas
over 100 Results address all at least five
years. Excellent comparisons relevant areas
and facets with own targets and external
organisations of the organisation. in most
areas. Best in Class in many areas of
activity. Results are clearly caused
by approach. Positive indication that
leading position will be maintained.