Using the EFQM Excellence Model as a framework for improvement and change

The European Foundation for Quality Management (EQFM) Excellence Model had its origins in Total Quality Management. It is a holistic framework and is most successful when interpreted as such. Total Quality Partnerships (TQP) interpret the model to pur the ‘key delivery process’ of an organisation at its centre. This approach is holistic and relies on the leadership team using the model as its central agenda.The EFQM Excellence Model is about defining purpose and then looking at how that purpose can be achieved. Purpose reflects the requirements of all stakeholders, but especially customers. Central to achieving purpose is getting clarity about key delivery and support processes. Understanding it can be improved by redrawing it. To make full use of the Excellence Model, it needs to become the agenda for the leadership team. They need to fully understand its implications and fully commit to it. Using it for development cannot be delegated away to a junior member of staff. Senior management need to develop a strategy for change (using the Strategic S) — including clarity about purpose and how its achievement is measured, to identify key delivery processes and how support processes supply these. They also need to agree on a method for improvement. Such improvement works best where process owners are identified and made responsible and where staff and other stakeholders are widely included.The Excellence Model is not about nine unconnected boxes, is not a slogan, is not about enablers where purpose is unclear, is not about empty scoring exercises. It is a powerful framework for improvement, change, regular management at all levels and for training.