Eurochambres Academy Forum

1
Eurochambres Academy Forum

• 23-26 February 2005

2
Discover Excellence

• Introduction Objectives
• Getting started with Quality
• Assess your programme
• How do you measure?
• How do you benchmark?
• Your action points

3
Introductions

• Melissa Rancourt, EFQM

MBA - Entrepreneurship
Industrial Engineering
Operations Management
Public Sector and Non-Profit Organisations
EFQMOperationsTraining
4
EFQM in the Heart of Europe

• Centred in Brussels, Belgium
• Core EFQM Team of 30 people (12 nationalities)
  an Extensive Network
• Not-for-profit Membership Foundation dedicated to
  helping businesses and government
• EFQM is the primary source for organisations in
  Europe looking to excel in their market and in
  their business.

Our mission is to be the driving force for
sustainable excellence in Europe
5
Academy Programme

• Represented by different Chambers
• ? Istanbul ? Italy
• ? Athens ? Slovenia
• ? Thessaloniki ? Liverpool
• ? Aegean Region? Serbia
• ? Austria ? Milan
• ? Turku ? Srpska
• ? Oslo ? Croatia
• ? Birmingham ? Finland
• ? Paris ? Heraklion
• ? Sarajevo ? Helsinki

6
Objectives

• To learn how to assess your own training
  programme from a quality perspective
• To identify the types of measurements used to
  analyse your programme
• To learn the benefits of benchmarking
• To learn from each other on approaches to success
• Others? Your expectations?

7
The Quality Game
Define Quality
Name that Tool
Acronym Craze
Company Match
Buzz Words
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
8
For 1 point!

• Name 3 words that come to mind when you hear the
  word QUALITY.

Answer Excellence Speed Customer
Service Management People Customer
Product Appearance Service Satisfaction TQM Re
sults Performance Cost Efficiency Mission Stra
tegy Recognition
9
For 1 point!

• A picture of squares, triangles, and other shapes
  that demonstrate the steps of an activity.

Answer FLOWCHART
10
For 1 point!

• What does TQM stand for?

Answer Total Quality Management
11
For 1 point!

• When I think of Quality and FOOD, this company
  comes to mind...

Answer Restaurant, Brand, Specific Product,
Supermarket, ...
12
For 1 point!

• Describe BENCHMARKING.

Answer A systematic and continuous measurement
process a process of continuously comparing and
measuring an organisation's business processes
against business leaders anywhere in the world to
gain information which will help the organisation
take action to improve its performance.
13
For 2 points!

• What would be your FIRST step to implementing a
  Quality programme in your Chambers?

Answer Define the goal. Review the business
strategy. Define the key stakeholders.
14
For 2 points!

• I would like to get a list of ideas from a group
  of people. What is one way to organise this?

Answer BRAINSTORMING
15
For 2 points!

• What does ISO stand for?

Answer International Organization for
Standardization
16
For 2 points!

• When I think of Quality and TRAVEL, this company
  comes to mind

Answer Airlines, Travel Agencies, Trains, Local,
National, International, ...
17
For 2 points!

• Describe BALANCED SCORECARD.

Answer A set of vital measures or key figures
giving information on the performance and the
achieving of targets of the whole business
operation of a company. The long-term set of
measures chosen reflects all areas where the
organisation has set strategic targets, such as
customer satisfaction, financial returns,
shareholder value, quality, operational
excellence, innovation potential, people
satisfaction, public image, etc.
18
For 3 points!

• What are some reasons to obtain certification?

Answer - follow a standard way of delivering a
service - to improve your process - to show your
customers your achievement - to motivate your
internal staff
19
For 3 points!

• I need to measure an activity and would like to
  make sure that the process stays within certain
  limits. How can I show this?

Answer CONTROL CHART
20
For 3 points!

• What does CSR stand for?

Answer Corporate Social Responsibility
21
For 3 points!

• When I think of Quality and SERVICE, this company
  comes to mind

Answer Work-related, Life-related, Products,
Chains, Size, ...
22
For 3 points!

• Describe RISK MANAGEMENT.

Answer Risk management is identifying issues
that could have an impact on your project or
programme, developing preventive measures to
prevent risks when possible, and creating
contingency plans in the event that issues occur.
23
Quality Examples

• What are businesses doing?...
• ISO Certification(about 15 CCIs certified out of
  43)
• Quality Improvements (TQM)
• Customer Surveys, Communication
• HR Job Descriptions, Annual Appraisals, Training
• Finance Budgets, Analysis
• Governance Structure, Reporting
• Overall Business Plan, Annual Report, Strategy
• Investors in People (mostly UK)
• EFQM Excellence Model
• Self-Assessment
• Management Practices CSR, Balanced Scorecard,
  Six Sigma, Sustainable Development, Process
  Improvement
• Awards Quality, Excellence, Recognition

24
Business Imperatives

• In our world today, we need to...
• Define a new approach to strategy and planning
• Become innovative, fast, flexible.
• Manage, create, and share knowledge.
• Align and engage people more effectively.
• Develop better leaders.
• Understand the drivers behind business results.

25
Excellence Model

• Why do companies use this Model?
• To give a realistic view of how good they are.
• To identify where to focus improvement effort
• To bring initiatives together into a single
  framework
• To encourage the sharing of internal and external
  good practice
• To understand the drivers behind business results
• To provide a common language
• To create a balance between different stakeholder
  groups

26
Self-Assessment

• A comprehensive, systematic and regular review by
  the organisation of its activities and results
  referenced against a model of Excellence.
• Allows an organisation to discern clearly its
  strengths and areas in which improvements can be
  made and results in planned improvement actions
  that are then monitored for progress.

? The EFQM Excellence Model is a registered
trademark of EFQM
27
Case Study

• Chamber of Commerce of Industry Nice Côte dAzur
• Democratic institution
• Managed by an Assembly of 52 members
• Elected from 54,000 commercial, industrial and
  service providers
• Public Establishment
• Under Authority of 3 Ministries Finance
  Industry, Transport, National Educational
• Service Providing Enterprise
• Coaching of Enterprises
• University and Professional Education
• Management of two airports, four ports

28
Case Study

• Chamber of Commerce of Industry Nice Côte dAzur
• 27 Locations through the Apes-Maritimes with
  headquarters in Nice
• 1015 Employees
• 39 executives
• 36 supervisors
• 25 other employees

29
CCI Nice

• Vision
• We would like to be the most performing in the
  public sector in Europe in serving local
  economical development.
• Mission
• We have six principal missions
• Representation of local enterprises
• Observation and presentation of economical
  information
• Economical coordination
• Coaching and consulting to enterprises in the
  management of their transformation
• Basic, higher and continued education
• Management and development of equipment of
  infrastructures

30
CCI Nice

• Strategic Objectives
• Continue the implement of services for
  enterprises based on a politic of proximity and
  territory
• Contribute to the set-up of enterprises in
  selection of projects and by research for
  investors
• Consolidate and develop our activities within
  professional education
• Town and country planning -- intensify our
  actions to promote an entrepreneurial Côte dAzur
• Continuous improvement of our Total Quality
  Management

31
Leadership

• CCI Nice
• Yearly Action Plan for the excellence approach
  with yearly objectives
• Leader participation in 400 department, regional,
  national, international organisations
• Close to 100 of our leaders has daily
  involvement with customers, partners and the
  society by meetings and working groups
• Organisational and Productivity Audits are done
  to measure productivity and ensure objectives are
  achieved.

32
Leadership

• Questions
• What is the Leadership style within the
  organisation?
• What are the priorities that Leaders consistently
  pay attention to?

33
People

• CCI Nice
• Better formalisation of the measurement and
  review of HR approaches.
• Goal to define an approach to encourage
  suggestions and innovations by employees
• Annual people satisfaction survey is reviewed
  every year
• ISO Certification of the present management of
  competencies
• Establishment of an approach of Center of
  Responsibilities (CR).

34
People

• Questions
• How do you identify and develop the skills of
  your employees?
• What policies exist to motivate and recognise
  employees?

35
Policy Strategy

• Questions
• What information do you collect and use to define
  your market?
• What are your key strategic goals?
• Describe your planning process.

36
Partnerships/Resources

• Questions
• Who are your key partners?
• How is information and knowledge collected and
  managed within the organisation?

37
Process

• Questions
• What are your key business processes?
• How do customers gain access to your
  organisation?

38
Measurements

• What types of measurements do you use in your
  training programme?
• That relate to the overall Chambers
• Specific to your programme
• Related to the individuals
• How do you calculate/collect/analyse these
  measurements?

39
Measurement Examples

• Quality
• Customer Satisfaction
• Cancellation rate for a training course
• Financial
• Cost of a learning event
• Revenue, PL
• Performance
• of people trained
• People
• of days of development for internal staff
• people satisfaction

40
To keep in mind...

• Define what you want to find out
• Design questions that will quantify responses
• Encourage written comments and suggestions
• Decide upon timeframe (e.g. every month)
• Analyse responses
• Compare to trends, targets, standards, benchmarks
• Take appropriate actions
• Communicate findings

41
Our Benchmarking Definition

• Benchmarking is the art of opening your mind to
  what has made other organisations successful
  combined with the ability to translate creatively
  such insight into successful implementation and
  results.

42
Benchmarking Essentials

• Continuous
• It is not a one-offexercise, it should be
  incorporated into the regular planning cycle of
  the organisation.
• Systematic
• Ensure that a consistent methodology is adopted
  by the organisation and that it is actually
  followed.
• Implementation
• Identify the gaps that exist between current
  performance and Best Practice

43
Benchmarking Essentials

• Best Practice
• It is not necessary to identify the absolute Best
  Practice in the world in order for benchmarking
  to be successful. Good or Superior practice is
  probably a more accurate phrase.
• Best Practices need to be adapted to fit a
  particular organisation.

44
Types of Partners

• Internal
• In larger organisations, you can benchmark
  against other sites or functions.
• Competitive
• Conducted through third-party research.
• Functional
• Conducted with non-competitors and compares
  companies performing similar functional activity.

45
Functional Benchmarking
Company
Comparison
Partner
NASA Southwest Airlines Ammunition
Mfg Rover Dominos Pizza ICL British Rail
Disney Grand Prix team Revlon Stone
quarry Emergency services Cookery
books British Airways
Event oriented industries Fast
changeover Producing smooth cylinders Distributi
on Rapid deployment Technical manual
production Cleaning
46
Question to you

• How do you currently benchmark?

47
Objectives

• To learn how to assess your own training
  programme from a quality perspective
• To identify the types of measurements used to
  analyse your programme
• To learn the benefits of benchmarking
• To learn from each other on approaches to success
• Take a moment to write your action plans for
  assessing, measuring, and evaluating your
  Training programme.