June 2011 www.efqm.org

What is Excellent Service at BMW Group manufacturing?

How does Siemens Congleton improve its time to market?

What are Xerox’s Customer Service Challenges in 2011?

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Adding value for members: an introduction from EFQM’s CEO.

Interview with Frank-Peter Arndt, Member of the

Board of Management, BMW AG, Production

All about EFQM’s most prestigious event of the year

Hear from Turkish Airlines, Xerox, KPN and Olabide Ikastola

and their customer service challenges and idols.

The story of Siemens Congleton

An introduction to the KPN assignment as part of the

Pegasus Leadership Development programme

fg

Last chance to register!

A homage to the 2011 EFQM Award Assessors

The one number you need to grow?

An overview of EFQM Member benefits

Read about upcoming events, free webinars, good practice

visits, and so on.

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Welcome to the second edition of “Excellence in Action”. The theme for this issue is

“Adding Value for Customers”. At EFQM, our main group of customers is our

members. Each year, we send a survey to gain feedback from our members about

the products and services we offer to gain insights into what’s most important to

them, what they’ve used and where they think there are gaps in our

portfolio. We’ve just got back the latest survey results and, as ever, they make for

interesting reading.

I’m pleased to say the overall satisfaction levels, along with a number of other key

areas, are showing an increase on last year following the introduction of new

products and a focus on improving our internal processes. However, is “overall

satisfaction” the best measure for monitoring the customer experience? In this

issue, we’ve asked 4 members to share with us the challenges they face in managing

the customer experience in 2011 and what the most important measure is for

them. Two of them, like a growing number of our members have said the “Net

Promoter Score” is the key measure they use. This looks at the number of people

who would actively promote a product, service or indeed, an organisation, minus

the ones who would not.

We’ve also adopted this measure and the results tell us that the more active a

member is in implementing the Model, the higher the net promoter score. This

backs up what we see happening in reality, where a large number of the people who

join EFQM Training or apply to become members are acting on the recommendation

of a trusted colleague. “Word of mouth”, especially in the Web 2.0 world, is more

powerful than ever.

Finally, we’ve got an exclusive interview with Frank-Peter Arndt, the member of the

BMW Management Board responsible for Production, giving us insights into how

BMW create a dialogue with customers to drive development and innovation.

Yours sincerely,

Pierre Cachet,

Chief Executive Officer, EFQM

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Interview with Frank-Peter Arndt, Member of the Board of Management, BMW AG, Production

Mr. Arndt, who are the customers of the BMW Group?

Last year, more than 1.46 million people around the

world opted for a BMW, MINI or Rolls-Royce. That’s

about 14% more than in 2009.

Our customers are not only growing in number; they

are also growing increasingly different – in a range of

ways. Let me give you just two examples.

Firstly, our customers are becoming increasingly

international. At present, we already sell almost 50% of

all our cars outside Europe – and the trend is upwards.

With China, India, Brazil, Russia and Korea as the main

growth markets for our branch of industry, we need to

look more closely at exactly what motivates our

customers in these markets. What’s important to

them? What factors affect their decision to purchase? A

typical Chinese businessman, for example, will

generally sit comfortably in the back of his car and do

some work while his chauffeur drives him around. So

he will have different requirements for legroom. We’ve

responded by developing a special version of the BMW

5 Series. It’s produced in China and it’s a huge sales

success there. Another example is the different

communication channels our customers use nowadays.

People born after 1980 have grown up as “digital

natives”. The internet, Facebook and Twitter are part of

their everyday lives, so we need to address them

differently. For instance, all our cars have internet

access, office and multimedia functions, and

smartphone integration.

Also, these networked customers are often more

critical – so that’s another point we take into account.

Why is customer orientation so important?

When it comes to business success, the customer is the

deciding factor. We need to view everything we do

from the customer’s perspective. Ultimately, we are all

customers ourselves every day of our lives: we take a

close look at the product and service quality on offer

and then decide whether we are willing to spend our

money on it or not. In other words, customers get to

choose their products, but companies don’t get to

choose their customers.

It’s not without reason that customer orientation is so

important in the EFQM Model.

Customers in China prefer to be driven by a chauffeur. Therefore the BMW Group developed a special BMW 5 series version with more legroom in the back row.

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How important is customer orientation to the BMW

Group?

The BMW Group has set out 12 Basic Principles – and

customer orientation is the very first one. We have a

clear vision: by the year 2020, we will be the leading

provider of premium products and premium services

for individual mobility. The only way we can achieve

our goal is by having the right products and the right

technologies for our customers, by being present in

major markets and by being socially acceptable as a

company.

Our customers’ purchase decisions are being influenced

more and more strongly by personal, emotional

impressions and by loyalty. That’s why we don’t just

want to satisfy our customers; we want to delight them

– because delighted customers are the best

ambassadors. They infect the people around them with

their enthusiasm when they talk about their

experiences. They advertise for us.

What influence do customers’ wishes have on your

corporate policy?

They have a major influence! We recently took a

number of business decisions based on very real needs

of our customers. For instance, we know that in the

years ahead customers will be looking for more variety

in the small car segment so we are going to offer small

BMW and MINI models specially designed for that

segment. We are also going to introduce front-wheel

drive BMW automobiles because we have learned that

a lot of customers buying smaller models do not really

attach any great importance to whether it’s a front or

rear-wheel drive. All they want is a BMW.

In 2013, we are going to launch an all-electric vehicle,

the BMW i3. It will be specially tailored to meet the

needs of customers living in the burgeoning cities of

our world and looking for sustainable individual

mobility.

And then there’s China, where increasing numbers of

people want BMW Group products. We are building a

new plant there because China is a market with major

growth potential. We are also extending our range to

include a variety of mobility services because

interconnectivity – along with zero-emissions motoring

– will be another big issue in the future.

All these things show customer orientation in practice.

We are working consistently to align our products and

services to the needs of customers around the world.

And that’s the right thing to do!

Customer orientation is often seen as a job for sales

and marketing. Is that enough?

No. That would be underestimating just how important

it is. Customer orientation is important for everybody.

Each and every one of our 95,000 associates – be they

in development, production or purchasing – has to

think and act with the customer in mind. In every area

of the company, we need to ask ourselves what our

customers actually expect from us, what products and

services they would like to see.

Customer orientation begins with strategy and

development and is important across every division of

the company, right up to sales and dealerships. Our

international supplier network is also vital to customer

orientation, because a lot of our value creation goes on

outside the BMW Group.

BMW Group is the most sustainable automotive producer worldwide. With its fleet of Efficient Dynamic cars the company reduced the emission of CO2 dramatically.

Employees at BMW Group are trained to work with a zero defect mentality.

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How does customer orientation manifest itself in

production?

Production is another area where the focus is on

customers and their needs. Because we produce to

order, we produce only what our customers want. And

that means every customer can have his or her own

individually tailored car – exactly what they want in top

quality and at the agreed time. And if they decide to

change their order, they can do so up to

6 days before we actually begin to

assemble their vehicle.

But the main thing production

contributes to customer orientation is

quality. No ifs, no buts, our target is zero

defects. After all, it’s our customers we

want back, not our cars!

Here, the most important factor is

attitude. It’s mind-set. Zero-defect

quality is not just about the technology

we use; at the end of the day, it’s about

each and every one of us working to

deliver a car of the right quality to our

customer. Quality is not a task; it’s a way

of life. We don’t test quality into our

products; we build it into them. That’s

our goal!

All the while, a focus on quality doesn’t

mean we can’t focus on costs. In

fact, wherever we direct our

processes towards value

creation, quality rises without

fail.

What role do managers play in

this context?

Managers are important role

models. Associates don’t always

do what their managers tell

them; most of all, they do what their managers do. The

way managers act and think is highly infectious – in

both the positive and the negative sense. We have to

be able to inspire our associates to a more customer-

oriented approach,

encourage them to take focused steps, and enable and

train them to act on customer orientation.

Another point I see as essential is that our managers –

irrespective of the area they work in – maintain

constant contact with customers. Every one of us

should have a sense for what actually happens at the

interface to the customer, for what really moves our

customers, what they really value and so

on. Just recently, I spent a day on the

road with the BMW Service Mobile. That

was an invaluable experience. It’s during

breakdowns that you get closest to the

customer. You get to experience their

needs and expectations first-hand.

Is there a connection between

sustainability and customer orientation?

For a very long time, customer

satisfaction depended most of all on

product substance and good service.

Nowadays, that’s not enough. More and

more customers are demanding a

convincing overall concept, one that

includes products, services, corporate

philosophy and corporate social

responsibility.

The BMW Group has always seen

itself as an integral part of society.

That’s why we take responsibility –

for environmental, economic or

social issues. We are absolutely

convinced that the issue of

sustainability, in all its facets, will

play an increasingly important role

in the years ahead. Already, we are

the most sustainable automotive

producer in the world. We have

taken the top position in the Dow

Jones Sustainability Index for the last

six years. No other producer uses its resources more

carefully than the BMW Group.

We intend to continue in the same vein – with

sustainable products and of course sustainable

production!

Frank-Peter Arndt, Member of the Board of Management, Production, in discussion with employees of BMW Plant Spartanburg, USA

“Managers are important role models”, says Frank-Peter Arndt, who spent one day on the road with a BMW service mobile to experience from firsthand what moves the BMW customer.

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Sustainability is going to be the main topic of this

year’s EFQM Forum, which the BMW Group is

hosting for the first time. What are you hoping it will

deliver?

As I said, we have already achieved a lot in terms of sustainability but there is still

more for us to learn. This fits in well with the EFQM philosophy of exchanging

ideas and learning from each other across different branches of industry in order

to develop. We are very pleased that by hosting the EFQM Forum this year, we will

be providing an international platform to promote sustainability. I would

be very happy if this Forum sent out a signal encouraging people to create a

sustainable future.

“People Planet, Profit – Taking Responsibility for a Sustainable Future”

The EFQM Forum is the ultimate event for senior managers, subject matter experts, change agents and business excellence managers to learn from best in class organisations. Join us for our annual conference and hear from previous EFQM Award Winners and the following keynote speakers:

Georg Kell, UN Global Compact Bertrand Piccard, Solar Impulse – whose Solar Plane successfully

achieved its first international flight from Payerne (Switzerland) to Brussels at the beginning of May.

Harald Krüger, member of the Board of Management, BMW AG Throughout the Forum, your current views will be challenged as we give you the opportunity to learn about recipes on how to take responsibility for a sustainable future. Additionally, we will celebrate the 2011 EFQM Excellence Award Finalists during the Recognition Ceremony on the Tuesday evening.

For more information or to register, please visit www.efqmforum.org.

Frank-Peter Arndt, Member of the Board of

Management, BMW AG, Production

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Who are your

customers?

Which individual

has inspired your

customer service

philosophy?

In your experience,

what is the most

important metric

for understanding

customer

satisfaction?

What is your key

focus for

customer service

in 2011?

Which

organisation do

you think has set

new standards for

customer service?

Our principal customers are the

parents and the students, who are at

the centre of our mission.

During the EFQM Awards in 2010, we

have been recognised as a Prize Winner

in Adding Value for Customers. In 2011,

we will continue the good work and we

will focus on maintaining service quality

without increasing the prices.

If I had to mention someone who worked

for this values that would be Jose

MªArizmendiarreta, one of the founders

of “Coperativa Mondragon”.

The Coperativa Mondragon. In

general I believe that the

cooperative movements are the

future. They have the capability to

take us out of this “crisis” because of

their flexibility.

In fact, in our environment, we don’t

believe in the power of one metric

only. We consolidate the feedback

from different customer groups

(students, parents and others) to

define improvement plans.

Xerox’s customers range from SMEs

up to big corporate organisations,

with a special focus in the sector of

graphic communications.

To improve the overall customer

experience, by looking at all our

processes from the eye of the

customer.

Attending multiple customer satisfaction

forums, I have seen that the most successful

companies are the ones with the biggest focus

on customers. To give you a specific

example: Ingrid Lindberg from the US

insurance company, Cigna has understood the

importance of the customer and has driven

the company to grow tremendously in only 18

months.

The NatWest Bank. They have set up an

impressive campaign transforming the

voice of the customer into changing

processes at all levels of the organisation.

The Net Promoter® Score

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Our customers are the passengers travelling

with Turkish Airlines and Star Alliance flights

and/or experiencing other services.

Our key focus is to get better in the way of

being a global airline with our valuable

passengers and to provide continual customer

pleasure by increasing the level of the services’

standards.

In our sector the IATA (The International Air Transport

Association), IOSA (The IATA Operational Safety

Audit), ICAO (International Civil Aviation Organization)

set new standards for customer service. Turkish

Airlines also set new standards and regulations for

customer services in accordance with its own

structure.

The feedback coming from customers is the

most important metric for understanding

customer satisfaction.

KPN is the leading telecommunications and ICT

service provider in The Netherlands, offering

wireline and wireless telephony, internet and TV

to consumers, end-to-end telecommunications

and ICT services to business customers.

Our key focus for 2011 is improving our service

experience and interaction for our customers by

eliminating unnecessary complexity and adding

smart improvements to our processes. We have

the ambition to be the best service provider in

The Netherlands.

We are being inspired by our customers. Our

customers’ perspectives and opinions on our

performance are the motor to our improvements

and changes and are being monitored via systems

like NPS and Lean Daily Management Processes.

Zappos.com is a great example of how businesses

grow by making customer service a core business.

They show what ‘adding value for customers’

means.

The best metric, is the metric that makes the

company aware of the need to change, and gives

enough input for formulating that change. For us,

introducing the Net Promoter Score within the

company created a change in awareness and focus

on the need to make changes for our customers.

It is not possible to mention an exact name on this

matter. We desire to be an organization which is

being inspired concerning customer service

philosophy and we are trying to be the best.

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Siemens Congleton is a UK based high tech manufacturer specialised

in electronic drives, and multiple EFQM prize-winner (2005 and 2007)

and Finalist in the 2010 EFQM Excellence Award. The plant faces

tough competition. To maintain its edge, Siemens Congleton has

invested consistently in applying Lean principles across both

manufacturing and administrative operations, which have

dramatically improved productivity and quality. The management

team recognises that these achievements in productivity will not be

enough by themselves to sustain the plant’s economic viability.

Therefore, they have defined a number of strategies to take

performance to the next level. Chief among these is a focus on

improving the time to market for its new product introductions or

‘Super-fast time to market’.

In the last two years significant delays have occurred

with the launch of several platforms, which have

delayed the launch of over 20 products, varying from

60 days to a year of more. Benchmarks with

competitors and similar manufacturing operations

have encouraged management of the plant to target

significant improvements.

The background: successfully navigating the

economic crisis

The global slump in the

economy in 2008

impacted almost every

market and sector. As a

worldwide provider of

products into the

industrial market

place, Siemens

Congleton was not

spared. The fiscal year

08/09 was an

extremely challenging

one for Siemens

Congleton. As a “short-cycle” business the plant was

affected very quickly and dramatically by the

economic downturn.

At the end of 2008 the plant management took a

number of steps to weather the impending storm,

beginning immediately with the elimination of all

discretionary expenditure such as travel and training.

It was quickly apparent that this was not enough and

a pay freeze was announced, the use of contractors

was stopped and eventually the plant was put on a

four day working week in early 2009.

Production volumes

dropped 40% in 2009,

accompanied by

redundancies, which

reduced the workforce

by 120 staff.

As demand began to

return at the end of 2009

and early 2010, the team

made full use of its

competence in ‘Lean

techniques’, mobilising

significant parts of the

workforce toward a productivity drive around a ‘back

to basics’ theme. Task forces studied plant

organisation and tidiness (using a ‘5S’ approach),

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reviewed the efficiency and accuracy of

operations (by applying ‘Poke Yoke’ concepts –

essentially ensuring that products cannot be

assembled wrongly, by design), eliminating

waste, improved visualisation of quality and KPIs

at the workstation and on the plant floor and

root-cause problem solving. Siemens Congleton

is recognised as an outstanding example of

involving employees in decision making: the

economic crisis provided proof of the benefits. The approach taken by Siemens Congleton to ‘Lean Cell Design’ is the

proof of how employee empowerment can deliver results. Teams of operators were tasked with designing their own,

more efficient workspaces, starting from simplified drawings then mocked-up layouts in cardboard, before working

for several months in new temporary workstations.

The context of ‘Super-Fast Time to Market’

In the last two years significant delays have occurred

with the launch of several platforms, which have

delayed the launch of over 20 products, varying from

60 days to a year or more. Benchmarks with

competitors and similar manufacturing operations

have encouraged management of the plant to target

significant improvements.

Led by the Head of R&D at the plant, a roadmap has

been set towards improving the product development

time: from conception through to launch. Not

everything is under Siemens Congleton’s direct

control: the plant reports into the Drive Technologies

headquarters in Erlangen, southern Germany from

where new product development priorities are set.

Within the parent division, Congleton is the lead

technical and project management centre for global

Drive Manufacturing. However, drive manufacturing

for the division also takes place at other sites and the

Congleton plant has to coordinate its development

activities. These constraints will require the Siemens

Congleton team to effectively coordinate relationships

across the business in order to implement

improvements.

Product Life Cycle Management

Product Life Cycle Management (or ‘PLM’) is a

strategic business framework defining the lifecycle of

a product from the first idea to the phase out and

covers the people, processes and workflows,

Information and information systems aspects. The

objective is to be clear about responsibilities and

timings for all stages of a product’s life, from start to

finish. Behind the PLM is the goal to ensure that

Siemens has the right products at the right time, and

to do so it must maintain a high market orientation

and quality.

RESULTS:

Reduction in lead time from over 100 hours to 90

minutes Substantial financial savings Reduction in floor space utilisation 45% Work in progress reduced by 37 %

Elements in the ‘Super-Fast Time to Market’ Roadmap

Benchmarking ‘time to market’ both internally and

externally

Embed a “Right First Time” culture into what we

do and develop our tools and processes in order to

deliver new products with the right quality, cost

position and desired customer timescales.

Implement a World Class New Product

Introduction programme.

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A cross-functional team leads the development of the

PLM, consisting of: Product Managers (who define

requirements specifications, expected quantities,

management of the commercial process and phase in

and out), Project Leaders (feature specification,

functionality and quality, project planning and

controlling) and PLM Commercial Team (planning and

controlling of R&D costs, calculation and control of

product costs, calculation and controlling the project

profitability). All PLM team members have an equal

level of authority over the plan.

Siemens Congleton manages the “New Product

Introduction” (NPI) process for technologies relevant

to the plant. For each NPI, the Project Manager

maintains a dashboard report for the status of key

indicators including an overview of the status of

project steps, risks and measures, and milestones.

Siemens Congleton hosted a Pegasus Executive Leadership Development programme

to help them lead, develop and review the change initiatives implemented as part of

the Super-Fast Time to Market Strategy. We invite you to read the outcomes of the

programme and the entire Siemens Congleton Case Study on our Knowledge Base.

(Available for members only)

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Interested?

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For the last 20 years, EFQM has been committed to shaping business leaders to create a world in which European

organisations are recognised as the benchmark for sustainable economic growth. We believe in the strength of

practice based learning, rather than teaching leadership skills, tips and tricks in a class room setting.

Each programme is based around a real business issue from a host company. The host will provide background

information for analysis, plus make available the relevant managers and people to fully understand the problem they

are facing. In return, they are seeking suggestions from the delegates, based on their collective experience and

insights, on how to progress.

Previous participants include: KPN, Lloyds Banking Group, Huntsman Polyurethanes, Sanden Manufacturing

Europe, Volvo Car Corporation, Schenker Deutschland AG, Xerox, and others. It is aimed at mid-career and

emerging leaders with 10 to 20 years of professional experience from all backgrounds, companies, industries, and

countries.

KPN is the leading telecommunications and ICT service provider in The Netherlands, much admired for its sector-

leading levels of profitability achieved over the last ten years under the leadership of former CEO Ad Scheepbouwer

and current CEO Eelco Blok.

Continued growth within The Netherlands is not guaranteed: competition is aggressive and increasing. The senior

management of KPN’s Business Market Segment is nevertheless determined to pursue a policy of ‘Back to Growth’

through an increased ‘share of wallet’ among existing customers, growing the number of domains in which it is

active and differentiating on excellent customer experience.

Your mission within this Pegasus Assignment is to understand and advise the management team of the KPN Business

Market Segment how they can place themselves as the very best service provider in the business sector in the

Netherlands by the end of 2012: not just among telecoms operators but in comparison to the very best of any

service company.

More information?

Visit our website (www.efqm.org) or contact us via e-mail (Pegasus@efqm.org) or via telephone (+32 2 775

3511).

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Your last chance to register!

The theme of this year’s event is: “People, Planet, Profit - Taking Responsibility for a Sustainable Future”. We will feature two keynote speakers:

John Swannick, Executive Director, EABIS, on valuing non-financial performance Michel Bande, Senior Executive Vice President Sustainable Development, Solvay, on the assessment of total

environmental impact of products vs. spend in R&D The parallel sessions will be your opportunity to discover the following topics: Treasure your talent : with good practices from VAMED KMB (Austria) and TeliaSonera (Sweden) on the people

dimension of sustainability World PC – an innovative charity aiming at a cradle to cradle approach to PC recycling in developing countries

(with Recupel, Umicore & Ricoh) Sustainability 2013 – your chance to give feedback & ideas on how we can take the “Sustainability” fundamental

Concept forward with the next version of the EFQM Excellence Model. If you have yet to register for the Learning Edge then we encourage you to do so at your earliest convenience as we limit the number of participants to approximately 100 to facilitate the networking opportunities. You will find the registration form in the attached leaflet and also on the EFQM website.

From 22 applicants from 12 different countries, the jury has selected 6 Finalists for the Sustainability Good Practice Competition. They are, in alphabetical order:

EICC (UK): Plan-it green

Fiat Group Automobile (Spain): Eco-drive system

Minerva (Italy): Minerva CO² free

Ricoh Europe: Ricoh’s sustainability optimisation programme

Solvay (Belgium): Solvay’s sustainable portfolio management

SUE Vodokanal of St Petersburg (Russia): Development of water consumption culture

Vote for your top three now! [Vote here] The votes will remain open until the 19th of June and will be taken into account by the Jury during their final meeting to identify the winner.

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In May 2011, 135 assessors from 27 countries visited a number of organizations to kick off the EFQM Excellence

Award 2011 assessments.

Thank you to all!!!

To join the Assessor Community or for more information, please click here.

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Is the Net Promoter Score “the one number you

need to grow”, or is it an equally important growth

measure than other loyalty questions? The answer

is debatable. What is not up for debate is the fact

that an increasing amount of organisations are

using the Net Promoter Score today.

Not surprisingly perhaps, as it is a simple metric,

easy to understand, used world-wide and based on

logical reasoning: enthusiastic customers attract

others. However, it is one thing to calculate the

Net Promoter Score, it is yet another to implement

and improve the number.

How does it work?

To calculate the Net Promoter Score, you need to ask one simple, fairly straightforward question: How likely are you

to recommend our product/service/company to a friend or colleague?” Based on the answer, a customer can be

categorised in one of the three following groups:

A detractor is a customer very unlikely to recommend, rating 0 – 6

A passive customer is someone rather neutral rating 7 – 8

A Promoter is a customer who is very likely to recommend, rating 9 – 10.

The Net Promoter Score is the percentage of promoters minus the percentage of detractors.

0 1 2 3 4 5 6 7 8 9 10

Usually, the NPS is not a standalone measure. It’s correlations with other measures, financial as well as non-financial,

help organisations to understand what exactly drives customer loyalty. For instance, some EFQM members look at

the correlation between the NPS and market share to confirm the effect of loyal customers on growth. Others look

at the correlation with operational excellence measures, such as “time taken to answer a request”. These

relationships help them to understand which customer needs and expectations strongly affect their purchase

behavior. Or in other words, it helps organisations to determine how their way of working influences the opinion of

their customers.

Detractors Promoters Passives

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The NPS: Not just a number

Organisations come across different challenges when implementing the Net Promoter Score. Some examples

include:

The NPS is seen as another marketing tool

Customer loyalty is regarded as just a sales

indicator

Nobody wants to take responsibility

Another common misuse of the Net Promoter Score at

management level is its interpretation as “just another

result in an excel sheet”. For the NPS to work, an

organisation needs to develop an open culture. Leaders

need to be connected to the work floor, they need to

inspire employees and involve them in the entire

approach.

To instil a culture which embeds the Net Promoter Score,

organisations have to empower employees. Each

employee must feel they can change the outcome. EFQM members employ different strategies to build such a

culture. For instance, some organisations in our network have developed individual NPS targets for all employees.

Others have defined employee bonuses that are linked to their contribution to the increase in the Net Promoter

Score. And in some rare cases, we even find that a specific NPS Board has been set up to manage the communication

and interpretation of the Net Promoter Score.

Closed-loop Management

Finally, organisations should not forget the close the

loop. As straightforward as it sounds, organisations

often skip that “assessment and refinement” part.

Feedback from customers should be turned into

valuable action and improvement plans. To give

another example, an EFQM Member from the service

sector industry has shown us two different Close Loop

Feedback mechanisms: one for the short-term and one

for the long term. In the short term, the company

defines the individual coaching needs of employees and

teams based the customer results. In the long term,

structural improvement plans are developed to solve re-

occurring problems.

Working together as a team is important to make the use

of NPS as success.

This article is based on discussions during different webinars with EFQM Members. To find out more, please

contact Naomi Goossens through info@efqm.org

EFQM RADAR Logic

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EFQM is a global non-for-profit membership foundation based in Brussels, Belgium. With more than 500 members

covering more than 55 countries and 50 industries, we provide a unique platform for organisations to learn from

each other and improve performance. EFQM is the custodian of the EFQM Excellence Model, a business model

which is helping over 30 000 organisations around the globe to strive for Sustainable Excellence.

As a member of EFQM, you will enjoy the following exclusive benefits:

Expert advice and support for your organisation’s journey towards excellence.

The EFQM Knowledge Base is a database containing a number of free to download assessment,

management and improvement tools; as well as Good Practices identified from the last 3 years of the EFQM

Excellence Awards.

Members receive a discount of 20% on EFQM Products & Services, including Training, Publications and

Recognition.

There are themed webinars throughout the year, with Good Practices and new tools being shared and

explained by EFQM and member organisations.

The EFQM Learning Edge is a themed annual event, members-only meeting that allows practitioners to

meet, share and discuss experiences in an informal environment.

EFQM facilitates “Communities of Practice”; groups of experienced organisations who share experiences to

generate new, innovative approaches

Good Practice visits, enabling you to learn directly from the experience of leading organisations, recognised

through the EFQM Levels of Excellence.

Members receive a monthly newsletter, giving the latest information on what’s happening in and around the

excellence community.

The EFQM Portfolio is designed to help organisations at every step of their journey. Our products and services have

been tailored to support the systematic implementation of the EFQM Excellence Model in any organisation,

regardless of size, sector or maturity.

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Our products, services and solutions can be combined in a number of different ways to support an organisation’s

journey towards Sustainable Excellence. Depending on your size, sector, level of maturity and ambitions, we can help

develop a programme tailored to meet the needs of your organisation.

Even the longest journey starts with a single step. We often talk about the “journey towards excellence” but how can you make sure your first step is in the right direction? EFQM has a number of products and services that make taking that first step simple and help to ensure you set off in the right direction.

With over 20 years’ experience of working with our members, we know how difficult it can be to create a culture of excellence within and throughout an organisation. The “Leaders for Excellence” course was developed in partnership with Ricoh to engage management of all levels in implementing the EFQM Excellence Model, using the Enabler Map as a holistic management system.

It’s one thing to achieve a certain level of excellence; it’s another to be able to sustain and further improve. After all, what is excellent today is considered average tomorrow. EFQM’s Portfolio can help give your people the skills, insights and abilities to help take your organisation to the next level; meeting the challenges of today and tomorrow.

If you would like more information about EFQM Membership, please:

Contact us via email: info@efqm.org

Visit our website: www.efqm.org

Call us on: +32 2 775 3511

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EFQM Learning Edge 2 day member only conference to exchange experiences and share ideas on

Sustainability.

Webinar: Why join the EFQM Network?

Hear from EFQM about the benefits of membership and information sharing.

Start: 11am (CET). For registration contact: info@efqm.org

Validator Training

Through a highly practical 1,5 day training you will understand what it takes to

drive, recognise and validate the success of an improvement project. Moreover, after

successfully passing this training, you will be certified as an official EFQM Validator.

EFQM Master Assessor Training

Participants leave this 3 day training equipped to manage, make tough decisions and help

organisations towards sustainable success.

For more information or registration, please visit www.efqm.org or contact us

via +32 2 775 3511

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Nordlicht Management Consultants GmbH

Kazakhstan Organization of Quality

Superior

Annemie Simkens

Slovalco a.s.

Swedbank

TeamOne Consulting Group

Telecom Italia Group

Mutualia

Process Excellence Network - IQPC

American Standard Asia Pacific

Siemens Sanayii ve Ticaret AŞ

U.S. Steel Košice s.r.o

Czech Society for Quality

Sheikh Khalifa Government Excellence

Program - Prime Minister's Office

Change Masters International (MENA)

EFQM wishes to congradualate the following organisations for their excellent achievements:

Complejo hospitalario universitario insular materno infantil (CHUIMI)

Ricoh Italia Srl

Umicore CSM Olen, Production & Services

Aprentas Ausbildungsverbund

Berufsbildungszentrum Bau und Gewerbe

Schul- und Heimgemeinschaft Schlössli Ins

24 ©EFQM 2011

Avenue des Olympiades 2 ; B-1140 Brussels – Belgium

Tel : +32 2 775 3511; Fax : +32 2 775 3535

info@efqm.org http://www.efqm.org