DEKRA Award 2001 - DEKRA Certification

Auditorium 1/2002
Comprehensive corporate diagnosis
Management optimisation based on EFQM model for excellence
Hubertus Felmy,
Innosys Gesellschaft
für innovative Arbeitssysteme mbH
Tel. ++ 49 (0) 234 97 08 150
info@innosys.net
Regardless of the current position of
small, medium or large companies,
organisations or administrations on
the road to business excellence: before
they make any decision or undertake
any reorientation they must be fully
aware of their own strengths and
weaknesses. How can results and profitability
be increased? Where can and
must pressure be applied? The prerequisite
for this is describing the current
situation as objectively as possible.
“Comprehensive corporate diagnosis”
can serve as the starting point for pinpointing
an organisation’s position.
Based on the clearly differentiated and
standardised criteria list of the EFQM
model, the diagnosis yields an informative
self-assessment within a very
short space of time through a systematic
survey of the management
team. The subsequent joint analysis
of the results gives the organisation
the opportunity to reposition itself.
The procedure
If this has not already been carried
out, all the relevant managers should
be familiarised with the basic features
of the EFQM model. Completing the
survey itself should take no longer
than 90 minutes. Each respondent
fills in a questionnaire which is then
evaluated in a standardised procedure
– ideally by computer. This ensures
not only that the results are discussed
within an appropriate period of time,
it also guarantees maximum objectivity.
The results are presented in the form
of a graph which highlights areas of
potential and of shortcomings. The
unique feature of this procedure is
that a counter-check is carried out
between the priority of each individual
criterion and the degree to which
it has been discharged. This highlights
significant deviations which would
not previously have been registered.
The presentation as a portfolio analysis
identifies the areas requiring improvement
within the organisation
(figure).
The situation at a glance
Sector a indicates where there is potential
for savings: criteria with a high
degree of implementation but only
low priority. This could signify that
more is being done than is necessary.
Sector b contains areas with low level
implementation which have also been
accorded low priority. These are generally
irrelevant in terms of subsequent
action. By contrast, there is need for
action in sector c which contains the
high priority but insufficiently discharged
criteria. The aim is to transfer
all the “spheres” from c to sector d.
Sector d contains the strong points of
the organisation which need to be
maintained and developed.
This division of the graph into sectors
allows priorities to be identified very
quickly. It can be used as the basis for
an action plan which covers controlling,
all dates and appointments and
the responsibilities of each individual.
This planning should be detailed and
consensus-based because experience
shows that the quality of the leadership
is crucial when implementing
optimisation measures in the critical
areas. The priorities are
to provide a role model for the
proclaimed improvement processes
to subject each individual to
constant assessment
to register the opinions of the staff
members, not just their performance
to involve the staff members in
defining the aims
to introduce precise figures for key
processes.
The benefits of the “comprehensive
corporate diagnosis”, which can also
be tried out in a three-day introductory
course run by Innosys GmbH,
therefore lie in quickly pinpointing
concrete courses of action and also
in including all the managers. The
resulting impetus is then finally transmitted
to the employees.