Olabide Ikastola - Euskalit

5 PROCESSES, PRODUCTS processes
& SERVICES EFQM Excellence Award 2010 43
5. PROCESSES, PRODUCTS & SERVICES
5a. Processes are designed and managed to optimise
stakeholder value
Approach and deployment
The Olabide Excellence Management System (EMS), designed
for the effective delivery of our Mission statement, has enabled
us to create and continuously improve the processes used to deliver
our services and manage the organisation. Our pre-2009
Vision statement (Overview) expressed our will to “… continuous
improvement with respect to how the school is run, people
satisfaction, the teaching-learning processes, multilingual
education and the provision of cultural and sports activities”.
This element of the Vision statement is rolled out in the Annual
Business Plan (BP) through the Strategic Priority (StP) “Deeper
focus on the EFQM model-based System of Excellence”, 2c,
the purpose of which has been to generate a strong culture of
business Excellence among our people. This has been progressively
measured by obtaining a score of 621 points through selfassessment
against the model in 2007-08 and being awarded the
Basque Govt. Gold ‘Q-for-Quality’ in 2008.
Initial training of the Management Team (MT) in Quality
Management systems took place in 1994, followed in 2001-02
by the presence of 7 Olabide people in the Training for Action
courses run by Euskalit (Basque Foundation for Excellence) on
the EFQM model. Since then, all MT members have attended
successive training courses and events in relation to the EFQM
Excellence model over the period 2002-10.
Rather than a mere inventory of processes, the Olabide EMS
is organised as a set of interrelated processes broken down and
colour-coded in this submission document as follows:
• Macroprocess. The system of processes covering the
overall running of the organisation, encompassing how
we add value for our end customers.
• Process System (PS). An interrelated set of processes
focused on a common purpose. Each PS has an owner.
• Process Family (PF). Generally speaking, process
families refer to one and the same process delivered in
a slightly different way and with particular features at
each education stage.
• Process. A set of interrelated and repetitive activities
defining how we do our work and which transform
resources (an input) into products or services (an
output). All processes have an owner and corresponding
Management and Improvement Team (MIT).
No. of
systemised
processes
No. of
procedures
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
8 24 72 70 72 75 74 74
10 10 10 9 9 9
Fig. 5a.1: Number of systemised processes and procedures
The Olabide intranet, 4e, provides process owners and MIT
members with fast and easy password access to process data.
All Olabide people have read-only access to all elements of the
EMS. Each process is documented in 5 areas as described below,
with the hard copy format colour-coded as shown below :
1. A systemised base process, presented in a format agreed to
by consensus for the whole school, which identifies:
• process stakeholders (including customers/ recipients),
the process Mission and its main objective (to meet the
expectations of our customers through systematically
managed actions), the outflow, needs and expectations of
the process customer with respect to the outflow and the
quality requirements of the outflow to meet those needs
and expectations, all of which enables us to manage endto-end
processes and all process interfaces;
• process resources and, as part of process interface
management, supplier processes and the quality
requirements of the identified resources;
• the sequence of activities and quality requirements
of those activities, including a process flowchart. The
quality requirements of those processes whose interfaces
extend beyond the boundaries of Olabide and require
the collaboration of external partners are set out and
managed here;
• indicators of efficiency, effectiveness and deployment, as
necessary, together with their respective targets; and
• those with responsibility for process management and
improvement (process owner and MIT members).
2. A series of complementary instructions on how to develop
the process, providing guidance and help on how to conduct
day-to-day activities.
3. Process records, showing the end results of the different
repetitions of the process.
4. Process management record sheets, documenting the
compliance (or not) of each completed cycle with assessment
& review requirements and indicator measurement.
5. A record of any and all improvement cycles conducted on
the process (as a consequence of step 4).
With respect to interface management, and as a consequence
of a benchmarking visit to Laskorain Ikastola, in 2006 we designed
a matrix to identify process interfaces which has enabled
the MT to identify all internal interfaces of the Olabide EMS.
The effectiveness of the matrix has been confirmed by process
owners in refinement and improvement cycles. Each process
owner has subsequently reviewed the corresponding definitions
of supplier and customer processes to ensure coherence with
the matrix.
One fundamental process for managing the Olabide EMS is the
Process for the Management of Continuous Improvement. This
process, together with the Process for Systemising, Managing
and Improving Processes, drives process management throughout
the school, monitors the effectiveness of that management
and generates improvement opportunities.
The players involved in these processes are as follows:
• Process owners: report to the MT (2c) on process management
and considered as leaders in the organisation, 1b. As
a result of an improvement action identified through self-assessment
in 2003, all process owners have specifically defined
and detailed functions, 3c. Process owners lead and are supported
by a MIT.
• Process Management and Improvement Teams (MIT): the
team of people who provide help and support to the process
owner in the management and improvement of the process.
• Process participants: those involved in certain activities of the
process without being process MIT members.
Process owners use two mechanisms to manage their processes.
Firstly, through assessment and review (refinement) actions,
process owners attempt to check the degree to which the process
has been deployed and identify improvement opportunities. To
do so, the process owner selects a sample of process participants