Модель эксцеллентности efqm.

Для чего используется Модель Европейского Фонда Менеджмента (EFQM)

С момента своего создания Модель EFQM предоставила организациям по всей Европе и за ее пределами основу для развития культуры совершенствования и инноваций.

Модель EFQM: Концепция и Структура

Основана на логике трех вопросов:

Собрав информацию опытных практиков по использованию Модели EFQM и представление об альтернативных вариантах использования модели EFQM, можно сделать сравнительный анализ производительности организаций.

Благодаря своей простой структуре и тому факту, что ее используют 50 000 организаций по всему миру, Модель EFQM предлагает пользователям общий язык, независимо от размера или сектора организации, который способствует обмену передовым опытом и потенциалу учиться у коллег и лучших в своем направлении.

Отправной точкой такого сравнительного анализа является использование модели EFQM и RADAR для построения картины как есть, чтобы понять, где находится организация по сравнению с ее рынком и за его пределами, прежде чем искать партнеров по сравнительному анализу.

Подготовила Людмила Циновкина, специалист по менеджменту

Новая Модель EFQM 2020 – От Эго к Экосистеме

Nicole Mayer из команды корпоративного качества Quality Austria предоставляет вам хороший обзор в двух частях на блоге о превосходстве. Статьи Фокус на будущее и Концепция и структура позволят вам получить последовательное представление о новой модели 2020 года.

В этом контексте я хотел бы подробно рассмотреть две темы, где в модели EFQM произошли крупные изменения: в области лидерства и в соответствующем контексте.

Новый стиль управления – меньше иерархии, больше сотрудничества

В старой модели 2013 года – долгосрочные нарушители будут помнить – первый критерий явно сосредоточен на группе менеджеров, которые, среди прочего, формируют будущее организации, действуют как образцы и эффективно управляют изменениями.

В текущей модели 2020 года тема лидерства четко включает всех сотрудников: классическое установление направления от отдельных лиц или команды управления сверху заменяется приглашением к тому, что речь идет больше о деятельности ведущего – и меньше о роли. Каждый может использовать это для того, чтобы взять на себя руководство на своем уровне или в своей области и вдохновлять, укреплять, изменять и таким образом развиваться.

Практически это означает создание совместной способности к руководству. Не только отдельные лица, но и вся организация или система способствует этому.

От контекста к экосистеме – быть образцом для устойчивого будущего

С новой моделью неизбежно придут новые термины. Короткий курс языка упрощает наше понимание: по сравнению с довольно пассивным восприятием контекста организации новое введенное понятие экосистемы предполагает увеличенные требования.

Дополнительная информация по стандарту BMS75000:2020

Помимо определения контекста, влияющего на работу организации, модель 2020 года направлена на углубление взаимосвязей.

Это приводит к увеличению динамики с большей необходимостью контроля для обеспечения экономической, социальной и экологической производительности в системе.

Метафорически говоря, этот момент также открывает горизонт рассмотрения с точки зрения организации: помимо внутреннего микроуправления, связанного с компанией, учитывается благополучие регионального или мирового масштаба через увеличенное макроуправление (например, через всеобъемлющие активности в сфере циркулярной экономики). С учетом экологических вызовов, расширение корпоративной ответственности в сторону более крупной, общественной целесообразности представляется важным вкладом.

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Проект и отчет по BMS75000:2020 1A Бизнес-стандартный кросс-ссылочный с Европейским фондом качества управления 2020

EFQM (Европейский фонд по качеству управления 2020)

EFQM был изначально запущен в 1992 году Европейским фондом по качеству управления (EFQM). Его целью было помочь организациям любого размера или сектора разработать и реализовать стратегии для повышения конкурентоспособности европейских организаций.

Модель EFQM была адаптирована и развита для реагирования на изменения в европейских и глобальных рынках. Последняя редакция была запущена в 2020 году, и эту новую Модель Великолепия EFQM изменена фундаментально по сравнению с предыдущей версией 2013 года.

Что такое Европейский фонд по качеству управления?

Чем эта организация занимается? Какое уникальное стратегическое значение она предоставляет?

Как организация реализует свою цель?

Как планирует достичь своей стратегии?

Каковы достижения организации?

Что она намерена достигнуть в будущем?

В новой структуре предусмотрены три ключевых раздела, поддерживаемых двумя или тремя Критериями, общим числом семь. Каждый из них поддерживается рядом руководящих принципов для позиционирования каждого из семи Критериев, как указано ниже.

• Критерий 1: Цель, видение и стратегия.

• Критерий 2: Организационная культура и лидерство.

• Критерий 3: Вовлечение заинтересованных сторон.

• Критерий 4: Создание устойчивой ценности.

• Критерий 5: Повышение производительности и трансформация.

• Критерий 6: Восприятие заинтересованными сторонами.

• Критерий 7: Стратегическая и операционная производительность.

Сравнительная таблица стандартов BMS75000:2020, EFQM 2020 и BEF 2021-2022

EFQM предлагает диагностический инструмент RADAR для оценки соблюдения, который исходит из убеждения, что организация должна:

1. Определить стратегические цели и ожидаемые результаты.

2. Подходы к достижению требуемых результатов, как настоящие, так и будущие.

3. Применять эти подходы соответственно.

4. Определить примененные подходы для обучения и улучшения.

При подаче заявки на признание EFQM оценивается до 1 000 баллов, которые разделены на семь Критериев, как показано на узнаваемом изображении.

В свою очередь, Национальная премия качества Малькольма Бэлдриджа (MBNQA) – это премия, учрежденная Конгрессом США в 1987 году для повышения осведомленности об управлении качеством и признания американских компаний, которые успешно внедрили системы управления качеством. Премия является высшей президентской наградой нации.

Как и в схеме Национальных премий Малькольма Бэлдриджа, существует система признания EFQM, которая стремится показать, насколько успешно организация выполняет свои обязанности и развивается в соответствии с Моделью EFQM. Организации могут достичь различных уровней признания:

1. Проверено независимо EFQM
2. Квалифицированный и зарегистрированный EFQM
3. Признан EFQM, 3-7 звезды
4. Глобальная премия EFQM

Процесс признания EFQM осуществляется независимыми оценщиками EFQM, которые проводят обзор производительности с помощью анализа разрыва соответствия Модели EFQM, а в дополнение к признанию лучших практик в области качества и улучшения на национальном уровне, я вижу, что Модель совершенства EFQM 2020 года имеет дополнительные применения для организаций, стремящихся улучшить свою деловую деятельность в постоянно меняющейся среде.

Сама EFQM признала, что ее модель 2013 года была чисто инструментом оценки, и 2020 году сделала фундаментальные изменения в модели, приняв формат Балдридж совершенства 2021-2022 годов. Это позволило разработать рамочную и методологическую основу для организаций для работы с национальными или глобальными изменениями и сдвигами, которые накладывают неизвестные факторы на деловой мир, такие как глобальная пандемия Covid. Улучшенное деловое поведение и управление достигаются путем применения и использования Модели совершенства EFQM, которая помогает организации:

a) Определить свой контекст и цель.
b) Создать культуру и консенсус.
c) Сформировать сильные лидерские практики.
d) Способствовать гибким и отзывчивым подходам.
e) Решать уникальные организационные проблемы.
f) Прогнозировать события и готовиться к будущему.

Однако Модель совершенства EFQM не подходит в качестве быстрого решения для улучшения делового процесса, поэтому для поддержки внедрения Модели совершенства EFQM Компании необходимо адаптировать или разработать систему управления бизнесом, соответствующую BMS75000:2020, ориентированную на улучшение бизнеса. Это требует культуры и методик для правдоподобных деловых практик и бизнес-программы, которая создает обязательство и желание к непрерывному улучшению на всех уровнях Компании.

BMS75000:2020 Business Management Standard

Согласно Стандарту управления бизнесом BMS75000:2020, в отличие от Модели превосходства EFQM, он направляет Компанию на улучшение принятия решений руководителями организации, обеспечивая, чтобы такие решения всегда принимались с обоснованной и защищенной позиции. Его основная функция – обеспечить такую же степень правильности и уверенности для исполнительных решений, как это делает ISO9001:2015 для качества продукции и услуг.

Преимущества BMS75000:2020 Business Management Standard

Это также система лучших деловых практик, которая может поддержать исполнительных принимателей решений в Компании, чтобы принимать правильные решения, учитывая конкретные обстоятельства и имеющуюся информацию.

Сравнивая вызовы и запросы в Модели превосходства Baldrige Excellence Framework 2021-2022 с содержанием и решениями Стандарта управления бизнесом BMS75000:2020, мы получили значительные преимущества. Паритет в этих инициативах остается значительным подтверждением методов, которыми мы подходим к вопросу и целомученности лучшего управления бизнесом.

Есть синергия между стандартом BMS75k, моделью EFQM и фреймворком BEF, которая дополняет друг друга, несмотря на то, что подходы к ним совершенно разные. Это потому, что как Модель EFQM, так и Модель превосходства Baldrige Excellence Framework 2021-2022 являются исследовательскими и непредписывающими, в то время как Стандарт управления бизнесом BMS75000:2020 предписывающий и инструктивный. Соблюдая Стандарт управления бизнесом BMS75000:2020, мы можем получить хороший балл при тестировании модели EFQM, как мы это сделали с Моделью превосходства Baldrige Excellence Framework 2021-2022. Точно так же, применяя и набирая высокие баллы в рамках и модели, мы можем доказать соблюдение Стандарта управления бизнесом BMS75000:2020 и заслужить право подачи заявки на Глобальную премию EFQM.

Цели BMS75000:2020 Business Management Standard

И EFQM, и Стандарт управления бизнесом BMS75000:2020 направлены на улучшение процесса принятия решений компанией и ее руководителями, обеспечивая, чтобы такие решения всегда принимались с обоснованной и защищенной позиции. В этом отношении и с этой целью Стандарт управления бизнесом BMS75k продвигает конвенцию 5А:

• Определение рисков, возможностей, тенденций и этапов жизни
• Определение количественных измеримых аспектов или характеристик
• Предоставление или обработка ресурсов, необходимых для принятия
• Измерение продукта бизнес-деятельности
• Регистрация и хранение проделанной работы

Главная функция Стандарта управления бизнесом BMS75000:2020 – предоставить систему лучших практик в бизнесе, которая может поддержать исполнительных принимателей решений в организации, чтобы принимать обоснованные и правильные решения, учитывая конкретные обстоятельства и имеющуюся информацию.

This can provide a degree of due diligence for executives, whose decisions often favor one stakeholder group to the detriment of another and prescribes a series of actions and requirements that provide for the existence and retrieval of records or details of a defendable position to be available for subsequent and retrospective examination and confirmation by other authorities when required.

Both the EFQM and the BMS75000:2020 Business Management Standard recognize companies are formed to fulfill a specific purpose in society and that purpose drives everything a company does and achieves. The survival and continuity of a company must depend greatly on its purpose which needs to be accepted by the society in which it operates because business performance is not just assessed against economic performance or profit, but its conduct and contribution to matters of environment and welfare are equally important to its stakeholder. In such organizations and companies, economics is a restraint on what is done and what its managers can do, it cannot, therefore, be its sole objective.

Organizations and Companies of all types and sizes address matters of quality in the goods and services they provide by reference to standards that permit comparison with that which is specified, and that which is produced.

The BMS75000:2020 Business Management Standard becomes a prescription in which Organizations and Companies can compare their achievements with what is expected of their business management. Unless the quality of the Business Management itself, is suitably measured and continually improved, the process by which goods and services are provided cannot themselves be assured of best practice and stewardship of its stakeholders’ interests, cooperation, and investments.

The quality of the management and the management of the business activity which facilitates the completion and distribution of its goods and services is a concern that has not been suitably addressed in the Quality Management Standards ISO9001:2015 or its industrial derivatives and this needs to be addressed. It is for this purpose that this Business Management standard has been prepared and is offered for use in the application, measurement, assessment, verification, and validation of Business Activities and the quality of business management. Compliance by use of the EFQM Model would verify and validate the degree to which its application and adherence have been achieved.

BMS75000:2020 Business Management Standard can be applied at all levels in a Company and throughout the life of a business process including a wide range of business activities. This includes business operations, markets, processes, functions, projects, goods, services, research, developments, assignments, strategies, selection, and solutions.

This standard can be applied to any type of business, whatever its nature or objective, whether being a profit, or non-profit making Company provided it is engaged in legal trading activity. It is intended that BMS75000:2020 Business Management Standard be utilized to harmonize Business Management processes in existing and future standards.

It provides a common approach in support of standards dealing with different markets, industries, and sectors, and does not replace those standards as its intended for 3rd party independent assessments and certification as well as stakeholder assessments and verifications of the correctness of our Business Management activities.

As stated previously, there is a surprising similarity between the EFQA 2020 Criterion and the Baldrige Excellence Framework 2021-2022 subjects which is evidenced in the tables contained in this project’s reports and the analysis.

Conformance to EFQM 2020 and BMS75000:2020 Business Management System Standard

The management of any organization’s potential for improvement is greatly assisted by using the European Foundation for Quality Management 2020 (EFQM:2020) because the framework presents a series of questions and lists to which the BMS75000:2020 provides solutions. It does however require a broad and often imaginative interpretation of the European Foundation for Quality Management 2020 (EFQM:2020) directives for both specifications to apply due to the structure and terminology used in each of the management disciplines and the extensive and comprehensive scope of the standard.

This is because EFQ2020 is proscriptive in content and BMS75000:2020 is directive.

By considering the main heading in BMS75000:2020 and EFQM 2020 we have approached this task in a disciplined fashion:

Extract from EFQM v BMS75k Project Papers

The structure and clause referencing used by the European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition does not easily lend itself to the application of a comparison with the BMS75000:2020 Business Management Standard as the criterions 1 to 7 have their clause reference duplicates in the introduction, direction diagnostics, scoring, and sentimental analysis, although the subject titles do clarify which details are being referred to.

1.0 Introducing the EFQM Model

2.0 The EFQM Model Direction and Execution

The European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition addresses the subject of direction and execution under clause 2. This in turn is divided into 7 Criterions which are:

Criterion 2: Organisational Culture and Leadership.

Criterion 3: Engaging Stakeholders.

Criterion 4: Creating Sustainable Value.

Criterion 5: Driving Performance & Transformation.

Criterion 6: Stakeholder Perceptions

Criterion 7: Strategic & Operational Performance

EFQM Criterion 1: Purpose, Vision, and Strategy

This EFQN criterion lays down the requirement to define the organization’s purpose with the additional requirement that such a definition must contain a vision that is inspirational, aspirational, and has a strategy that delivers.

We need to explain why our Company’s work is important and provide for the creation of a sustained value to deliver to the stakeholders. This in turn must provide a framework and responsibility for the ecosystem contribution.

We need to describe what the organization or Company seeks to do and what its achievements are going to be, specify a clear guide for current and future decisions as to the courses of action, and provide, a basis for setting the Business Strategy.

The strategy is a high-level plan the Company intends to fulfill and justify its purpose by setting strategic priorities and ultimately fulfilling its Vision.

These are summarized in 5 listed matters for consideration:

1.1 Define Purpose & Vision.

1.2 Identify & Understand Stakeholders Needs.

1.3 Understand the Ecosystem, its Capabilities & Major Challenges.

1.5 Design & Implement a Governance & Performance System.

Criterion 1 (1.2 Identify & Understand Stakeholders Needs).

BMS75k Clause 4.1 discusses the requirement for us to identify and register external and internal authorities and matters that relate to its activities or influence its ability to achieve the planned objectives of the Business Management System.

Under Clause 4.2 of the BMS75k Standard, we are directed to understand the needs and expectations of interested parties, and requires us to determine:

a) Parties considered having interests in the Business Management System,

b) Relevance and extent of the interest these parties are credited with,

c) Ability, competence, and capacity available and required to achieve the requirements of identified parties.

A Business Management Representative is required to register the known interest of the identified parties and retain the records produced as a controlled business record. The appointment of a Business Management Representative is the subject of BMS75k clause 5.3.2 and is normally a role given over to a Non-Executive Director.

Stakeholders are recognized by the European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition as those who have an interest in the Company ecosystem. It requires a Company to balance these interests and evaluate the performance of the most important stakeholders, its “Key Stakeholders”.

Identifying Key Stakeholders is only one aspect of what the BMS75k Standard requires which goes much further and Clause 4.2b specifies not only the identification of the stakeholders but also their relevance and extent of the interest these parties are credited with. Without such information, addressing the needs and expectations of stakeholders in the decision-making activity would not be adequately informed.

The Ecosystem is accepted by both the EFQM and BMS75k standards as a consequence of an event that happens in business that may affect other parts within the system, and this must include the influence of external factors. Such matters include government policy, economic cycles, technology, and social influences as well as local and national issues of the day. BMS75k recognizes the need to consider religious and cultural conventions, sustainability, and available financing.

The solution to these requirements resides mainly in Clause 4.2 of the BMS75k Standard which covers the requirements for an understanding of the Needs and Expectations of Interested Parties and consists of:

4.2.1 General Needs and Expectations of Interested Parties.

4.2.2 Legal and Regulatory Requirements.

4.2.3 Identification of Business Stakeholders.

4.2.4 Customer Responsibility and Focus.

Additional solutions can also be found from consideration of which covers “Understanding the Company and its Relations”.

BMS75k Standard recognizes and maintains that a Company must be formed for a purpose, and continues in Business for the specific purpose of producing:

This purpose drives everything we do as a Company, however, for us to survive in the long term, our purpose needs to be outwardly looking towards all stakeholders, who have infinitely varied and often opposing and conflicting interests in the Company and its business operations and activities.

introduces the constraints on the Company’s business activities which we address by insisting on clear and accommodating boundaries within which the business activities can be conducted in an informed and acceptable fashion. This must be based initially on the principal stakeholders’ requirements and expectations which must be reviewed at regular intervals.

Other boundaries are imposed by external authorities through legislative and statutory instruments, rules for conduct, cultures, and religion which would include cultural issues and conventions in the domicile in which the business is actively operating.

of the BMS75000:2020 Business Management Standard requires us to identify and maintain a Business Record of the national and international legal and regulatory requirements that are applicable or deemed to be relative and our business activities. As a result, the BMS75k Business Management Standard recognizes that the Ecosystem in which we operate as a Company must include our compliance with the Legal and Regulatory Requirements.

Compliance with the identified legal and regulatory requirements must be determined and reviewed at planned intervals. The frequency and extent of the compliance review must be recorded as an item within the Business Program.

of the BMS75000:2020 Business Management Standard covers the Identification of Business Stakeholders and requires the Company to identify all individuals and authorities who are directly and indirectly affected by our business activities including national and international groups, parties, persons, or authorities that can affect, be affected by, or perceive themselves to be affected by a decision the Company makes or activity it manages.

Likewise, the Company must identify all direct and indirect local, national, and international authorities, that can have an effect, or be perceived to influence its business activities and objectives which would be accompanied by a decision or activity they have the authority to make or create. A listing of such Stakeholders to be included consists of:

c) Trade Unions and Collective Labor Representatives.

d) Charities, Trustees, and Authorities.

f) Suppliers and Subcontractors.

h) Credit Unions and Credit Agencies.

i) Local, National, and International Authorities.

j) Strategic Authorities and Professional Institutes.

k) Statutory and Legislative Authorities.

l) Customs, Excise, and Revenue Authorities.

m) National Governments and Unions of Trading Nations.

n) Banks, Credit Providers, and Other Financial Institutions.

The Company must maintain a suitable register of all persons and stakeholders who are notifiable correspondents in our activities or have an invested interest in the operation of our business and operations as a controlled business record.

of the BMS75000:2020 Business Management Standard addresses the need to consider Customer Responsibility and Focus as part of the ecosystem. BMS75k requires the customer to be classified as a Key Stakeholder and we are required to recognize customers as such to ensure that customer requirement are determined and are met consistently, to enhance customer satisfaction with the business activities, goods, and services the Company produce, distribute, provide, deploys or is otherwise responsible for.

Executive Management is required to ensure that suitable measurements are taken at planned intervals to assess the perception customers and other stakeholders have of the quality of the business activities, including the quality of the goods and services produced and the operation and processes employed by a customer perspective.

The BMS75000:2020 Business Management Standard requires the Company to consult customers at planned intervals and retain a business record of customer perception.

Suitable and relevant objectives and measurements must be used to monitor customer satisfaction and perception of the business activities. Appropriate action must be taken if planned results are not achieved or must not be achieved within the timescales set.

The specified requirements in Clause 4.2 of the BMS75000:2020 Business Management Standard provide a solution to the European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition stipulations for an understanding of our ecosystem.

Criterion 1 (1.3 Understand the Ecosystem, own Capabilities & Major Challenges). (BMS75k 4.2, 4.2.1, 4.2.2, 4.2.3, 4.2.4)

The European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition directs us to understand our capabilities and major challenges. In respect of understanding our Company Capabilities, the solutions can also be found from consideration of Clause 4.1 in BMS75k

To complete the requirements in 1.3 of Criterion 1 in EFQM:2020 we need to understand the Major Challenges a Company is facing.

The term “Major Challenges” appears only in the Subheading of Clause 1.3 and in the listing for scoring analysis. There is a lack of explanation or definition as to what is meant by a “Major Challenge”, however, the BMS75000:2020 Business Management Standard offers several solutions to address this requirement within Section 6 which consists of:

6.1 Actions to Address Risks and Opportunities

6.1.1 Risk Identification and Management

6.1.2 Make or Buy Analysis and Planning

6.1.3 Project Management Planning

6.1.4 Process Planning, Management, and Control

6.1.5 Outsourcing and Subcontract Planning

6.1.6 Goods and Service Planning Analysis and Reviews

Within this BMS75k section, all Business activities and issues that are deemed to be insignificant or low risk are viewed as being inherent in the business process and for which provision is already made in the margins and contingencies a Company maintains.

Here the BMS75k standard directs the management to be content to observe and monitor such issues and take no additional action or make new decisions that require the issue to be accommodated, further than the provisions that already exist.

When an issue is or classified as “Significant or High-risk”, it is directed that the issue requires management as a project because it has a foreseeable influence on the strategic business plan, and as such it must be assessed, logged as an issue in the business program, and suitably sentenced as requiring additional resources to process, contain or resolve.

The decision to assign an issue to the business program must be correctly informed and the authority responsible for the circumstances of the occasion must be recorded. This is required so that the event can be simulated at a later stage which may be required to support the decision as being informed and correct. Once the issue is sentenced as relative, and significant, it needs to be included in the Business Program.

EFQM Criterion 1 (1.4 Develop Strategy). (BMS75k 5.0, 5.1, 5.2)

The European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition requires a Company to develop a Strategy that describes how it intends to fulfill its purpose and host the plans through which to achieve the strategic priorities and move closer to its Vision.

describes what we seek to achieve and be seen to be achieved in the long term. It is intended to act as a guide for decision-making by which to select future courses of action. As such the vision and stated purpose become the basis for setting the Business Strategy.

A solution for defining a vision and commending a business strategy can be found in Section 5 of BMS75k which contains Clause 5.1 (Commitment) and Clause 5.2 (Business Management Policy) in the BMS75k Standard which also contains directives on Governance, Teamwork, and Engagement, Succession Policy and Planning, as well as directives on the Business Management Policy, Company Roles, Responsibilities, and Authorities.

In addition to the above solutions, BMS75k Clause 5.4 provides instruction on the Documented Business Management System, Business Management Manual, Management Practices Departments and Practices, Cultural Issues, and Conventions.

Clause 5.1 of BMS75k requires the Company Executive Management to demonstrate its governance by example, commitment, and respect for stakeholder expectations and the requirements of the Business Management System. This must be achieved by confirming that the Business Management Policy and Objectives are assured and understood, in keeping with the Company’s Strategic Policy and intentions.

Note: The Company Vision is sometimes known and referred to as a mission or mission statement in the Documented Business Management Procedures.

The Business Management Policy contains and communicates our Company Vision in Clause 5.2 of BMS75k which requires the Company Executive Management to create and publish a Business Management Policy that:

a) Is in keeping and aligned with our purpose,

b) Has a mandate for establishing and measuring Business Management Objectives,

c) Contains an acknowledgment of responsibility for the recognized Business Management requirements

d) Contains the obligation to continually improve the effectiveness of the Business Management System,

The Business Management policy must be:

e) Documented, controlled, and accessible

f) In a language and format that is understood by all stakeholders,

g) Reviewed at planned intervals for continuing suitability,

h) Retained in a format that can be communicated to all other interested parties as appropriate

i) Responsive to the needs and aspirations of those affected by our business activities.

EFQA Criterion 1 (1.5 Design & Implement a Governance & Performance Management System)

(BMS75k 0.1, 5.0, 5.1, 5.3, 5.3.1, 5.3.2, 5.4, 5.4.1, 5.4.2, 5.4.3, 5.5.2, 9.1.3)

EFQM:2020 requires the Company to design and implement a Governance and Performance Management System, containing a framework of authority and control within an organization used to help it fulfill its legal, financial, ethical, and general stewardship obligations.

This directive in EFQM:2020 is best served by dividing the requirement into two aspects:

a) Having and effectively implementing a management system,

b) Ensuring it is directed at Governance and Performance,

Here again, the EFQM:2020 provides no directives other than to list this as a requirement in Criterion 1 under subheading 1.5 and in the scoring analysis. The BMS75000:2020 Business Management Standard provides solutions in which provides direction on the Documented Business Management System, Policy Manual Management Practices, and Department Practices. In this respect, we must anticipate, assess, accommodate, analyze, and account for the operation of the Business Management System by:

a) Selecting the most suitable practices for correct and effective operation,

b) Decide on the most suitable sequence or separation of these practices,

c) Decide on the most suitable metrics to report on and control,

d) Select the most appropriate measurements to report and use,

e) Decide what resources are needed for the operation of the system,

f) Ensure such resources and know-how are available when required,

g) Analyzing the product of the Business Management processes,

h) Deciding when actions must be taken to achieve planned results.

Outsourcing any practices or processes that contribute to a business activity or those parties affected by our activities and operations, must comply with the provisions of which covers Outsourcing and Subcontract Planning, to ensure control is maintained and effective. Principle Business Management System documentation includes:

i) Strategic Business Plan

j) Sub-layer Business Plans which communicate a Strategic Business Plan

k) Commitment and declaration of a Business Management Policy

l) Commitment and specification of Business Management Objectives,

m) Documented Business Management Policy Manual,

n) Specified practices and records in the Business Management Standard

o) Defined and authorized Business Plans and Programs.

Defined instructions or practices, records, or information is needed to ensure the effective planning, operation, and control of the Business Management processes and systems. We must ensure that personnel and stakeholders have access to, and are aware of, all relevant Business Management System documentation and details of all completed or intended changes.

Within this Business Management Standard there is a clear directive for “documented practices” When a clause includes these words, then practice must be documented or an equivalent method, for the subject the clause defines. (See Clause 5.4.)

Business Management System documentation can be defined and structured to reflect the operation and the orientation of the business activity and markets. This structure must accommodate the Company size and the type of business activities performed, together with the intellectual property, know-how, experience, and known ability of employees and management

of the BMS75000:2020 Business Management Standard specifically requires the development and implementation of a Business Management Manual which the Company must create and comply with. This Business Management Manual must include:

a) Boundaries of the Business Management System,

b) Explanations for not adopting a specified provision of the standard

c) Reference or a listing of the documented defined practices.

d) Details of the integration or separation between the business processes.

For such exclusions to be permissible, due to the nature of the business activities, the orientation, technology, process, or property, a valid and acceptable statement justifying the exclusion must be recorded. These must be limited to subjects within Clause 8 of the BMS75k standard and the decision documented and recorded as a controlled business record.

Each business process contained or referred to in the Business Management Manual must be the subject of or included in, a documented practice.

Where appropriate and relative to a Company, documented practices can consist of and include:

b) Specific practices documented and communicated to address a specified requirement for a documented practice within the Business Management Standard or where the Company considered a subject would benefit from being communicated in a documented practice.

c) Task Instructions used to give specific instructions for individual tasks and duties, required to be undertaken consistently by more than one person, department, area, or branch of the Company.

d) Work Instructions to detail requirements for individual items of work needed for the effective operation and control of business processes, product realization, and services supplied or undertaken by the Company.

e) Documented guides used to convey or record advice and instruction to support the operation, training, and management practices derived from previous experience or know-how.

A register of Business Management practices must be maintained together with the details of changes and revisions for each documented practice registered. This register and its contents must be recognized as a controlled business record.

Clause 5.4.3 of the BMS75k covers Departments and Practices for which the management and departmental structure of the Company can be detailed in the Business Management Manual in a written or diagrammatical statement. This must show the departmental structures of the Company and the reporting conventions employed towards its Executive Management.

a) Department Title and Responsibilities,

b) Inputs to the department and their source,

c) List of practices, tasks, and duties performed,

d) Reference to documented specified practices for which it is responsible,

e) Details of department outputs and their intended recipient, and

f) Metrics and objectives by which the effectiveness of the department can be determined.

All the department practices, metrics, and objectives must be recorded under the Company culture and contribution to the Strategic Business Plan. These are recognized as controlled business records.

Clause 0.1 of the BMS75000:2020 Business Management Standard (BMS75K) introduces the standard and its prime purpose relative to the need for good and consistent governance. It states that the BMS75000:2020 Standard has been prepared for guidance on what constitutes a Business Management Standard based on the established and recognized national and international best business practices for business conduct, accountability, and social and corporate governance. Clause 5.0 of BMS75k is dedicated to this subject under the title of 5.0 Governance and Commitment.

Clause 5.1 covers the need for commitment requiring the Executive Management to demonstrate its governance by example, commitment, and respect for stakeholder expectations and the requirements of the Business Management System. This is to be achieved by:

a) Confirming that the Business Management Policy and Objectives are assured and understood in keeping with the Company’s Strategic Policy and intentions,

b) Confirming the Business Management System requirements are integrated with Company Business Practices,

c) Providing the Business Management System resources needed for the effectiveness of the,

d) Promoting within the Company, the importance of an effective Business Management System,

e) Presiding over the managements conformance with Business Management System and its requirements,

f) Ensuring business practices and the results achieve the agreed required objectives and outcomes,

g) Supporting those who are tasked with developing the effectiveness of the Business Management System,

h) Advocating continuous and permanent business activity improvements,

i) Assisting management at all levels, with the governance and stewardship of their areas of responsibility,

j) Communicating the importance of business activities that are core to the purposes of the Company’s existence.

Clause 5.3 addresses the need for Company Roles, Responsibilities, and Authorities and requires Executive Management to display governance and identify with the principal activities of the Company by ensuring that appropriate responsibility and authority for the principal activities are assigned to competent executives supported by trained and competent staff. In addition, the Executive Management must provide evidence of its governance and commitment to the development and implementation of the Business Management System by continually improving its effectiveness.

Clause 5.3.1 of BMS75k covers the requirement addresses the Responsibility and Authority of the Executive Management to delegate and assign responsibility and authority to competent executives and trained managers who are sufficiently empowered to:

a) Ensure that the Business Management System conforms to the requirements of this Business Management Standard,

b) Report effectively and accurately on the performance of the Business Management System to Executive Management and stakeholders,

c) Ensure the conduct and practices of Business Management within the Company, are accountable, correct, and defendable at all times.

Clause 5.3.2 of BMS75k introduces the Business Management Representative which is a significant requirement and appointment for the operation and transparency of the company governance and performance.

This clause requires the Executive Management to provide for a non-executive officer to fulfill the position of a Senior Management Representative operating at a senior level in the Company and recognized as a steward of the Business Management System. The Senior Management Representative non-executive officer’s duties include:

a) Confirming that activities and business practices needed for the Business Management System are determined, operated, and consistent in use and application throughout the Company,

b) Consulting with the Executive Management on matters of Business Management System performance and the need for change,

c) Confirming the identification and promotion of best practices in Business Management throughout the Company.

d) The freedom and unrestricted access to Executive Management, Stakeholders, and Records, to resolve Business Management issues.

The Business Management representative is recognized as the answering and communicating authority to external parties and authorities on all matters relating to the Business Management System, the Business Ethics, and the Conduct of the Company and its Management.

Clause 5.5.2 of BMS75k covers requirements for consideration of National and International Conventions which is an essential consideration when evaluating the fringe considerations in the company claims for governance. It requires the Company to identify and comply with all relative and appropriate National and International conventions which it is required to, or has elected to, recognize, and comply with or support, due to statutory and legislative instruments or strategic choice and policy.

Clause 9.1 of BMS75k covers requirements for Stakeholder perception and evaluation and incorporates:

9.1.1 Monitoring and Measurement of Processes

9.1.2 Monitoring and Measurement of Goods and Services

9.1.4 Customer Satisfaction and Perception Evaluation

9.1.5 Employee Perception Evaluation

9.1.6 Supplier Perception Evaluation

9.1.7 Stakeholders’ Perception, Expectations, and Satisfaction

a) Ensuring that senior management has in place both a prevention and reaction strategy

d) Company performance is assessed against competitors by use of key metrics

The project compares the European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition and the Business Management Standard BMS75000:2020. It addresses the EFQM 7 Criterions which are:

Solutions to the requirements of the European Foundation for Quality Management 2020 (EFQM:2020) Revised 2nd Edition can be found in the Business Management Standard BMS75000:2020 as displayed in a series of matrix and comparative tables displayed throughout the project papers.

The advantages we have derived from this exercise by comparing the challenges in the European Foundation for Quality Management 2020 (EFQM) with the Business Management Standard BMS75000:2020 contents and solutions are significant.

The parity in both initiatives remains a significant validation of both methods by which a Company should approach the subject and integrity of Better Business Management.

There is a synergy between the BMS75000:2020 Business Management Standard and the European Foundation for Quality Management 2020 (EFQM) which compliments each other, despite the approach being from totally different positions.

By compliance with BMS75000:2020 Business Management Standard, we can achieve a good score in the testing of the European Foundation for Quality Management 2020 (EFQM), and likewise, by scoring high in the foundation we can prove compliance with the BMS75000:2020 Business Management Standard.

These comparators and matrix show the European Foundation for Quality Management 2020 (EFQM) examination and inquiry into the integrity and performance of the organization to be greatly enhanced.

Matched against each question we have identified the solution from a clause and subject in the Business Management Standard BMS75000:2020 to verify and validate this conclusion.

As always, constructive criticism and contribution from informed sources will always be welcomed and appreciated.