1. Quality Excellence Not just an ISO Certification 07 April 2015 2. tekpaths.com The Premise Any Quality journey begins by clearly defining the RESULTS 3. tekpaths.com Certification v.s Results Paradox? ISO Certification Achieving the Results Certification DOES NOT Guarantee the Results 4. 10% 9% 9% 8% 14% 15% 9% 20% 6% Strategic Objectives Sustain growth Sustain profitability Company image Premium quality Customer loyalty Innovation 5. tekpaths.com The EFQM Excellence Model Developed by practitioners to provide a framework for and measure of improvement Not a prescription or a standard Involves some key principles Applicable to any organisation or sub-organisation Being adopted, extensively, across Europe An umbrella that sits over and pulls together all improvement initiatives Dynamics of the EFQM Framework Be clear about what you need to achieve Ensure that you are measuring the right things Set targets, comparators and monitor trends Develop the appropriate methods Develop the appropriate methods Implement these Review effectiveness and performance Expectations of Excellence The Model does not tell you what to do The Model and Scoring system have expectations of an excellent organisation The Model requires that the sub-criteria be addressed You need to consider: What should we do in this area? What can we do in this area? What do we do in this area? 6. tekpaths.com The logic of RADAR is: Determine the RESULTS required Develop APPROACHES to deliver the results DEPLOY the approaches in a systematic way ASSESS and REVIEW the approaches Assessing - RADAR concepts 7. tekpaths.com Quality Evolution ISO-wise 8. IMPROVEMENT = BENEFICIAL CHANGE Many initiatives have been launched in the name of improvement How successful have they been? Continuous Improvement The Virtuous Circle Are there challenges in holding others accountable? We depend on People to drive Processes and deliver Results 9. tekpaths.com 10. tekpaths.com How Did That Happen? How Did I Let That Happen? (BLAME) (ACCOUNTABILITY) 11. tekpaths.com The Results Pyramid 12. tekpaths.com The Blame Game 13. tekpaths.com 14. tekpaths.com What is the reality I (we) most need to acknowledge? How am I (are we) contributing to the gap? What else can I (we) do to close the gap? Who is accountable to do what, by when? (establish expectations) How Did I Let That Happen? 15. tekpaths.com What is the difference between having an expectation and establishing an expectation? Question Used with permission. All rights reserved. 16. tekpaths.com A Key Expectation is an expectation where NOT delivering is NOT an option. Critical Link is the person(s) or group who, for any reason, has the greatest potential for breaking the path by not delivering on what you expect. 17. tekpaths.com Feedback, Check in & Inspect Trust, but verify Inspect What You Expect! 18. tekpaths.com The more you hold people accountable the wrong way, the less accountable they become. The Accountability Paradox 19. tekpaths.com The Dictionary Definition of Accountability subject to having to report, explain or justify; responsible; answerable. a personal choice to rise above ones circumstances and demonstrate the ownership necessary for achieving Key Results; to See It, Own It, Solve It, Do It. The Oz Principle Definition of Accountability 20. tekpaths.com When it comes to getting things done: If you dont get accountability right, you probably wont get anything else right. The Premise 21. tekpaths.com Four Kinds of People People who make it happen! People who watch it happen. People who wonder what happened. People who never knew anything happened. Only when you assume full accountability for your thoughts, feelings, actions, and results can you direct your own destiny; otherwise, someone 22. TECHNOLOGY PATHS LLC Al Urubah Complex 6141 (Al-Olaya Avenue Mall), Office # 4045 King Fahad Branch Road, Al-Wurud 2886 12215 Riyadh, KSA P.O. Box 985, Riyadh 11322, KSA T +966 11 4624043 | F +966 11 4647005 www.tekpaths.com Thank You!