EFQM Excellence Model Investigating the viability of using the (EFQM) Excellence Model 2013 as a basis for introducing an Integrated Management System into a Print Media Company

The viability of using the European foundation for quality management (EFQM) excellence

An integrated management system (IMS) is a system of management that incorporates the entire organizations' processes and departments in one inclusive framework (Pardy & Andrews 2010). This enables the organization to function as a distinct unit that has integrated objectives and vision. An organization with an integrated system becomes a whole unit, which is genuinely coordinated with each specific objective in line with one major goal of the organization; significantly improving the overall performance of the organization.

An integrated system gives a comprehensible, holistic view of all aspects of your organization, how they have an effect on each other and their allied risks. It also reduces work duplication and hence, eases the process of adopting a newer system in future (Pardy & Andrews 2010). An integrated system as a whole helps in management of employees, keeping track of the competitors' activities, fostering best business practices, reducing the risks associated, and also maximizing on the use of resources. In addition, the system increases competence and efficiency of the organization, reduces the costs incurred and minimizes disruptions that result from numerous external audits (Oakland 2003).

An integrated system can be used by any organization regardless of the size or sector of operation, as long as it wants to link up its operational processes so as to achieve a cohesive system (Pardy & Andrews 2010). Usually, integrated systems are mostly applied in organizations with maturing systems of management who want to initiate other systems to support those already in place so as to attain organizations' goals easily. For instance, in the situation of a medium size media company, the integration of new equipment and new procedures will contribute a lot to achieving the goals of the company (Oakland 2003). These changes can improve the company to the standards that it wants to achieve within the markets.

An integrated system aims to provide organizations management with effective perspectives of how to define goals. It provides the criteria to determine where the organization is heading to and how it will get there (SAI Global 2005). Integrated system helps articulate organizations strategies in the field; showing how it intends to compete. It implements a scorecard for measuring the achievements of the organization and other processes. It sets up strategies and policies to all organizations' levels and aligns the tactics of the organization. It also helps in identifying critical business issues and how to focus improvement efforts to those issues as well as identifying major performance gaps that prevent the organization from attaining its stated goals. Integrated system keeps the organizations' focus on the stakeholders and customers, enhancing the success chances of the organization. An integrated system mobilizes and energizes the employees to work towards resolving the critical issues, and also inspiring creativity and innovation (Hakes & Wilkinson 2007). Moreover, the system takes keen on implementing business management process within a planned framework. Integrated system helps identify high payoff opportunities for the organization that focus on improving the business. Efforts of an organization are concentrated on breakthrough improvements rather than incremental changes making the organization achieve the best from every opportunity. Of most significance, integrated system measures results and the impacts they have on the business' bottom line.

There is however few challenges associated with the integration process. The key problem is that of inadequate training and poor preparation for actual start-up (SAI Global 2005). Insufficient planning can have adverse consequences on the implementation of an integration management model. Making presumptions that integrators entirely comprehend what the process requires is a big challenge to the integration process. Employees and the key users of the model should undergo thorough training prior to actual adoption of the new system. In case of new equipment being put in place, user manuals for operation and maintenance should be together with the equipment. Moreover, recommendations for spare parts of the equipment are submitted with the new system.

In addition, the available space should be enough to sustain the production goals of the new system. If the system recommends adding more facilities to be used for production processes, space has to be available (SAI global 2005. This problem may crumble down to focus on the experience and intelligence of the integrator. Also, when there is more than one vendor to implement their part of the integration, issues of connectivity conflicts may arise leading to poor implementation. Furthermore, this may cause stress on budget due to the costs incurred settling the services of each of the vendors. Hence...

Practically, every department in the organization is involved in the adoption of the new production lines or equipment (SAI Global 2005. If there are differences between the persons in these departments on the effects integration may have on their job opportunities, they may spill over to affect how the integration takes place. Conflicts of double assignments due to organization operations verses line integration also pose a threat to integration. The personnel may be required to work double since they have to work on their daily duties as well as assisting with installation of the new equipment.
Furthermore, difficulties in incorporating existing systems into the new systems create problems to the organization. If the two systems are too different and incompatible, the change over process may be impaired. Also, the diversification of existing systems is a problem; coherence of the data structures is also a challenge associated with integration.

The European Foundation for Quality Management (EFQM) was established by fourteen leading western European businesses. Its major objective is to realize quality achievement by all the sectors or organizations that adopt it. The 2013 review of EFQM Excellence model focuses on various concepts as its base principles to sustainable and socially accountable business (Porter & Tanner 2004). These fundamentals for excellence include; adding value for customers by meeting their expectations and needs. Creation of a sustainable future by fostering constructive impact on environmental and social conditions of the community they engage with. Developing and managing the organizational capabilities of the organization, and tapping into creativity and innovations (Hakes & Wilkinson 2007). Others are managing organizations with agility, valuing the people they work with and empowering them, and sustaining outstanding results achieved.

EFQM Excellence model gives a framework which help the organization identify its strengths and areas of improvement in line with the vision of the organization (Porter & Tanner 2004). It also gives the basic structure for management system of organization. The model is result oriented since good results are achieved from excellent performance from all the stakeholders. EFQM Excellence model has nine criteria, categorized into two main groups, as either enablers or results. The enabler criteria focuses on what the organization does and hoe it does it. The result criteria focus on the results organization gets in comparison to its performance, targets and the competition at hand as well as best performers in the field (EFQM 2003). These criteria are as outlined below. The first is leadership; best performing organizations are shaped by the leaders they have. Leaders should be people, who make things happen, are role models and inspire trust and flexibility enabling an organization to expect and respond in time to any changes ensuring success (Hakes & Wilkinson 2007). Strategy is the second criteria, focusing on how successful organizations implement their visions through a stakeholder-based strategy, and supported by effective policies and objectives. The third criterion is the people, an excellent organization values its people and has a culture that motivates and rewards people.

A forth criterion is partnership and resources; effective organizations plan and manage their external partnerships and the resources it has for effective operations (Porter & Tanner 2004). The fifth focuses on how the organization manages and improves its processes, products and services to augment the value for customers and other stakeholders. Customer results are the sixth criterion, showing what performing organizations achieve in relation to meeting needs of customers (Kanji 2002). The seventh is people results; such is what the organization achieves from meeting expectations and needs of people who work within the organization. Society results, this is what excellent organizations achieve from meeting expectations of pertinent stakeholders in the society. The last is business results, which shows what organizations achieve in relation to meeting needs of their business stakeholders.

Table 1: Table to demonstrate how the principles of the ISO 9001:2008 Quality Management standard correspond (match up) with the EFQM Excellence Model criteria.

EFQM EXCELLENCE MODEL CRITERIA

ISO 900:2008 PRINCIPLES

Enabler criteria leadership

Indirect correspondence because it meets only 10% of the sub-criteria.

Policy and strategy

Indirect correspondence because it meets only 10% of the sub-criteria.

people

Indirect correspondence because it meets only 10% of the sub-criteria.

Partnership and resources

Indirect correspondence because it meets only 10% of the sub-criteria.

processes

Indirect correspondence because it meets…