Business Excellence 2
Article Index
Business Excellence 2
1.1 History and Explanation of Business Excellence
1.2 The Evolution of the EFQM Excellence Model
1.3 What is Business Excellence?
1.4 Proven Benefits of Business Excellence
1.5 Building a Global Business Excellence Community
2.1 Examples of Business Excellence Awards
2.2 Premier Benchmarking Website: BPIR.com
2.3 Business Excellence Administrators
3.1 Baldrige Winner: Bristol Tennessee Essential Services (BTES)
3.2 Baldrige Winner: City of Fort Collins
3.3 EFQM Award Winner: Dubai Electricity and Water Authority (DEWA)
3.4 EFQM Award Winner: Robert Bosch GmbH
3.5 Singapore Quality Award Winner: Defence Science and Technology Agency (DSTA)
3.6 Singapore Quality Award Winner: Ministry of Manpower (MOM)
3.7 Canada Awards for Excellence Winner: Bell Canada
3.8 Canada Awards for Excellence Winner: Baxter Corporation
3.9 Business Excellence: the Tata Group
4.1 Latest Research Reveals 55 Countries Have a Business Excellence Award
4.2 The Importance of Developing and Sustaining a National Approach to Business Excellence
4.3 Excellence Without Borders Global Benchmarking Study
4.4 Understanding Business Excellence: an Awareness Guidebook for SMEs
4.5 Developing BEM for Performance Measurement in Transitional Economies
4.6 Business Excellence Models
4.7 TQM and Business Excellence: Best Practices at Toyota Motor Corporation
4.8 Business Excellence Does Work
4.9 The Value of the Baldrige Performance Excellence Framework in Manufacturing Organisations
4.10 Economic Evaluation of the Baldrige Performance Excellence Program
5.1 BEMs and Awards for the Public Sector
5.2 The Quality Management Forum
5.3 The Global Excellence Model (GEM) Council
5.4 Global Assessment on the Current State of Organisational Excellence
5.5 Journal: TQM and Business Excellence
5.6 The BPIR Improvement Cycle
5.7 Business Excellence as Success Factor for Large Croatian Enterprises
6.1 EFQM Business Excellence Self-Assessment
6.2 Benchmarking and Performance Excellence EFQM Self-Assessment
6.3 Benchmarking and Performance Excellence Baldrige Self-Assessment
6.4 Business Excellence Tools
6.5 The Business Excellence Assessment
6.6 Baldrige Self-Assessment: Seven Ways to Get Started
6.7 Singapore Quality Class: Business Excellence Self Diagnostic Tool
6.8 EFQM Global Excellence Index
6.9 Organisational Excellence Assessment Tool
7. What do business leaders say about business excellence?
8. Conclusion
Business excellence means the development and strengthening of all facets of a company or organisation to improve performance and create value for its stakeholders. It can be seen best when an organisation has and demonstrates world-class strategies, processes, and stakeholder-related performance results. Business excellence can be validated through assessments using proven business excellence models (BEMs), which are based on a set of fundamental concepts or values. These BEMs continue to evolve thanks to extensive studies of the practices and values of the world’s highest-performing organisations.

In This Report

  1. What is business excellence?
  2. Which organisations have received recognition for business excellence?
  3. How have organisations reached high levels of success in business excellence?
  4. What research has been undertaken into business excellence?
  5. What tools and methods are used to achieve high levels of success in business excellence?
  6. How can business excellence be measured?
  7. What do business leaders say about business excellence?
  8. Conclusion

The Definition

Business excellence means the development and strengthening of all facets of a company or organisation to improve performance and create value for its stakeholders. It can be seen best when an organisation has and demonstrates world-class strategies, processes, and stakeholder-related performance results. Business excellence can be validated through assessments using proven business excellence models (BEMs), which are based on a set of fundamental concepts or values. These BEMs continue to evolve thanks to extensive studies of the practices and values of the world’s highest-performing organisations.

The Stage

The concepts and philosophy of business excellence are among the most effective ways for any organisation to improve its business performance.
The first BEMs were developed in the late-1980s as a result of the quality movement in the West, which was, in itself, a response to advances in quality and competitiveness in Japan. Gradually, the term Business Excellence superseded the terms Quality and Total Quality Management (TQM). Today, many countries use BEMs as a key mechanism to improve organisational performance and enhance national competitiveness. BEMS are used globally in both the private and public sectors, since they are tried and tested, and communicate the importance of excellence – not just in product or process quality, but in all aspects of a business.
BEMs provide a systematic, structured, integrated, and highly sustainable approach to organisational improvement. Using a scale of excellence, they help objectively determine the position of an organisation during its business excellence journey, and identify specific strengths and areas for improvement. From these assessments, organisations can develop robust action plans to grow their strengths and address their challenges. When used as a basis for an organisation’s improvement culture, BEM criteria broadly channel and encourage the use of best practices into areas where their effect is most beneficial to performance.
The most widely known and used BEMs are the Baldrige Criteria for Performance Excellence and the (EFQM) Excellence Model. Baldrige promotes seven assessment criteria for business excellence, whereas EFQM promotes nine. Other popular BEMs, including those from Japan, Canada, Australia, and Singapore, can also have slight variations in criteria and approach.
Throughout the world, organisations are increasingly adopting BEMs to improve performance. With growing interest and academic research on the subject, business excellence is expected to continue its influence as one of the strongest and most effective approaches for organisational performance improvement.

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