Quick Scan

A scan in less than 10 min!

In a few moments you know to what extent your organisation has already reached excellent results. Excellent results according to the EFQM-Excellence model means excellent results for share holders, customers, people and society.

How do you know this as fast as that? Very simple: fill in (preferably with a director) the questionnaire below. You send the answers and you get the results immediately, free of charge.

Answer each question with one of the following scores:

0	not present or not applicable
1	poorly developed, occasionally applied
2	partially developed, applied in a few areas
3	well developed approach, well known and good results, often applied
4	strongly developed approach, well known by everyone and providing very good results, applied in most areas
5	the methods and approaches used are recognised by others as benchmark, first class results, the results will stay in the future, applied everywhere

To improve your results, make a concrete plan of action to proceed in growing to excellent results in the future.

More information on the EFQM-excellence model, Self-Assessment and excellent results can be found in the book Excellent.

Good luck!

Name organisation*
Address
Name*
Function
Email
Tel*
Fax
GSM

0 1 2 3 4 5

1 To which degree are the managementskills of all managers and members of the board systematically measured, assessed, developed and followed?

2 To which degree do all managers and members of the board systematically participate in an active way to improvement groups and do these groups give at least two concrete and important results every year?

3 To which degree are all staffmembers well informed as far as vision, mission and strategy of the organisation is concerned ? To which degree do managers and members of the board systematically check whether the partners know their aims, put them into practice and are the partners able to explain the relation with higher aims?

4 To which degree are the individual and team aims regularly and systematically followed with the aid of boardtables, graphs, ...?

5 To which degree are the results assessed in a systematic way and are lessons drawn from this? To which degree is problem solving methodics incorporated in the culture and is fire extinguishing definitely something that belongs to the past?

6 To which degree are all managers and members of the board involved in estimating the needs and exspectations of customers, partners, society and shareholders?

7 To which degree is there a clear relation between key processes, critical successfactors, key indicators, objectives on the one hand and obtained results on the other hand?

8 To which degree is peoplemanagement geared to management and strategy of the organisation?

9 To which degree are the competences of the partners systematically mapped and is there a methodical and systematic way to develop these competences?

10 To which degree do we measure in a planned, regular and systematic way the perception of our customers? To which degree do we use this information to agree upon new concrete aims which show an obvious improvement within one year?

11 To which degree do we measure in a planned, regular and systematic way the perception of our partners? To which degree do we use this information to agree upon new concrete aims which show a clear improvement within the year?

12 To which degree is the majority of the partners involved in improvement groups which apply the problem solving method systematically and reach several results per year?

13 To which degree do the partners experience that the internal communication runs very smoothly? To which degree do phenomena such as gossiping, resistance towards change, scepticism, hesitation, and so on belong to the past?

14 To which degree does the rewardingsystem take into account elements such as long-termresults, parameters that interest the shareholders, indicators related to customersatisfaction and motivation of partners?

15 To which degree is cost management applied instead of cost cutting?

16 To which degree are keyprocesses (processes that lead to keyresults) documented, do they run smoothly, do they have an owner and are they regularly audited by the processowner (member of the board)?

17 To which degree do the partners actively apply the performance-indicators which are related to customer satisfaction, partnersatisfaction, shareholdersatisfaction and societysatisfaction?

18 To which degree do the activities 'measuring, learning and innovating' belong to daily life and the organisation culture?

19 To which degree are all the obtained results systematically compared with the own aims and benchmarks?

20 Can all the obtained results be considered as very good in all areas and in all departments?