The road to excellence through the EFQM model

Each day there are more entities of different sectors that invest time and involve personal to improve management for business excellence

It is initially a matter of philosophy. The philosophy of business excellence. It is to work to achieve excellent results in relation to all the results that are essential for the Organization: customers, people and society. The process is the result of good leadership that directs and drives the strategy and policy between the people of the Organization, promotes partnerships, looks for resources and runs processes.

Excellence in business management is based on concepts such as orientation towards results and client, leadership and perseverance, involvement of people, social responsibility, etc. It is not improvised, but a result of the Organization through a contrasted and recognized model: the EFQM model.

EFQM Model

The EFQM model is understood as a structured management framework that provides organizations, both public and private, a global vision to promote and stimulate the improvement towards excellence. Excellent organisations are supposed to maintain higher levels of performance to meet the expectations of all its stakeholders. The use of the EFQM model of excellence enables organizations to understand the relationship between the organization and that obtained by means of a self-assessment system.

postefqm3
Methodology

To obtain a EFQM seal is to elaborate a descriptive report of the Organization, its activities of management and its results, as well as undergo a process of self-evaluation. The Organization agrees to seal when, in the Spanish case, the Club for Excellence in Management validates the scoring of the assessment made by the certification body.

 

 

Centres working for excellence

Two entities of the health sector have achieved recently this road to excellence to get recognition. On the one hand, the Hospital Benito Menni C.A.S.M, centre belonging to the Congregación de Hermanas Hospitalarias del Sagrado Corazón, has earned the seal of European excellence 500. The hospital is part of a set of psychogeriatrics and general hospitals, mental health centres whose mission is based on prevention, cure and rehabilitation of patients with different types of needs.

The challenge that Hospital Benito Menni CASM raised was advancing in its commitment to excellence and thus obtain a recognition that supports its bid for good governance embodied in good results in healthcare quality. In collaboration with Comtec, last year the Center has launched a process of equipment revitalization to facilitate the generation of initiatives and leadership, which, together with the appropriate and technical support has made it possible to project the institutional recognition.

300+, 400+, 500+
300+, 400+ y 500+ seals

Hospital Universitario Sagrado Corazón is the entity which has recently achieved a recognition for excellence in management, taking 400+ seal. The Centre belongs to Quironsalut group and provides all the medical-surgical specialities, being the largest in Barcelona privately owned hospital. With the aim of being an excellent organization, the hospital has worked to maintain higher levels of performance and has promoted and stimulated the improvement towards excellence. The result has been a recognition that valuates a well done job.

sara
Written by Sara Sandalinas Tura

Sara Sandalinas is in charge of Comtec’s internal and external communication. She holds a degree in Journalism from University Ramón Llull that has brought her to explore the myriad fields of her profession, working in media and press offices. Her responsibilities include handling media relations, producing written material, performing analyses and organising corporate presentations and events.

Occupational safety is part of the business strategy

During 2017 there were a total of 503,749 occupational accidents in Spain, of which 484 were fatal. This means that one person was killed in a work-related accident every 18 hours, according to data from the State Observatory on Working Conditions of the National Institute for Safety, Health and Welfare at Work.

In order to reduce these figures, the International Organization for Standardization (ISO) has developed the ISO 45001:2018 standard. On March 12, ISO 45001 was published, the first international standard that establishes the requirements to implement an Occupational Health and Safety Management System in any organization, regardless of its size or activity, with the aim of improving working conditions, eliminating or minimizing hazards and risks and reducing the number of occupational accidents and diseases.

The new ISO 45001 standard reinforces the integration of occupational health and safety into the overall business strategy of organizations and emphasizes the importance of context and risk management, not only limited to the negative effect but also to take advantage of the set of circumstances that can lead to improved performance (opportunities). In addition, the demonstration of compliance with legal and other requirements to which the organization subscribes is reinforced, as well as the development of indicators to demonstrate continuous improvement.

Among the main advances, it reinforces the role of senior management in the leadership of the Occupational Health and Safety Management System, as an important part of its business strategy.

Among other advantages, the implementation of ISO 45001 could enable companies to:

  • Decrease the number of accidents at work.
  • Increase productivity, which translates into economic benefits.
  • Reduce absenteeism and staff turnover.
  • Decrease adverse incidents in the workplace.
  • Reduce the cost of insurance premiums.
  • Promote a culture of preventive health and safety, involving employees to play an active role.
  • Facilitate compliance with legal obligations.
  • Improve the image and reputation of organizations.
  • Increase employee confidence

Likewise, ISO 45001 presents the common high-level structure with the most widely used management documents in the world, ISO 9001 (Quality) and ISO 14001 (Environment), so that organizations already certified in these standards will have an easier implementation.

ISO 45001 means the annulment of OHSAS 18001, currently the most widespread for occupational health and safety management. In fact, ISO 45001 meets most of its requirements and incorporates new ones, which translates into a number of improvements for businesses. Companies certified according to OHSAS 18001 have a period of three years, until March 12, 2021, to carry out the migration. The transition may be made during the regular renewal or follow-up auditor during a specific extraordinary audit for the purpose of making such a migration.

If you want to become certified and improve health and safety at work, we can help you.  

Consultant

Cristina Gascón studied Environmental Science at university and went on to specialise in ISO 9001 and ISO 14001 systems management. She is also a certified expert in occupational health and safety. Her main focus gradually shifted to quality and excellence, obtaining certification as an EFQM accredited assessor. Before joining Comtec, she worked as a quality systems auditor at Applus. Excellence in quality management, continuous improvement, the environment and occupational health and safety are her areas of expertise. She has headed up projects involving ISO 9001, ISO 14001 and OHSAS 18001 certification, business process management, benchmarking and healthcare accreditation.

ISO 9001:2015, all the news about the update

Més focalitzada en el context, el lideratge, la gestió de riscos i oportunitats i la gestió per processos

iso 9001-1Cada vegada són més les organitzacions que volen disposar de la capacitat de proporcionar productes i/o serveis per satisfer als seus clients, als requeriment de la legislació que se li aplica, als seus proveïdors i a la seva pròpia organització d’una manera eficient i coherent. És per això que cada vegada són més les entitats que s’adhereixen a uns estàndards o models de gestió de la qualitat.

Un dels estàndards que mostra els requeriments que ha de tenir un sistemes de gestió de la qualitat és la coneguda norma ISO 9001. Cada 4 anys es fa una revisió d’aquesta i aquest 15 de setembre de 2015 es va publicar l’última versió.

Diferencies estructurals dels requeriments entre les normes ISO 9001:2015 i ISO 9001:2008

La ISO 9001:2015 és molt similar a la seva predecessora de l’any 2008, però sí que es destaca com a una de les principals diferencies l’estructura i l’organització dels requeriments. A continuació us mostrem l’índex global d’ambdues versions de la norma:

Quadre comparatiu estructura ISO 9001 en jpg

Aquesta nova estructura, segons el nostre criteri, dóna a la norma una millor organització, a més de contribuir en l’alineació amb altres nomes ISO, facilitant així la implantació simultània de més d’una d’elles en una mateixa organització.

Principals canvis entre les versions 2015 i 2008 de la norma ISO 9001

L’actualització de la norma repercuteix, a banda de la nova distribució dels requeriments, tal i com es comentava en l’apartat anterior, en el contingut d’alguns d’aquests. A continuació us detallem els principals canvis:

  1. Context de l’organització: La nova versió emfatitza el fet de comprendre tots els factors interns i externs que poden afectar en el propòsit, objectius i sostenibilitat de l’organització. També recomana identificar quins agents poden generar un risc significatiu per la sostenibilitat de l’organització si les seves necessitats i expectatives no es compleixen. Aquests agents són anomenats, per la norma, parts interessades.Lideratge: Desapareix el requeriment d’haver de disposar d’un representant de la direcció i per tant totes les tasques i responsabilitats vinculades a aquesta figura repercuteixen, com a destinatari final, en l’alta direcció.
  2. Riscos i oportunitats: Apareix com a concepte nou la identificació, avaluació i tractament dels factors que impacten negativa o positivament en l’assoliment dels resultats previstos tant a nivell global de l’organització com per a cadascun dels processos.
  3. Gestió per processos: Aquest enfocament de la gestió basada en processos ja venia heretada de l’altra versió de la norma, però aquest cop es tracta amb més profunditat i això es veu reflectit en molts dels seus aspectes.
  4. Informació documentada: Disminueix el volum d’informació documentada, requerida per la norma, deixant en moltes ocasions en mans de la pròpia organització qui decideixi quina documentació considera oportuna per a la correcta eficàcia del seu sistema de gestió de la qualitat. Desapareix també el requisit de disposar del conegut “Manual de la qualitat”.
  5. Vocabulari: S’afegeixen nous conceptes i aquests són descrits a la ISO 9000:2015. Entre d’altres, desapareix la menció d’accions preventives i s’engloba tot com a accions correctives, encara que tinguin una caràcter d’anticipació. Apareix també el concepte de “servei”, en el mateix nivell que “producte”, com a un dels outputs d’una organització.
  6. Comunicació: La nova actualització de la norma requereix que l’organització determini quines seran les comunicacions pertinents al sistema de gestió de la qualitat, tant internes com externes i que defineixi què és el que es comunica, quan es fa, a qui, cóm i qui és l’encarregat de fer aquestes comunicacions.
  7. Planificació per assolir els objectius de la qualitat: Per arribar a complir amb els objectius de la qualitat establerts per l’organització, la nova versió de la ISO 9001 detalla com a requeriment que ha d’haver una planificació més detallada, determinant què es farà per assolir aquests objectius, quins recursos es requeriran, qui serà el responsable, quins seran els terminis i quins sistemes d’avaluació es duran a terme per mesurar els resultats.
  8. Gestió del coneixement: Apareix aquesta àrea nova que tracta del tractament i difusió dels coneixements de l’organització vinculats a la correcta operativa dels processos per assolir la conformitat dels productes i serveis que ofereixen.

Des de Comtec valorem molt positivament aquesta última actualització de la norma ja que pensem que s’adapta més a les organitzacions d’avui dia, aporta un aire fresc a l’esperit del cicle PDCA (Plan/Planificar-Do/Implantar-Check/Analitzar-Act/Actuar) i deixa més flexibilitat a l’organització perquè apliqui la norma segons el seu propi criteri.

miriam
Escrit per Míriam Márquez

Míriam Márquez Boada és consultora de Comtec Quality, s.a., diplomada en Enginyeria Tècnica Industrial per la Universitat Politècnica de Catalunya (UPC), Màster Universitari en Enginyeria dels Recursos Naturals i auditora interna en sistemes de gestió de la qualitat ISO 9001. Disposa d’experiència en el camp de la consultoria dels sistemes de gestió de la qualitat i del medi ambient.

Grup Catalònia Achieves ISO 9001:2008 certificate for all its centres and service lines

The entity management system implantation culminated in the recognition granted by DNV

DSC_0043El Grup Catalònia, referent en l’atenció a persones amb necessitats especials, ha obtingut el reconeixement de qualitat dels seus serveis amb la certificació ISO 9001:2008, després d’una transformació d’hàbits de treball, tan en l’organització com en les persones, que els ha portat a consolidar la seva activitat. A través de canvis en l’organigrama tan funcional com a jeràrquic, l’entitat ha dotat de més responsabilitats a les adreces dels centres, ha potenciat els equips psicopedagògics i enfortit els serveis centrals i la formació. Aquest nou enfocament estratégic ha desembocat en l’obtenció del certificat ISO 9001:2008 per tots els seus centres i línies de servei.

DSC_0046Per elaborar el projecte de certificació es va sol·licitar la col·laboració de diferents empleats de l’organització, creant-se el Grup Promotor integrat per professionals de diferents àrees i categories, com a treball social, formació o comptabilitat. “Volíem fomentar el treball en equip, reconèixer els bons resultats i donar oportunitats al desenvolupament”, va destacar el Doctor Serrahima, director del Grup Catalònia, en l’acte d’entrega del certificat a les instal·lacions del Grup.

DSC_0031Alhora, Pau Negre, Director Executiu de Comtec, va explicar que el Grup Catalònia ha de “treure pit i posar en valor aquesta fita”, donat que ha estat la culminació d’un projecte d’un any de durada que “suposa una aposta per la millora contínua dels serveis”. D’altra banda, Cristina Gascón, consultora de Comtec encarregada del projecte, va emfatitzar que la clau de l’èxit ha estat “transmetre a la resta de l’organització la importància del nou model de gestió amb l’objectiu d’aconseguir que tots els empleats valoressin la necessitat d’un canvi de cultura en l’empresa”.

DSC_0039Vicente Conca, President del Patronat del Grup Catalònia, ha estat l’encarregat de rebre el certificat i ha agraït la implicació del personal de l’entitat, ‘No és un punt final, és l’inici d’una nova etapa en la millora contínua’.

 

Jazz i excel·lència

miles-davis 'kind of blue'
Es va publicar l’agost del 1959

‘ Kind of Blue ‘ was the album by Miles Davis that drew a point and a part in the history of jazz. His main attribute, in addition to turn their back on the standard progressions of chords-so used to the 1950s-was the contribution of value to your album in the style of music. Composition and improvisation, namely, preparation and confidence in the talent, fan of ‘ Kind of Blue ‘ a work applied to other aspects such as business management.

This was the simile that the partner and executive director of Comtec, Pau Negre, gave as a starting signal of a presentation at the Official Association of engineers of Catalonia, within the Conference on good practices organized by 2015 by the Club Excelencia en la Gestión. His presentation, entitled ‘ prepare your organization to add value ‘, blamed the jazz and the excellence in front of an auditorium full of experts on quality management and talent willing to listen to the lessons that music can give and apply them to their businesses.

club excelencia en la gestion
Ponència al Col·legi d’Enginyers de Catalunya

In this sense, Black Peace highlighted the ability of Miles Davis to find the skills and talent of musicians who understand jazz as he and shared the desire to introduce innovations. A good analogy to talk about capacity, of purpose, of talent and values. A approach based on the idea of surround-to those who understand and share your project.

‘ Kind of Blue ‘ was recorded in two days. Davis was looking for the freshness of the first interpretation, with the aim that the musicians are not lobster, in excess and explode your talent. An ode to the creativity and innovation that can be applied to the pursuit of excellence within the companies.

sessión técnica
Liderar implica saber comunicar

Under good leadership-based on the trust of the leader on your team-with simple guidelines that stimulation empowerment of workers and a good working environment, companies favour the exploitation of the talent they have. So did understand Black Peace, which in turn raised the method you have to use organizations to aspire to be a high-performance team through an improvement of the results in a sustainable way. To achieve this, the Organization must work because their value proposition is interesting and, in the same way, you have to maintain excellent levels of performance.

This is a model applied to high-performance teams that start from the will to dominate, not to learn again. In this sense, the managing partner and executive director of Comtec, Paul black, pointed out that the process of conversion into a team of excellent results goes through an autoevaluación, comparing the point where you will find the company and sighting his maximum potential possible. “You have to find out about us in order to change and, above all, be convinced that we want to change something”, he advised black, in the same way that warned that “sometimes we forget to do support what we do well. We have some qualities that make us better at certain things, you have to exploit them as strengths. “

aplicación práctica
Com ho apliquem a Comtec

From the experience of Comtec, the question of how to get maximize your team could be summed up in ‘ do things, do them well and with discretion. ” The model that brought Pau Negre evaluate where you will find the company on your way to excellence. In the same way, provides direction and a focus to improve the results of sustained way, helping to promote change and to encourage people towards the improvement to enable the recognition of excellence.

In short, it is a good tool to find aspects that perhaps in the internal assessment had not identified. Reinforcement from a perspective outside the company that indicates if you go for a good line.