ࡱ> DFABCu_ ٠bjbjkk ;\;\"~~FFFZZZ8,ZTM:_ V!d"4LLLLLLL$6OQTLFM" @_ M"M"L'M&&&M"68FL&M"L&&NPI.L@,څ#4;K0L$M0TMkK,@R#@R`L@RFL(M"M"&M"M"M"M"M"LL&M"M"M"TMM"M"M"M"@RM"M"M"M"M"M"M"M"M"~> : A Framework for using Business Excellence Models for Performance Improvement at Operational Level By GC MacKerron, R Masson & R Moffat Business Operations Group, Napier University Business School, Craiglockhart Campus, Colinton Road, Edinburgh. EH14 1DJ, United Kingdom. Abstract It is important that manufacturing organisations are able to measure their performance in a way that will enable them to better manage their organisation to achieve competitive advantage. This paper argues that there are already appropriate methodologies that have been developed for this purpose, namely self assessment against quality awards and business excellence models, that subject to development to overcome their weaknesses, can be used for measuring manufacturing performance at an operational level. The research reported here outlines the development of such a framework and its successful application to a case example of a world class manufacturing facility in Europe. Key words: Manufacturing Performance, Self Assessment, Measuring Performance, Performance Improvement, Operational Level. Introduction. It is of course a truism that for a host of reasons the dynamic environment in which manufacturers operate today is a much more competitive one than that which existed even a few years ago. In order to compete manufacturers of course need to be able to measure their performance in a way that will enable them to better manage their organisations performance to achieve competitive advantage. Over time the scope of such performance measures, even at a corporate level, has generally moved away from traditional financial measures to encompass non-financial measures which provide information which better assists in both operational and strategic control (Kaplan and Norton, 1983; Drucker, 1990; Conti, 1993). Indeed there is a growing body of opinion that many of the internal non-financial measures currently used should find their way into the traditional external reporting mechanisms. For competitiveness companies need to monitor dimensions like customer service, quality, productivity, employee morale and on time delivery. (Maskell 1989; Bhimani, 1993) We would argue that there already exists a useful methodology, subject to the amendments and development that we offer in this paper, that manufacturing organisations may effectively use to measure their performance. The methodology is that of Self Assessment against Business Excellence Models or Quality Awards. Developed in the USA as far back as 1987 in the form of the Malcolm Baldrige Award for the very purpose of improving the performance of American manufacturers in the face international competition, self assessment has gained wide international recognition as a methodology for identifying strengths and weaknesses broadly across an organisation's activities and performance. It might be argued that one of the methodology's strengths is its holistic overall evaluation of activities and performance, thus avoiding the lack of focus often apparent in the myriad of other different operational or process level tools and methods that are available. However the self assessment criteria are directed toward almost all aspects of organisational management, which may well be suited to companies or business units at a strategic level and this has not always been so suitable at the operational levels where much more hands-on, non-financial and short term information is used, especially with regard to facilitating operational level improvement to enable competitive advantage. For many organisations, the existing means of self assessment are not readily usable because they are either too time-consuming, require expensive consultancy or resource commitment, or because the benefits are not self-evident. Many of those involved with the on-going development of the model and promoting self assessment are from organisations large enough to devote extensive amounts of time and effort to self assessment. Subsequently the image surrounding self assessment tends to be that it is a tool available only to those with plenty of resources (Hewitt, 1997). The study reported here has researched self assessment methods, through literature review, an analysis of applications in organisations (MacKerron and Masson, 2003), and has developed an amended self assessment methodology that can enable a more focused approach to operational or departmental levels that can deliver true benefits to those organisations wishing to embrace self assessment below the strategic level. The developed approach was rigorously tested by applying it to a world class manufacturing facility in the United Kingdom Self Assessment using the EFQM Excellence 2003 Model.  Figure 1: the EFQM Excellence 2000 Model (EM) The familiar Excellence Model (EM) used in Europe, Figure 1 above, and not dissimilar to those used elsewhere in the world such as the Malcolm Baldrige Award in the USA, is based on the concept that organisational results are achieved through enablers, both being enhanced through the feedback and use of innovation and learning. The model is structured on nine main criteria which organisations can use to assess and measure their own performance with a view to benchmark against the practices and performance of leading companies or best in class. Through this process, the organisation identifies and exploits its strengths, recognises weaknesses (in self assessment language these are called Areas For Improvement or AFIs) and applies improvement initiatives to eliminate them (Azhashemi and Ho, 1999). INCLUDEPICTURE "C:\\Users\\li165\\AppData\\Local\\Microsoft\\Windows\\NETWIN.95\\TEMP\\scan.jpg" \* MERGEFORMAT \d \z  Figure 2: Approaches to Self Assessment. There are a number of different approaches to performing self assessment against the EM. These approaches range from relatively straightforward and simple opinion-based self assessment approaches, like the Matrix and Questionnaire approaches, to more the rigorous and time consuming evidence-based methods like the Workshop, Proforma and Award Simulation approaches, see Figure 2.While there is no best approach (Porter and Turner, 2004) there are advantages and disadvantages to each method, often related to the maturity of using the self assessment methodology in the organisation and their circumstances. It has been found that when organisations become more experienced in self assessment, they are more likely to use a range of methods to obtain a more accurate assessment. To demonstrate that any enhancement methodology actually leads to improved business performance is a notoriously difficult task, although research carried out at the European Centre for Business Excellence (Oakland 1999) has highlighted that organisations adopting self assessment against the EM achieve sustained high levels of performance in key areas including customer satisfaction, market share, revenue growth and operating profit. Such results are also consistent with other research carried out by Finn and Porter (1994), Longbottom (1998) and McAdam and ONeill (1999). The Self Assessment Experience. Conti (1993), Hillman (1994) identified key good practice elements for success within any self assessment process, viz., commitment of all those involved, and how it can be developed, (Oldfield 1998); planning the self assessment process; justifying the method to be used and designing appropriate formats for recording the data (if applicable); achieving a common understanding of the process and the involvement and training of all assessors; obtaining consensus on strengths and areas for improvement obtained after assessment; establishing a plan of action resulting from the assessment; and implementation of the action plan. Experience in the use of self assessment reveals that the majority of organisations embark on self assessment utilising their own personnel; very few employ external consultants. This is useful in owning the process of assessment, but it is important that those carrying out the self assessment process are aware of the factors important for success. (Longbottom 1998, McAdam and ONeill 1999, Zink and Schmidt 1998) however suggest that too often the process of self assessment is simply delegated to internal quality mangers, leading to the process being run as a distinct and separate activity from those actually making policy decisions, and hence becoming merely a monitoring exercise. Surprisingly the research identified that there is little involvement of employees in the self assessment process, it tending to be a management driven process rather than a participative exercise across the organisation. It is also important that line management are involved because the results will be more readily acted upon through process improvement and they will be able to actually drive the process themselves. This criticism is even more applicable as the self assessment process moves towards the operational level, where increasingly, all staff need to engage in the process, necessitating a more hands-on approach with the use of non-financial and shorter-term information, which can often require a different terminology. If the EFQM Excellence Model is to be adopted as a framework for managing, analysing and improving organisations performance, it must in the long term, be adopted by all levels in the organisation (EFQM 1998, Lascelles 1999). The Case Organisation Plexus, Scotland A case study approach was used as the main tool for the analysis of the generic process. Plexus Corporation, formed in 1980, is a multi-billion dollar world-wide group positioned as one of the leaders in the electronic manufacture service industry. The organisation employs over 5,000 staff and is represented in 5 different countries. Their European headquarters facility is located in Kelso, Scotland, incorporating a new state-of-the-art 57,000 square foot factory employing just over 300 people. This houses their manufacturing centre of excellence, and is dedicated to prototyping, new product introductions, and volume manufacturing. Manufacturing performance measurement is required to ensure operating costs are kept to a minimum, and that customers are consistently delighted through continual improvement. This facility was evaluated by carrying out self-assessment and the findings were then analysed with a list of recommendations being put forward for the areas where the generic process could be improved. Research Methodology The research method chosen was based on the principles of Grounded Theory (Goulding 1998, Glaser 1990). This work involved, through use of gathered evidence, the development and application of a procedure to provide an enhanced, customized self assessment tool. The procedure was tested by applying it to the case organisation. Six years prior to this study, the case organisation had attempted self assessment as well as having tried to use a range of different unrelated improvement techniques. These were all short lived, with no cohesiveness or policy focusing or linking them to strategic objectives. There had been no means of assessing the effectiveness of the work to drive continuous improvement, nor the contribution of each improvement technique's input to the department's enhancement. The authors carried out the role of the self assessment assessor, with the case management team being used to provide the required input. Each of the 32 sub-criteria of the Model had a customised Pro-forma sheet developed and interviews were held with each member of the management team to review the content and record objective evidence, used to record strengths and areas where improvement was required. Preliminary Work A set of broad acceptability criteria, Table 1, against which the overall suitability of the new developed assessment method would be tested was generated through a series of meetings with the case department management. These were largely based on management's experience of self assessment and their use of other improvement methodologies. The case management team were given a presentation on the fundamental principles behind the Model, and the benefits that can be achieved by carrying out self-assessment against it. The generic process was then explained in some detail to highlight potential benefits. Management commitment to support the process was given. To ensure all staff within the case department in which the methodology was to be developed were engaged or allowed to comment on the research, a series of departmental meetings, involving all staff, were held to communicate the aims and work of the research. The expected research outputs and recommendations were seen as catalysts to enable the formation of business improvement initiatives necessary to enhance the department's operation. Table 1: Acceptability criteria for the new methodology. Relevant and easy to apply to the department, but remain consistent to the EM. Not be time-consuming to apply. Must clearly identify strengths and areas for improvement, to facilitate action planning. Should be an evidence-based, not a perception-based, approach. The previous attempt at self-assessment carried out on the case organisation six years previously used a workshop style approach, at which an EFQM- based questionnaire was gone through in some detail. One of the main drawbacks to this approach was that the scoring was based on the perceptions of the management team, which at the time on the organisation were very high, resulting in a final score that was excessively high in relation to the maturity of business excellence in the organisation at the time. No subsequent improvement plans were put in place for the issues that arose. This outcome was something that the management team were keen to avoid repeating when carrying out the generic self assessment process. This point was highlighted by Hewitt (1997), who wrote that if unit leaders do not completely accept the principles of business excellence, they will commonly pay lip service and go through the motions of self-assessment, without any commitment to using it as a basis for improvement planning. Research using Grounded Theory requires the use of Learning Activities. These Learning Activities included a literature review by the authors, and the results of a focus group set up with the Kelso management team, drawing on their previous experiences of carrying out a self-assessment. The focus group results were used to obtain information on the perceptions and practices of self assessment in the case organisations, these acting as benchmarks. A set of positive and negative constructs were then generated that were relevant to the case organisation. This work enabled the establishment, and validation, of an emergent theory from the research data obtained. This was a critical stage in the process, which could not be under-estimated as it is this information that was used to form the backbone of the developed self-assessment approach. Table 2, below, shows the distilled list of positive and negative constructs relevant to the case organisation in order to determine their impact on the approach taken. Positive constructsNegative constructsSelf-assessment must have commitment from Senior Management to succeed.Lack of commitment from Senior Management will inevitably result in the self-assessment process failing to achieve its goals.Organisation must be familiar with the concepts of TQM and continuous improvement activities.Assessment carried out by external consultants can be costly, and reduces ownership in the process.The EFQM Excellence 2000 Model should be customised to ensure the self-assessment is relevant to the organisation. Workshop/ Perception based approach means actions cannot be made on objective evidence.EFQM terminology should be presented in such a way it can be understood by all.EFQM questionnaire booklet does not provide a factual assessment, and does not assist the process of identifying AFIs.Only one approach should be used to carry out the self-assessment to ensure a high level of motivation and focus is maintained.Poor planning creates confusion, de-motivates, and reduces the chances of success.Assessment carried out by Trained internal assessor ensures a valid and consistent assessment is carried out.Training internal assessors is a costly exercise.Management must be involved to ensure ownership is taken for resulting actions.Scoring using RADAR (results, approach, deployment, assessment and review) can be unrealistic without assistance from a trained supervisor, and can lead to unrealistic scoring. This can hide real issues.Approach must be planned, detailing key personnel required, resources, and realistic timescales.Excessive list of improvement recommendations de-motivates and obscures important issues.Approach must be based on fact rather than perception so that actions can be taken on objective evidence, not the opinions of individuals.Poor communication of results reduces understanding of the process and reduces ownership of actions.Strengths and AFI must be identified during the self-assessment. This provides direction for development of a prioritised action plan.Use of RADAR for identifying strengths and AFI encourages a scientific approach to assessing performance.The purpose of the self-assessment must be communicated and clear to everyone involved.Management should be involved in identifying key themes from the self-assessment results.Resultant actions need to be prioritised in order of importance, to ensure the process achieves optimum results.Outcomes of self-assessment must be linked to the organisation objectives.Results must be communicated to create awareness of the process and ownership for actions. Table 2 List of Positive and Negative Constructs for Case The Stepped Development of an Operational Self-Assessment Approach. The holistic operational level self assessment approach was developed through five simple stages or sets of considerations. The approach can be focused on the needs of a particular organisation by considering each of the five stages in relation to the specific organisational constructs identified above and the acceptability criteria in table 1. These five stages are: How relevant is self assessment to the departmental quality culture? Who is best suited to do the assessment? How can we customize the model criteria to suit our particular needs? What approach shall we use for the assessment? How can we use the outcomes to best advantage? In answering each of the above considerations, relevant elements from the positive and negative constructs from Table 2 for the case department were grouped together for each consideration. The output or development resulting from this consideration process at each stage was continually subjected to a verification process to assess its suitability by comparison against the established acceptability criteria developed in Table 1. The development of the case self assessment holistic approach through each of the five stages are shown below, including their related constructs and a description of the work undertaken. Stage 1. Quality Improvement Culture - How relevant is self assessment to the departmental quality improvement culture? Relevant constructs: Positive Organisation must be familiar with the concepts of TQM and continuous improvement activities. Self-assessment must have commitment from Senior Management to succeed. Relevant constructs: Negative Lack of commitment from Senior Management will inevitably result in the self-assessment process failing to achieve its goals. A review of the cases historical quality initiatives suggested that it was very familiar with the concepts of continuous improvement, and would benefit from carrying out self-assessment, having a number of good enhancement systems in place, (Mora, 2003). There is also a plan in place to introduce Six Sigma, and Lean Manufacturing, over the next 12 to 18 months. Both the positive constructs mentioned in this section are key to the successful completion of self-assessment. If an organisation is not familiar with the concepts of continual improvement or TQM, they arguably are not ready to carry out a comprehensive self-assessment, therefore their time would be better spent instilling the principles of TQM, and starting on the road of continuous improvement. It is also imperative to have the support of the Senior Management team to ensure implementation of any major improvements identified. Stage 2 Assessors Who is best suited to do the assessment? Relevant constructs: Positive Management must be involved to ensure ownership for resulting actions. Assessment carried out by a trained internal assessor ensures a valid and consistent assessment is carried out. Relevant constructs: Negative Training internal assessors is a costly exercise. Assessment carried out by external consultants reduces ownership in the process, and is very costly. Experience of self assessment indicates there is a greater chance of success, not just in conducting the self assessment, but also managing the outcomes, if the senior management team has an active involvement in the process (EFQM, 1999). It was agreed that the authors would take on the role of the assessor, with the management team used for the input detail. This meant both the positive constructs for this section had been met. The authors had completed a licensed assessor course, have sound knowledge of the process of self assessment, had been involved in carrying out a self-assessment before and acted as the assessor. Obtaining a budget to fund the costs associated with training internal assessors is an issue that many organisations face, especially under an adverse economic climate. Costs associated with employing an external assessor are very high and added to this that the use of external assessors can reduce ownership in the process (Van der Wiele and Williams et al, 1995). A consultant, no matter how qualified, who does not mesh well with the people in the organisation, will be a waste of resource (BIN, 1997). Stage 3. Customised Model What customisation of the model criteria is required to meet needs? Relevant constructs: Positive The EFQM Model should be customised to ensure the self-assessment is relevant to the organisation. EFQM Model terminology should be presented in such a way it can be understood by all. This stage includes customising the Model terminology and self-assessment approach to fit the case organisations needs, while keeping the integrity of the model, and a realistic implementation and resource plan. At the same time a pilot exercise was initially completed for the Leadership element of the Model, to assess its suitability, terminology and acceptability. After the results of the pilot scheme were collated, the management team identified key themes from the findings of the exercise, and fed back reflections on the effectiveness, acceptability, and suitability of the process to the others involved. Stage 4 - Which Assessment Approach? Relevant constructs: Positive Approach must be based on fact rather than perception so that actions can be taken on objective evidence, not opinions of individuals. Strengths and AFIs must be identified during the self-assessment. This provides direction for the development of a prioritised action plan. Use RADAR to identify strengths and encourage a scientific approach to assessing performance. Approach must be planned, detailing key personnel required, resources, and realistic timescales. The purpose of the self-assessment must be communicated and clear to everyone involved. Relevant Constructs: Negative Workshop/ Perception based approach means actions cannot be based on objective evidence. The questionnaire assessment methodology does not provide a factual assessment, and does not assist the process of identifying AFIs. Poor planning creates confusion, de-motivates, and reduces the chances of success. Scoring using RADAR can be unrealistic without assistance from a trained supervisor, and can lead to unrealistic scoring. This can hide real issues. An objective, factual, evidence-based, Pro-Forma approach would be best suited. The approach was then developed incorporating all of the relevant constructs for this section, whilst at the same time ensuring that the approach met all 4 of the agreed acceptability criteria (table 1) set out at the beginning of the exercise. This ensured an evidence-based approach, through data collection, categorisation of strengths and areas for improvement (AFIs). Scoring was not used due to the possibility of undermining the whole process if faced with apparently low scores (BQF, 2002). A project plan and schedule of interviews was formulated to identify the activities and resources required, coupled with an organisation chart of responsibilities and a related process map was drawn up for the case management team, including the elements applicable to each person (BQF, 2002). Managers were provided with a chance to consult the detail on the Pro-Formas with colleagues in their department before making judgement. Measures used were reviewed at this stage. It was deemed necessary to rigorously test the new approach and ensure it was comprehensible and applicable in context, and that it provided a basis for action (Glaser 1990). The prescribed need to gather evidence before assessing performance augmented the process integrity and provided an objective foundation for decision-making. The link between the assessment process and the systematic identification of strengths and areas for improvement provided a fair, effective and transparent assessment. A set of assessment guideline rules as per the EFQM Assessment Scorebook (EFQM, 1999), which included areas to address under RADAR (Results, Approach, Deployment, Assessment and Review); a section for recording the evidence found and finally a section for recording identified strengths and AFI. The AFIs found were included in the improvement plan developed at Stage 5. The results of the pilot scheme proved how strong a tool self-assessment against the Model could be for identifying performance improvement opportunities. Stage 5 Outcomes Using the assessment outcomes to best advantage. Relevant constructs: Positive Management should be involved in identifying key themes from the self-assessment. Resultant actions need to be prioritised in order of importance, to ensure the process achieves optimum results. Outcomes of self-assessment must to be linked to the organisations objectives. Results must be communicated to create awareness of the process and ownership for actions. Relevant constructs: Negative Excessive list of improvement recommendations de-motivates and obscures important issues. Poor communication of results reduces understanding of the process and reduces ownership of actions. To improve performance, the outcomes of the assessment process needed to be acted upon, as self-assessment on its own will produce no measurable change or improvement. The key to success here is action planning, ownership of improvements and implementation (BQF, 2002). This was done via reaching consensus by the case management team over the agreed strengths and AFIs, having first familiarised themselves with the self-assessment findings. Consensus discussion resulted in the removal and addition of some strengths and AFIs. Where changes were made, relevant objective evidence was given to justify these changes, and recorded in the appropriate area on the Pro-forma sheets. The outcome of these discussions was a complete record of agreed strengths and AFIs. A team was set up to develop the findings further into an improvement plan. Using the Results The management team were provided with the list of the agreed strengths and AFIs in table format, having been analysed further so that key themes could be grouped together (BQF, 2002). It was found that some of the AFIs required to be further investigated as they were actually identifying symptoms rather than root causes to problems. The AFIs also required prioritisation to ensure the achievement of optimum performance improvement (EFQM, 1999). Prioritising the AFIs took into consideration the level of complexity of the problem and the benefit that the organisation would gain if that issue was to be removed or performance improved. The method developed by the team to do this incorporated characteristics from the two approaches put forward by the BQF (2002), the Matrix Approach and Decision Tables. AFIs were each given a alphabetical letter for identification purposes, and each represented on a Self Assessment Improvement Plan in table format, including columns for action required, complexity and benefit. The preventive action required necessary for each AFI was identified through the use of cause and effect diagrams and brainstorming techniques (Dale, 2003). Each AFI was then scored on a scale of 1 to 6 for both complexity and benefit. Complexity scores took into consideration the difficulties associated with fixing the problem, the associated costs of the improvement activity and the expected implementation timescales. The score for benefit took into consideration the impact the improvement activity would have on the case organisations objectives, on its customers and on employee motivation. An AFI priority matrix was then developed, Table3, and presented, split into 4 sections. The 4 sections were labelled from top left to bottom right: - Quick hits (AFIs considered as being first priority). Action: assign senior management ownership and identify resources/ timescales. Business unit activity (AFIs that formed the basis of a continuous improvement or Kaisen program.) Action: assign individual ownership and agree a completion date. Director approval (AFIs that were likely to involve the use of professional/ specialised resources). Action: pass on to director team to be included for review at next director meeting. Ignore (AFIs left pending re-evaluation at a later date) Action: Review again later The letter code for the different AFIs were then dropped into the appropriate sections as per agreed scores.  Table 3: Areas for Improvement Priority Matrix This scoring method meant that the AFIs given a low score for complexity and high score for benefit ended up in the Quick Hits section. The opposite to this being AFIs that were given a high score for complexity and low score for benefit ended up in the Ignore section. Now that each of the AFIs had been given a priority they were allocated an owner and completion date, to ensure ownership and a timescale. Actions on the improvements would be reviewed at the monthly management team meetings, with an updates on their status reported. Where possible, actions were linked to organisation objectives and briefed to staff. It is again important to note that all the constructs developed earlier were taken into consideration in the implementation of the results from the self-assessment process. They ensured that the developed prioritised improvement plan would have the most impact on the overall efficiency and performance of the organisation, whilst using resources to best effect. Case Study Organisation reflections After carrying out a successful pilot scheme on the newly developed approach, a full self-assessment was carried out on the organisation. Planning and preparation before meetings and interviews ensured deadlines were met; motivation was ensured by utilising staff time in a resource-efficient manner. Once the self-assessment had been completed, and the strengths and AFI agreed, the project gained momentum. The process had been successful in bringing to light a number of issues, across a range of areas. The team set up to develop the prioritised improvement plan for the identified strengths and AFI had a vast experience of improvement initiatives and use of quality tools, ensuring an appropriate strategy for prioritising the list of improvements. A number of issues were identified in this case organisation: - All positive and negative coded constructs need to be considered at each stage. Negative constructs act as key reminders of issues to be addressed to ensure success. Step 3 Customising the model and Step 4 Assessment approach could be reversed. There is a case that could be made that the methodology of self-assessment needs confirmed before the model can be customised and to consider how it will be used. The customised model then needs to be tested to ensure that it is suitable and applicable to the organisation in question before being fully implemented. This is a quite straightforward modification that can be made in the developed generic process. Stage 5 needs to commence only after the earlier stages have been completed. This ensures a clear cut-off between choosing the approach, carrying out the self-assessment, and then using the results to develop the prioritised improvement plan. This enhances implementation and communication to achieve optimum results in the prioritised improvements. Stage 5 is key to the achievement of a successful outcome During Stage 5, the identified strengths also need to be considered to better prioritise areas where improvement is required. The number of AFIs far out-weighed the identified strengths. When carrying out a self-assessment for the purpose of continuous improvement, people tend to focus mainly on the areas where the company is weak, rather than the things that the company does well. This should be highlighted for addressing before any future self-assessments. Lessons may also be identified from the organisations strengths that can be later applied elsewhere (BQF, 2002). Conclusions. Performance measurement is an important element in managing an organisation to achieve competitive advantage. Self assessment through the use of Business Excellence Models are a means to measuring performance but they are often only seen as being appropriate and relevant at a corporate level. The comprehensive and generic self assessment approach to measuring performance through the use of Business Excellence Models has been modified here by determining a set of organisation specific acceptance criteria governing the approach to be used and the subsequent generation of positive and negative constructs through a Grounded Theory methodology. The acceptance criteria and the positive and negative constructs are largely organisation specific and will be different for different organisations. 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