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1、,Philips Business ExcellenceAssessment,Assessment objectives,Identify strengths and weaknessesFind areas for improvementMeasure relative position Progression on the road to business excellenceQualification fot PBE AwardSecondary FunctionsInput for performance appraisals Management DevelopmentBuildin
2、g confidence of stakeholders,The PBE Model=EFQM Model(9 Criteria subdivided into 32 sub-criteria),Enablers(500 Points),Results(500 Points),Leader-ship(100 Points),Processes(140 Points),KeyPerformance Results(150 Points),People Results(90 Points),Customer Results(200 Points),Society Results(60 Points
3、),People Management(90 Points),Policy&Strategy(80 Points),Partnerships&Resources(90 Points),1.Leadership,How leaders support the achievement of excellence,2.Strategy,How the organisation deploys its strategy,3.People,How the organisation realizes the potential of its people,How the organisation uses
4、 its partnerships&resources,4.Partnerships&Resources,How the organisation manages its processes,5.Processes,What the organization achieves in satisfying customers,6.Customer results,7.People results,What the organization achieves in satisfying its people,8.Society results,What the organization contr
5、ibutes to the larger community,9.Key Performance results,The performance in achieving business objectives&satisfying the financial stakeholders,Results sub-criteria weights,Sub-criteria,Criterion,6CustomerResults,7PeopleResults,8SocietyResults,9KeyPerformanceResults,6a(75%)Perceptiondata,7a(75%)Perc
6、eptiondata,8a(25%)Perceptiondata,9a(50%)Key Performance Outcomes,6b(25%)PerformanceIndicators,7b(25%)PerformanceIndicators,8b(75%)PerformanceIndicators,9b(50%)Key PerformanceIndicators,PBE Award,DecisionThe CEO of the PD nominatesThe President grants the awardLevelsBronze 500 pointsSilver 600 points
7、Gold700 pointsCelebrationPD organizesCQB provides the trophy,Scoring Dimensions,Results Approaches that deliver the resultsDeployment of the approachesAssessment and Review of the approaches,Dimensions of Results,ExcellencePositive trends Continuous good performanceAchievement of targetsPerformance
8、against benchmarksNegative trends are understood and addressedAbility to sustain the performanceScope All relevant areasPresented completelyRelevance and link to enablers understood and proven,R,Excellence of Results,The existence of positive trends and/or sustained good performanceWhether targets a
9、re set and achievedComparisons with external organisations including“best in class”being undertakenThe visibility of results caused by approach,Scope of Results,The extent to which the results cover all relevant areas of the organisation a full range of results,relevant to the criterion,are presente
10、d the relevance of the results presented is understood,Dimensions of Enablers,Is the Approach Supporting the business policyFocused on stakeholder needsSustainable,innovative,flexibleIs the Deployment of the approach Implemented across the organizationImplemented to its full capacityUnderstood&accep
11、ted by allAre Approach&Deployment Regularly reviewed for effectivenessBenchmarked with othersImproved based on the conclusions of the review,A,D,A&R,Approach of Enablers,appropriateness of methods,tools and techniquesexistence of well defined and developed processesfocus on stakeholder requirementss
12、upport of policy and strategyintegration with other approaches,Deployment of Enablers,implemented vertically and horizontally in all relevant areas,processes,products and servicesdeployed in a systematic way,Assessment&Review of Enablers,appropriate and regular review of the approach and deployment
13、has been undertakenlearning opportunities identified and usedoutput from measurement and learning is used to identify,prioritise,plan and implement improvement,PBE Assessments,Self-AssessmentMeasure progressIdentify improvement opportunitiesPeer AssessmentCalibration by peersAward AssessmentPhilips-
14、wide calibrationComparable to external assessmentCorporate recognition,Self-Assessment objectives,Identify strengths and weaknessesFind areas for improvementMeasure relative position Progression on the road to business excellenceSecondary FunctionsInput for performance appraisals Management Developm
15、entBuilding confidence of stakeholders,Assessments compared,Process Survey ToolsMaturity of a single business processPQAImprovement of business processesPBE The degree of business excellence,Ways to organize self-assessment,The whole business or sections?Product groups?Sites?Regions?All criteria or
16、a selection?By mgt.team,cross-functional teams or individualsFacilitation by a trained assessor?Internal or external facilitator?,Organize self-assessment,PBE Maturity GridQuestionnaire”Determining BE”Complete scoringAssessment of a scorable document,Options:,Condition:Wide participation in the self
17、-assessmentPitfall:Scoring without action plans,Self-assessment methods,PBE Maturity GridQuestionnaire”Determining BE”Complete scoringAssessing a scorable briefing document,Scoringwithcomputertool,Condition:Wide participation in the self-assessmentPitfall:Scoring without action plans,1.PBE Maturity
18、Grid,2.Questionnaire,Fifty questionsFour levelsD-Not startedC-Some progressB-Considerable progressA-Fully achieved#of questions determines weight,3.Complete scoring,No scorable briefing documentManagement team membersPresent data&evidenceGive scores on all sub-criteriaPBE Assessor guides scoring pro
19、cessFacilitates the processRecords scores Achievement expressed in actual scores,4.Assessment of a document,Trained assessorsScorable document50-75 pagesPrecursor to a Peer or Award applicationSite visits are an optionFeedback of resultsAssessors report to mgt.team,PBE Self Assessments,DBE QuestionnaireAward Assessmentsimpleextensivequick resultscalibratedfirst step one method appliedless training requiredPBE Assessor certificatePQA look alikeneeds more experience,Self-assessment Link with Business Planning Process and Action Plans,Self-Assessment-the General Process,
