EFQM European Excellence Model

If you want to be distinguished, and not everyone will reach your excellence. It takes hard work, a commitment to the ’cause of excellence’ and a willingness to do things that no other company can do.
Differentiation is hard to achieve – it wouldn’t be called differentiation if it weren’t – but is it really beneficial for companies trying to differentiate themselves from the rest of the pack?

EFQM is an acronym that stands for: European Foundation for Quality Management. The European Foundation for Quality Management (EFQM) was established in 1988 with the aim of creating a platform where organizations can learn from each other to continuously improve their performance. Comparison with other European organizations will lead to sustainable economic growth.

The European Foundation for Quality Management (EFQM) wants to support managers and department managers in training, exchange of ideas and innovation with the help of the so-called EFQM model as a common framework. The European Foundation for Quality Management (EFQM) model is the most popular quality management tool in Europe and is used by more than 30,000 organizations to improve performance. It supports you for self-evaluation and reflection. And 84% of our members say the EFQM model helps improve their organizations.

The European Foundation for Quality Management model (The EFQM Model)

This quality management model aims to achieve sustainable excellence in which quality, efficiency and sustainability are key elements. The basis of the European Foundation for Quality Management (EFQM) model is Total Quality Management (TQM). It consists of a global framework of concepts, which enables organizations to exchange information in an effective manner, regardless of the different sectors, cultures and different stages of life in which they are located.
Thus, organizations can take other organizations as a role model, so that they can have a clear view of the extent to which they meet the image of a high-quality organization. The EFQM model consists of nine standards divided into five ‘enablers’ and four ‘outcomes’:

The five organizational domains indicate how these objectives will be achieved:

The workers
Politics and strategy
Partnerships and resources

The four results indicate the intended goals:

result of employees
customer result
community result
Key performance results

Continuous process
The EFQM model should be read from right to left, with the result that it becomes clear that the result areas focus on “what can be achieved?”, and then it becomes clear that these organizational areas focus on “how can these results be achieved?” The ‘Learning, Creativity and Innovation’ down arrow indicates that measurement, evaluation and modification are not one-time actions but a continuous process.In the same process, organizations complete step-by-step development.

Self Assessment

The European Quality Management Model (EFQM) consists of the European Foundation for Quality Management (EFQM) Assessment that enables an organization to determine where it stands in the quality process. The evaluation begins with a review of the results. This is the basic principle of this model. To improve results, measures should be taken in at least one of the organizational areas. The assessment and the European Model for Quality Management give an insight into the level of maturity of an organization. This is represented in five developmental stages:

The first stage: Activity oriented
The focus is on discrete activities within the organization, and the activities are defined by work instructions and organizational rules or by the professionals themselves. Dependencies are given little attention.

The second stage: process oriented
Process and process control are the two main elements in which authorities, duties and responsibilities are clearly defined. Improvements are made only after an evaluation has taken place.

The third stage: System oriented
The organization is viewed as a whole. Operations control is centered on the internal and external direction of customers in which collaboration is important. It responds to trends and developments after they are identified.

Stage 4: Chain oriented
There is good control over the entire organizational process including the relationship with suppliers, customers and other partners in the chain. Knowledge, capabilities and expertise are improved through periodic self-reflection and disseminated to the best of the organization’s ability.

Stage 5: Total Quality Management (TQM)
Total Quality Management (TQM) and continuous improvement are grounded in all layers of the organization. By regularly measuring performance, quality remains high and trends and preventive developments are caught. At this point, the organization can be described as a high-quality organization.

Implementing the European Quality Management Model (EFQM)

Evaluations allow an organization to gain insight into the quality of its current operational management. Improvements are formulated and can be implemented by the organization in stages. The assessment itself consists of five steps:

Develop standards for all nine key areas
Determine the current quality of operational management
Formulate and prioritize improvements
Implementation and inclusion of improvements in various (annual) plans
Actual implementation and monitoring of remedial actions

The Elements of the Model
The EFQM Excellence Model allows people to understand the cause-and-effect relationship between what their organization does and the results it achieves. The model consists of a set of three integrated components:

Basic concepts

Core Concepts define the core principles that form the basis for achieving sustainable excellence in any organization. They can be used as a basis for describing the attributes of an excellent organizational culture. It also serves as a lingua franca for top management.
There are 8 basic concepts


Standards allow people to understand the cause-and-effect relationship between what their organization does and the results it achieves

J check it out. To achieve continued success, an organization needs strong leadership and a clear strategic direction.
They need to develop and improve their people, partnerships and processes to deliver value-added products and services to their customers. If the right approaches are implemented effectively, they will achieve the results they and their stakeholders expect.


Radar is a simple yet powerful tool for driving systemic improvement in all areas of an organization.


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