Striving for Business Excellence: Implementing the EFQM Excellence Model at Statistics Sweden

1. Striving for Business Excellence: Implementing the EFQM Excellence Model at Statistics Sweden Lilli Japec, Dan Lisai, Åke Pettersson, Sara Hoff and Marie Collin Q2010 Helsinki, May 4-6, 2010

2. Quality Management System at Statistics Sweden • Quality framework: The EFQM ExcellenceModel • ISO 20252 Market, opinion and social research • Method for continuous improvement work: Six Sigma • Method for evaluation and follow-up: Modern internal auditing

3. Quality Management Organization • Quality Director + 4 Quality coordinators • Regular monthly meetings with Director General and Deputy Director General • Quality coaches at every department (12) • External consultants

4. Business Excellence Models • product quality • process quality • organizational quality: leadership, strategy and competence

5. Self-assessment and submission document • discussions with top management • external consultant • current approaches identified • strengths and weaknesses identified • comprehensive picture of Statistic Sweden management system obtained

6. Improvement work • 15 different areas for improvement identified • high priority areas: risk management, competence and customer/user relations • ISO 20252: statistics production process

7. Training and communication • quality recurrent topic at manager meetings • training programs for future managers • induction training • quality coaches, focus on ISO 20252 • information on intranet about quality efforts • “quality network”

8. Feedback report • December 2009, five external assessors • site visit for role model organizations • 250-300 points of maximum 1000 • examples of strong areas: • customer segments, assigned individuals responsible for these segments and assigned customer teams for our most important customers • internal quality award • top management commitment to quality

9. Feedback report • examples of improvement areas: • the transition to a more process oriented organization • relevant target setting, comparisons with others and cause and effect relations between how we do things and what we achieve • lack of evaluation

10. Future challenges and supporting factors • awareness of our maturity level of business excellence • strengths and weaknesses to work on • a number of evaluations and assessments have been carried out • prioritizing and coordinating activities • transition to a process oriented organization, with an upgraded system of quality assurance and quality control elements will take time

11. Future challenges and supporting factors • external pressure • EFQM model a systematic managerial tool to improve and develop the organization • consider all aspects of quality and constantly question if the way we do things leads us to our goals • implementation of ISO 20252 • external evaluation

12. Thank you! Lilli Japec, PhDQualityDirectorStatisticsSwedenlilli.japec@scb.se

13. EQFM Model 2010