In-house trainings
Made to measure
All open seminars can be organised at your own site. It goes without saying that the programme can be adapted to the specific needs of your organisation. But besides these 'standard' courses we can also design other courses for you. For more information, please contact Yves Van Nuland.
For the time being there is only information available for the following courses:
- The EFQM-Excellence model: How do I start?
- EFQM-assessor
- Internal communication and cooperation between departments
The EFQM-Excellence model
How do I start?
What is the EFQM-Excellence model?
Some 10 years ago a number of large European organisations, supported by the European Commission, developed a model to make organisations more competitive. Unique about the EFQM-Excellence model is that excellent results are aimed at for eveyone: shareholders, customers, people and society. Moreover, the model can be applied to any organisation: large or small, production or service, both private organisations and government, in every language and every culture.
The European model allows you to make a total diagnosis of your organisation. All aspects of the modern way of running a business are taken into consideration. Via simple insights and teamwork you quickly discover the strong points of your organisation. On the other hand the areas to improve will show up so that you can adequately deal with them.
Not surprisingly the EFQM-Excellence model has meanwhile developed as the reference model in the world!
How do I start?
Most likely your head is still filled with as many questions as before. How do I have to interpret the EFQM-Excellence model and adapt it to a small organisation? Can I compare the results of my suppliers with the results of my organisation? Can I approach the service department in the same way as the production department? How to deal with this tomorrow in practice?
All these and other questions you are wrestling with, we are going to try to answer them as well as possible.
Programme (example)
| 9.00 | Introduction: expectations of the participants |
| 9.15 | Definition of Self-Assessment according to the EFQM-Excellence model |
| 9.30 | Outline of the structure and framework of the EFQM-Excellence model Short explanation of the fundamental concepts of the EFQM-Excellence model Short comparison between the EFQM-Excellence model and ISO 9000 |
| 10.45 | Break |
| 11.00 | Exercise: application of a Self-Assessment according to the EFQM-Excelence model. Example from practice: QualiDidac©. In this group exercise (in small groups of 6 people) you are for the first time confronted with an elaborate interpretation of one of the 9 criteria of to the EFQM-Excellence model. You also meet the 'consensus-score' which will be used during a Self-Assessment. Finally you will see for yourself how a Self-Assessment is done in real practice and which advantages it has. |
| 12.30 | Lunch |
| 14.00 | Exercise Example from practice: QualiDidac©. During the second part of this exercise you get further familiar with the 9 criteria of the EFQM-Excelllenc model. You will now discover for yourself how self-assessment leads to concrete actions and decisions, which make everyone feel happy. |
| 15.15 | Break |
| 15.30 | Answers to frequently asked questions
|
| 16.30 | Exercise: How do I see to it that the introduction of the EFQM-Excellence model is successful? During this session you will learn how to build your own step-by-step plan in order to introduce the EFQM-Excellence model in practice. You will see that in even building this plan you already take care that the EFQM-approach is permanent. A next step in the introduction of the EFQM-Excellence model is to convince the board of directors to follow your step-by-step plan. By way of help you will also learn to estimate how much time and money it is going to cost and how great the expected benefits can be. |
| 17.00 | Feed-back to the expectations of the participants |
| 17.30 | End |
As mentioned before, this is just an example of a programme. The teacher can adapt the seminar to specific whishes and needs. Contact Yves Van Nuland for more information.
EFQM-assessor
Practical guide for Self-Assessment
How does this Self-Assessment work?
A self-assessment according to the EFQM-Excellence model, is per definition, an analysis of the organisation by people from the own organisation. They know the organisation better than any one else. From the diagnosis of these assessors a number of actions appear. Next they are discussed and adjusted in the management-team. After having reached a consensus, these actions are written down in the businessplan so everyone in the organisation knows them and can implement them.
This approach has several advantages:
- very systematic and structured approach
- discovering for yourself which actions most contribute to the organisation objectives
- not just performing a diagnosis, but converting this diagnosis directly in concrete actions
- understanding of the complex mechanisms to get excellent results
If you perform this diagnosis regularly, you will never be satisfied with moderate results any more. You will spontaneously and irrisistably long for putting the lath always higher and you will only be satisfied with excellent results for everyone!
Prejudices
Most likely a lot of people in your organisation are not wildly enthusiastic when you show up with a new project. Reactions you hear often:
- there are so many projects in the run, let's first finish what we are already implementing
- We are already involved in TQM, why something new?
- We already have so many audits for ISO 9000, we really don't need another one.
- I am not interested in Awards, there is no need for me.
- This costs time and money.
- Is it not too complicated and far-fetched for us?
During this course the teacher will show that these people are wrong simply watching from the sideline. The future is to those organisations booking excellent results in every level. The EFQM-Excellence model is by far the best tool for this.
Programme (example)
Day 1
| 9.00 | Introduction: expectations of the participants |
| 9.30 | Outline of the structure of the model |
| 10.00 | Exercise: recognising the 9 criteria |
| 10.30 | Structure of the RADAR- card: the scoring system |
| 10.45 | Break |
| 11.00 | Exercise: application of the RADAR-card and reaching a consensus |
| 11.30 | Discussing the experiences from the exercise |
| 12.00 | Assessment-procedure and consensus meeting |
| 12.30 | Lunch |
| 13.30 | Explanation of the enablers and results |
| 14.00 | Exercise: leadership (1) |
| 14.45 | Discussing the exercise |
| 15.00 | Explanation of the criterion leadership Exercise: leadership (2) |
| 15.45 | Break |
| 16.00 | Discussing the exercise and explanation |
| 16.15 | Explanation of the criteria policy & strategy and people |
| 16.45 | Exercise: people |
| 17.30 | Discussing the exercise and explanation |
| 17.45 | Question and answer |
| 18.00 | End |
Day 2
| 9.00 | Preparing the site visit Explanation of the criterion people results |
| 9.30 | Exercise: People results |
| 10.30 | Discussing the experiences from the exercise |
| 10.45 | Break |
| 11.00 | Explanation of the criteria customer results and key performance results Exercise |
| 11.45 | Discussing the experiences of the exercise |
| 12.00 | Site visit Explanation of the criteria resources and processes |
| 12.30 | Lunch |
| 13.30 | Explanation of the criterion society results Making a feed-back report |
| 14.00 | Exercise |
| 14.45 | Discussing the experiences of the exercise |
| 15.00 | Break |
| 15.15 | Presentation of the feedback-rapport |
| 15.45 | Exercise |
| 16.30 | Discussing the experiences of the exercise |
| 17.00 | Questions and answers |
| 17.30 | End |
As mentioned before, this is just an example of a programme. The teacher can adapt the seminar completely to the specific needs and wishes of your organisation. Contact Yves Van Nuland for more information.
Internal communication and cooperation between departments
Advantages of good internal communication
Just like the disadvantages of a bad internal communication have far-reaching consequences, the advantages of a good internal communication are also visible in many ways:
- Better understanding between people
- Faster and bettter decisions
- Greater motivation of the entire team and more teamspirit
- Realisation of ambitious goals
- Greater productivity and creativity
How do you learn to realise all this?
The course gives you in a systematic and structured way an insight in the mechanisms of internal communication. Why do people misunderstand your message? Why can you cooperate better with some people than with others? Using these insights in the mechanisms of communication and human behaviour, you will be able to answer these questions.
Next a questionnaire will teach you to find concrete solutions for day-to-day problems. What shall I do tomorrow to be better understood? What should I not do in order to improve the cooperation with colleagues, board of directors and subordinates?
The day after the course you can already start improving the communication in your own department!
Programme (example)
| 9.00 | Introduction: facts Outline of the situation and backgrounds of the models being used |
| 9.45 | Exercise: making visible and audible what people think about a few statements |
| 10.15 | Diagnosis: discovering where the problems are Exercise Comatech: Internal communication |
| 10.45 | Break |
| 11.00 | Continuation of the exercise Making an actionplan |
| 12.30 | Lunch |
| 13.30 | Ideas for solutions Adjusting the actionplans |
| 15.30 | Break |
| 16.00 | Exercise: increasing confidence Exercise: formulating messages in a constructive way |
| 17.00 | Questions and answers |
| 17.30 | End |
As mentioned before, this is just an example of a programme. The teacher can adjust the seminar completely to the specific wishes and needs of your organisation. Contact Yves Van Nuland for more information.
