Wyniki wyszukiwania - BazTech

1

Parallels between CSR and the EFQM excellence model

Čierna H.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2016

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z. 94

29--40

EN

CSR is a continued promise by companies to act ethically, to contribute to sustainable economic development, and to contribute to improvement of quality of life of their employees, their families, as well as local communities and society as a whole. Confirmation of this trend is implementation of other models of management systems that focus on quality. One such model is a parallel interconnectivity between Corporate Social Responsibility and the EFQM Excellence Model, which our article examines in depth. Systematic and professional application of the EFQM Excellence Model and interconnectivity with Corporate Social Responsibility fundamentals results in maximization of added value for all interested parties. Principles of Corporate Social Responsibility are closely tied to philosophy of the EFQM Excellence Model, in that each company has its own management and power of ideas that identify its vision. Criteria of the EFQM Excellence Model are interconnected with Corporate Social Responsibility and both philosophies determine a company’s success.

PL

CSR to obietnica przedsiębiorstw, aby działać etycznie i przyczynić się do zrównoważonego rozwoju gospodarczego, a także do poprawy jakości życia pracowników, ich rodzin, jak również społeczności lokalnych i społeczeństwa jako całości. Potwierdzeniem tej tendencji jest realizacja innych modeli systemów zarządzania, które koncentrują się na jakości. Jednym z takich modeli jest równoległa łączność między Społeczną Odpowiedzialnością Biznesu i Modelem Doskonałości EFQM, które są dogłębnie analizowane w artykule. Systematyczne i profesjonalne zastosowanie Modelu Doskonałości EFQM i łączność z podstawami Społecznej Odpowiedzialności Biznesu powoduje maksymalizację wartości dodanej dla wszystkich zainteresowanych stron.

2

Model Doskonałości EFQM 2013 – ewolucja a nie rewolucja

Rogala P.

Problemy Jakości

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2013

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R. 45, nr 11

4--6

EN

The paper discuses changes that have been introduced by the EFQM in October 2012. The analysis covers modifications concerning the Fundamental Concepts of Excellence, Excellence Model, and the RADAR tool. The mam incentive for the changes was the need for organizations to be more flexible in order to successfully compete within the global economy environment.

3

A Safety Assessment Approach Using Safety Enablers and Results

Chinda T.

International Journal of Occupational Safety and Ergonomics

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2012

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Vol. 18, No. 3

343--361

EN

Industrial safety is an important issue in Thailand, and attempts have been made to improve safety performance and accident records. This paper examines key criteria influencing safety improvement. Exploratory factor analysis confirms 9 safety criteria, including 5 “enablers” and 4 “results”, with a total of 47 associated attributes. A safety assessment approach is developed, using those 9 key criteria, to measure an organization’s current safety maturity level. Organizations can use the assessment approach to plan its safety improvement, and progress through to higher maturity levels by focusing on the weakest criteria shown in the assessment results with the lowest scores.

4

Model Doskonałości EFQM - wersja 2010

Rogala P.

Problemy Jakości

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2010

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R. 42, nr 2

4-6

EN

The article discuses changes that have been lately introduced by the European Foundation for Quality Management (EFQM). The analysis covers modifications concerning the Eight Fundamental Concepts, Excellence Model, and the RADAR tool. In the summary you will find a positive evaluation of the introduced changes.

5

Quality Improvement Methodologies - PDCA Cycle, RADAR Matrix, DMAIC and DFSS

Sokovic M., Pavletic D., Kern Pipan K.

Journal of Achievements in Materials and Manufacturing Engineering

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2010

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Vol. 43, nr 1

476--483

EN

Purpose: of this paper is to introduce the reader to the characteristics of PDCA tool and Six Sigma (DMAIC, DFSS) techniques and EFQM Excellence Model (RADAR matrix), which are possible to use for the continuous quality improvement of products, processes and services in organizations. Design/methodology/approach: We compared the main characteristics of the presented methodologies aiming to show the main prerequisites, differences, strengths and limits in their application. Findings: Depending on the purpose every organization will have to find a proper way and a combination of methodologies in its implementation process. The PDCA cycle is a well known fundamental concept of continuous-improvement processes, RADAR matrix provides a structured approach assessing the organizational performance, DMAIC is a systematic, and fact based approach providing framework of results-oriented project management, DFSS is a systematic approach to new products or processes design focusing on prevent activities. Research limitations/implications: This paper provides general information and observations on four presented methodologies. Further research could be done towards more detailed study of characteristics and positive effects of these methodologies. Practical implications: The paper presents condensed presentation of main characteristics, strengths and limitations of presented methodologies. Our findings could be used as solid information for management decisions about the introduction of various quality programmes. Originality/value: We compared four methodologies and showed their main characteristics and differences. We showed that some methodologies are more simple and therefore easily to understand and introduce (e.g. PDCA cycle). On the contrary Six Sigma and EFQM Excellence model are more complex and demanding methodologies and therefore need more time and resources for their proper implementation.