Drive continuous improvement and transformation

Siemens UK has 20 years of experience with the EFQM model, resulting in a vast amount of achievements and awards. The latest version of the EFQM modelprovides a modern reflection of what “good” looks like right now, as megatrends and various global shifts have, and are, reshaping the VUCA (Volatility, Uncertainty, Complexity en Ambiguity) world we live in. It goes beyond a simple assessment tool, providing a flexible and vital framework and methodology to help with the changes, transformation, and disruption that individuals and organisations face everyday.

'The holy grail'

Most of the Siemens UK businesses have benefited from using the EFQM model, and it is highly regarded by senior management, and the Siemens business excellence community, for the impact it has had on their business. Although never mandated, it has been widely accepted as adding value, and in some businesses it is viewed as the holy grail for continuous improvement. Not all Siemens business units have used the EFQM model in the same way, the fact it can be adapted to suit different businesses, whether this is size, maturity, strategic development or stage in their strategic cycle, is a key feature and benefit of the EFQM model. 

With such diverse businesses within Siemens, what the EFQM model offers to them is a common language around which they can share best practice and build networks. It's also an ideal way to support each other on the continuous improvement journey, and this also extends to external networks with other organisations using the model, where they can speak this common language and share good practices easily across different types of organisations.

Results

There are commonly agreed themes when reflecting on the business impact of using the EFQM model framework and RADAR methodology. In terms of setting the direction of an organisation, the model provides orientation, promotes target conditions and action, provides a framework and methodology to help with changes, transformation & disruption, acting as a calibration for our strategy (testing the coherence and alignment of our ambitions). In terms of executing the strategy effectively and efficiently, the model helps Siemens understand where they are on the path to creating sustainable value, it drives improvement & innovation, and helps them manage and land change effectively. It improves focus and resilience through managing risks, and helps develop future leaders.

Overall the model helps Siemens to take a holistic view of the organisation, to maintain focus on the right areas, and to facilitate better decision making. Ultimately it is empowering the organisation to aim high and achieve strategic goals.
The EFQM framework and methodology is at the heart of how Siemens Congleton operates. Throughout their most recent strategic cycle they have experienced:

• a 66% increase in product volume over the past 4 years
• an increase in product variants from 700 to 25,000 over 3 years
• whilst at the same time achieving annual productivity targets of 5-7.5% year on year- and all achieved during the covid pandemic and the associated disruption and challenges.

You can watch the webinar and download the presentation below:

De presentatie kan je hier downloaden.