Implementation

of EFQM
Excellence Model
in Housing
Department
9 November 2012
Ir Dr Mckey Ho

DCD Management
Model

EFQM Model

We started with the 2003 EFQM model in 2008.

Evolution of EFQM in DCD

2008
Introduction of EFQM ExModel in Development
& Construction Division (DCD)

2009
RESULTS ENABLERS (Reverse approach)

2010
ENABLERS RESULTS (Traditional approach)

2011
Participated in APBEST Award based on EFQM
Excellence Model criteria

2012 ...
Whats next ?

Why EFQM ExModel?

The State of Quality in the UK

30% org. adopting early quality philosophies
(TQM, zero-defects, integrated systems)

23% org. using other tool based approaches

(QC, problem solving, risk-based approach)

22% org. based on recent quality philosophies

(six-sigma, lean sigma)

12% org. using self-assessment auditing tools

(EFQM model)
All the above categories encompass a variety
of initiatives, including the running of
international standard ISO 9001 in parallel
Source: Quality World (October 2007)

Connections between
ISO 9001:2008 and EFQM Model

QC

vs.

QA

vs.

TQM & EFQM Model

A Simple Reason

Evolution of quality management in DCD

The Approaches

Approaches
Approach

Typical process

Advantage

Disadvantage

1.

Award
simulation

Using a team of trained assessors drawn

from the whole organization using the
written report approach.

High accuracy

More time and

resources required

2.

Peer
involvement

Similar to the award simulation but with

the trained assessors drawn from a
business unit.

High accuracy

Difficult in getting
the right people

3.

Workshop

A management-led approach with data

and evidence gathered during the
workshop.

Shorten time-scale
for data collection

Less accurate

4.

Matrix chart

Use of an organization-specific
achievement matrix based on the EFQM
Model on a point scale of 1 to 10 or
similar.

Quick & simple

Over-simplified, low
accuracy

5.

Questionnaire

Questionnaire based on EFQM Model

criteria for scoring.

A good method for

getting widespread
feedback

Very dependent on
the skill in drawing
up the questionnaire

6.

Hybrid or
others

Which approach? Award simulation model is recommended for mature organizations with a higher invested effort. For
organizations at the beginning of the excellence journey, less complex designs of the questionnaire and matrix chart approaches
with a lower effort are suggested .

The Matrix Chart Approach

The Matrix Chart Approach

 The Matrix Chart Approach

The Matrix Chart Approach

 The Matrix Chart Approach

Synopsis of differences between AwardLike assessments and Diagnosis SelfAssessment

Figures that matter

Case study Use of EFQM Model

(Survey findings in the UK)

Resource used: A 15%; B 3%; C 30%; D 6% of the organization staff involved in selfassessment and improvement teams. Most effective implementation of the EFQM Model: Case D

ext ...

Training for the EFQM ExModel

20 senior management board members
received 1-day EFQM briefing
40 professional, technical & site staff
received 2-day EFQM internal assessor
training
7 professional staff received 3-day
European Excellence Assessor training
Over 4% of works staff in DCD been
trained
Visited two EFQM applied organizations in
the UK: London Probation Office, CIMA HQ

Diagnostic
self assessment
Enablers Results

RESULTS ENABLERS
Enablers

Results

COST

TIME

RESULTS ENABLERS
RESOURCE
1 team on TIME
1 team on COST
Each team 1 Chief + 20 members
20 members 3 sub-teams
Each sub-team study 3 projects (recently
completed)

1 project good result

1 project just met target
1 project poor result
Took 4 months

RESULTS ENABLERS
1. Aspect critical issues affecting
RESULT
2. Strength (+1 to +5) / AFI (-1 to -5)
3. Related EFQM ENABLER (criteria)
4. Proposed APPROACH
5. Proposed DEPLOYMENT
6. Proposed ASSESSMENT & REVIEW

Award-Like
self assessment
Enablers Results

C1

C3

C7

C2

C6

C4

C5

C8

C9

Enablers Results
Full scale self assessment for the 32 EFQM subcriteria
RESOURCE
1 Facilitator
40 assessors in 5 groups
Each group led by a EEA
Half-day session per week
Total 20 weeks
A 120 pages self assessment document was prepared

Preparation before start

RESULTS Measurement
CUSTOMER Results
Perceptions: customer survey
Performance Indicators: quality, reliability
PEOPLE Results
Perceptions: staff survey
Performance Indicators: people turnover, no. of training
days, no. of sick leave, no. of grievance cases.
SOCIETY Results
Perceptions: society survey, external recognition
Performance Indicators: environmental performance, no.
of community engagement activities, safety performance
KEY Results
Key Strategic Outcomes: Financial, Performance vs
Budget, Effectiveness of Output.
Key Performance Indicators: Balanced Scorecard
(financial, customer, internal business process, learning &
growth), Project Management Performance (time, cost,
quality), Reliability

Results-Strategy/Process Link
Performance focus RADAR, W-H
approach, KPIs.
Customer Focus ISO 9001, 6,
innovation.
People Focus 5S, OHSAS 18001,
Investor in People (IiP).
Society Focus ISO 26000, ISO
14001, ISO 50001, community
engagement.

Strategy-Process Link (policy delivery)

Multi-dimensional matrix
Level analysis

C-1: Leadership
Motivation & Encouragement
The Caring & Collaborative
Culture
Business Partners
Stakeholders

Staff Support and Recognition

Visible Involvement
Seminars/Talks at National/Intl
Arena
Seminars/Talks at Local Arena

C-2: Strategy
Customer, Quality & Safety

Vision, Mission, Guiding Principles

and 4C Values
Balancing
Social, Economical & Environmental Needs

Site Safety Strategy

3-pronge approach

Business Plan Deployment

Regular updating and improve

Strategy Communication

C-3: People Management

Professionalism & Commitment
Work-Life-Balance
Staff Engagement

Tea gathering, grade management focus group

meetings, works group consultative committee,

People-oriented goal

Job rotation, career development, employability

skills enhancement, mutual respect & creativity

Performance Management &

Development System (PMDS)
Buddy Scheme, Staff Incentive Scheme,
Extra Mile Award, Appreciation Letter,
Caring@work training programme,
Empowerment

People that Matter

Tea gatherings
Grade management focus group
meetings

Works Group Consultative

Committee (meets at quarterly

intervals)
Buddy Scheme
z
z

New recruits
Newly cross-posted staff from other divisions

Staff Incentive Scheme

z
z
z

Professional

Project award (Grand award)

Team award
Individual staff award

Extra Mile Award

z
z

Technical

Team award
Individual staff award

We give letters of appreciation to

staff.
We consult and engage staff if we
launch new procurement mode
and new systems.
. . . . .

Site
Admin & Support

C-4: Partnership & Resources

Win-Win & Prudence

Procurement System

Project Partnering
Disputes Resolution Advisor System
ICT

Risk Management
List Management
Performance Assessment Scoring System
(PASS)

PDA, Project e-Collaboration System, KM Portal,

RFID, GIS, Building Information Modeling (BIM),
Enterprise Resource Planning (ERP) system, .

Resource Sharing

C-5: Processes, Products & Services

Quality & Innovation

ISO 9001 for quality management

ISO 14001 for environmental management
ISO 50001 for energy management
PASS as a performance management and
training tool for main contractors, subcontractors, and workers
Product certification for materials quality
assurance
3-Pronge approach for health and safety
Distributed R&D for process, technology
and material innovation.

C-6: Customer Results

Quality-home & Green-living

Perceptions
Customer Satisfaction Index (through
Survey)
External Appreciation & Recognition

Performance Indicators
No. of Defects per Completed Flat
No. of Complaints per 1000 Flats

C-7: People Results

Talent & Satisfaction

Perceptions
Staff Barometer Survey

Performance Indicators

No.
No.
No.
No.

of
of
of
of

Sick Leave taken per year

Grievance Cases per year
Disciplinary Cases per year
Training Days per staff per year

People Results
1. Attitude at work
2. Workplace culture
3. Workplace
environment
4. Training &
development
5. Teamwork &
involvement
6. Communication
7. Management
effectiveness
8. Leadership

No. of training
days per staff
per year
DCD average

= 32 hours

Private sector
average

= 17.8 hours

7
N o . o f tra in in g d a y s p e r sta ff

Staff barometer
survey

6
Target

Prof

4
3

Tech

2
Site

1
0
2007/08

2008/09

2009/10

C-8: Society Results

Caring and Harmony
Perceptions
HKQAA-HSBC CSR Index

Performance Indicators
Site Safety Performance
Securing Wages Payment to Workers
Energy Savings in Buildings

C-9: Key Results

Sustainable, Customer, Cost-effective,

Stakeholder-value

Key Strategic Outcomes

Construction Cost
Budget vs Expenditure
Volume of Public Housing Production
Average Waiting Time for Eligible Public
Housing Applications

Key Performance Indicators

Time - Project Slippage
Cost - Cost Variation
Quality - Defects per Flat

Self Assessment - Scoring

DCD-EFQM-Self Assessment
Overall Score Summary

Typical Excellence Journey Level of Excellence

DCDs Excellence Journey will Continue

Certification to ISO 50001

2012
Established the ISO 31000 risk management
system framework
Verified to HKQAA-HSBC CSR Index in
accordance with ISO 26000 criteria

2011

2010

DCD awarded the

APBEST (EFQM)
Grand Award

2009
Certified to ISO 14001:2004
Certified to ISO 9001:2000

1995
Certified to ISO 9001:1987

1992

Certified to ISO 9001:2008

2003
Certified to ISO 9001:1994

1993
Established the ISO 9001:1987 QMS

1990
Implementation of Performance Assessment Scoring System (PASS)

Thank You