A Fuzzy Multilayer Assessment Method for EFQM

Abstract

Although the European Foundation for Quality Management (EFQM) is one of the best-known business excellence frameworks, its inherent self-assessment approaches have several limitations. A critical review of self-assessment models reveals that most models are ambiguous and limited to precise data. In addition, the impact of expert knowledge on scoring is overly subjective, and most methodologies assume the relationships between variables are linear. This paper presents a new fuzzy multi-layer assessment method that relies on fuzzy inference systems (FISs) to accommodate imprecise data and varying assessor experiences to overcome uncertainty and complexity in the EFQM model. The method was implemented, tested, and verified under real conditions in a regional electricity company. The case was assessed by internal company experts and external assessors from an EFQM business excellence organization, and the model was implemented using Matlab software. When comparing the classical model with the new model, assessors and experts favored outputs from the new model. Index Terms-EFQM, business excellence model, selfassessment, fuzzy inference systems. I. INTRODUCTION n an increasingly turbulent business environment, many organizations are choosing to adopt different quality management approaches for achieving business excellence and maintaining a sustainable competitive advantage. The majority of these approaches rely on a standard set of assessment criteria to assess, or self-assess, an organization's performance. Some of the better-known quality award frameworks include the European Quality Award (EQA), the American Malcolm Baldrige National Quality Award, and the Japanese Deming Prize [1]. The EFQM is a membership-based non-profit organization that was established in 1988 by 14 representatives of European multinational organizations. Its mission is to drive sustainable excellence in Europe [2-4]. The EFQM model is a framework for organizational self-diagnosis in quality excellence. According to the EFQM, following the sustainable excellence criteria (Figure 1) provides outstanding results with respect to performance, customers, people, and society. These results are achieved through "leadership driving policy and strategy that is delivered through people, partnerships and resources, and processes"[3, 5].

In Search of Excellence in Social Entrepreneurship Project Management: Experience and Standards of the European Union

“…Европейская модель EFQM получила широкое распространение как инструмент диагностической оценки и основа разработки стратегий совершенствований. Несмотря на некоторую неопределенность критериев оценивания, отмечаемых учеными [Daniel et al, 2019], преимущества использования модели EFQM подтверждены результатами эмпирических исследований [Boulter et al, 2013;Calvo-Mora et al, 2015;2018].…”

Internal relationships of market-oriented EFQM enablers in the Chinese construction industry

“…Shanmugapriya and Subramanian (2015), for example, studied the basic relationship between the five enablers to improve the quality of Indian construction projects. Daniel et al (2019) studied the influence relationship between the five enablers and four results factors of the EFQM Excellence model. They provided a useful framework for sustained and continuous organizational improvement of electrical companies.…”

An EFQM-Fuzzy Network Data Envelopment Analysis Model for Efficiency Assessment in Organizations

“…Daniel and colleagues [10] presented a fuzzy multilayer assessment method for modeling the existing noncertainties in the experts' views regarding EFQM excellence model criteria. e authors' suggested model is based on the fuzzy deduction system which was implemented in an electrical company by a case study.…”