“Q Renaissance Business Consultants” strives to generate partnerships with client’s organizations to hold up the success of their upgrading Intentions.

Business Excellence

To be a recognized organizer in the expansion and support of Business Excellence and an associate working with organizations to generate genuine organizational progress. QRBC’s approaches attain stability along with the advanced actions and the exploitation of our ability. Here we describe how we use the same values of investigation in the mode during which we activate.

Business Excellence, as described by the European Foundation for Quality Management (EFQM), refers to; ”Outstanding practices in managing the organisation and achieving results, all based on a set of eight fundamental concepts”, these being, “results orientation; customer focus; leadership and constancy of purpose; management by processes and facts; people development and involvement; continuous learning, innovation and improvement; partnership development; and public responsibility”.  This definition serves as a typical example of those put forward today.

In general, business excellence models have been developed by national bodies as a basis for award programmed. For most of these bodies, the awards themselves are secondary in importance to the wide-spread take up of the concepts of business excellence, which ultimately lead to improved national economic performance. By far the majority of organizations that use these models do so for self-assessment, by which they can identify improvement opportunities, areas of strength, and use the model as a framework for future organizational development. 

When used as a basis for an organisation’s improvement culture, the business excellence ‘criteria’ within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment the ‘criteria’ can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement.

The most popular and influential model in the western world is the one launched by the US government called the Malcolm Baldrige Award Model (also commonly known as the Baldrige model, the Baldrige criteria, or The Criteria for Performance Excellence). More than 60 national and state/regional awards base their frameworks upon the Baldrige criteria.

What are business excellence models?

Business excellence models are frameworks that when applied within an organization can help to focus thought and action in a more systematic and structured way that should lead to increased performance. The models are holistic in that they focus upon all areas and dimensions of an organization, and in particular, factors that drive performance. These models are internationally recognized as both providing a framework to assist the adoption of business excellence principles, and an effective way of measuring how thoroughly this adoption has been incorporated.

Several business excellence models exist world-wide. While variations exist, these models are all remarkably similar. The most common include;

• Baldrige (MBNQA) – Used in over 25 countries including US and NZ
• European Foundation for Quality Management (EFQM) – Used throughout Europe
• Singapore Quality Award Model – Singapore
• Japan Quality Award Model – Japan
• Canadian Business Excellence Model – Canada
• Australian Business Excellence Framework (ABEF) – Australia

Baldrige Model

The most popular and influential model in the western world is the one launched by the US government called the Malcolm Baldrige Award Model (also commonly known as the Baldrige model, the Baldrige criteria, or The Criteria for Performance Excellence). More than 25 countries base their frameworks upon the Baldrige criteria.

The Baldrige model consists of practices that are incorporated into six Approach categories plus a Results category consisting of –

• Leadership
• Strategic Planning
• Customer and Market Focus
• Measurement, Analysis, and Knowledge Management
• Workforce focus
• Process Management
• Business Results

The Baldrige Values include:

• Visionary Leadership
• Customer-Driven Excellence
• Organizational and Personal Learning
• Valuing Employees and Partners
• Agility
• Focus on the Future
• Managing for Innovation
• Management by Fact
• Social Responsibility
• Focus on Results and Creating Value
• Systems Perspective

EFQM model

• The EFQM model consists of six process enablers and one results category:
• Leadership
• Policy and Strategy
• People
• Partnerships and Resources
• Processes
• Customer Results
• People Results
• Society Results
• Key Performance Results

The fundamental concepts include:

• Results orientation
• Customer focus
• Leadership and constancy of purpose
• Management by processes and facts
• People development and involvement
• Continuous learning, innovation and improvement
• Partnership development
• Public responsibility

Customers Process

QRBC’s work with clients is underpinned by the essential principles of fineness. These philosophy calls for the application of the continuous improvement process to everything we do. This iterative process comprises the four steps of Plan, Do, Check, Act and sits at the heart of all continuous improvement activity.

QRBC’s obligation to this procedure ensures that it forms not just the arrangement of the explanation provided to clients, but also the constitution of our approach to providing support.

QRBC’s move towards to work with organizations is constantly customized and matchless to the organization’s requirements.

QRBC’s intend is to maintain the exploration of real transform.

QRBC arrange a number of standard tools, which is constantly in hold up of a systematic thoughtful of an organizations alteration of expedition; its objectives, existing situation, culture and actions. All the way through this thoughtfulness we organize or expand standard or customized approaches to work with the organization to generate the then steps of the organization’s change journey. These approaches contain essentials to outline and generate changes, to evaluate the performance and to evaluate the effectiveness.

Though these diverse tools that we use in our work with organizations are not aimed at the deliverance of tools. QRBC’s approach is to work in enterprise among organizations using our acquaintance of Business Excellence to lend a hand endow with close and understanding.