The EFQM Excellence Model, European
Foundation for Quality Management, has been introduced as the basic framework for evaluating and improving organizations.
It is a model that illustrates the sustainability advantage that a transcendental organization must achieve.
Choosing appropriate approaches and
aligning them together and trying to deploy process-based management are among
the activities that are well suited to this managerial framework. When it is
accompanied by self-assessment, it reveals the strengths and improvement fields of the organization and the improvement
programs can be defined based on them. By implementing the improvement
programs, the effectiveness of the approaches is enhances
and the achievement of the goals of the
organization becomes possible.
At a glance the topics related to excellence include three components and two
main uses & their relationship with each other
which are shown in the figure below.
Concepts of Excellence
The fundamental concepts of excellence are the concepts upon which the
model of excellence is based and are in fact the foundation of the model. These
concepts are derived from the basic beliefs of
companies and transcendental organizations. Organizations that have worked in practice with the belief in these concepts are
companies that have survived at business history and are consistent with
the views of management think tanks on the goals that
the organization must meet. These concepts are as follows:
their score in EFQM Excellence Model
Excellence Model is a non-prescriptive model consisting of 9 criteria. These
criteria are the core and heart of this model
and are the basis for the evaluation of the
The criteria of
this model are divided into two categories:
Criteria: it included the first five criteria of this model and are factors
that will empower the organization to achieve excellent outcomes.
B) Results: the
results and outcomes that excellent organizations achieve in different fields
and reflects the achievements of the proper implementation of empowerment
In the EFQM
Model, the criteria have a total of 1000 points (500 points for empowerment and
500 points for results) the point of each criterion is a percentage of the
The path of excellence in the AKPC
After the establishment of ISO standards in the complex since 2005, the move has
begun to transcend the organization's processes. In
2008, the project BPI to improve organizational processes aimed
at identifying and improving all the company's processes was planned &
Moving on the path of excellence based on the EFQM model began in 2009.
Initially, with the presence of instructors from the consulting company, the training and culturalization phases
of the model’s deployment were started in summer
of 2010 in the form of three courses for familiarity with the EFQM model,
describing the requirements of model criteria and assessment period for 75
personnel including managers, Bosses and experts
of different units of the organization. Amir Kabir
Petrochemical Company, after various stages such
as self-assessment and preparation of the initial declaration, eventually
won the Certificate of Commitment at the first Iranian
Petrochemical Industry Excellence Award.
In the 2011, the deployment of the EFQM model was more systematically perused. After selecting the project consultant, the
project charter was also finalized and the
self-assessment workshops in different areas of the company were classified and identified according
to the requirements of the organizational excellence model.
At this stage, after the implementation of the project
training phase, the project documentation phase in
the field of organizational excellence was carried out for self-assessment and
development of the improvement program. Eventually, the AKPC won the 2-star Acknowledgment at the 2nd Petrochemical
Industry Excellence Award.
Based on management decisions and for further preparation,
Amir Kabir Petrochemical Company did not participate in the Award Process in 2013,
after which it won 3-star acknowledgement in 2014 and 2015. In 2016, after
self-assessment, a list of improvement projects was prepared and prioritized by
the company's experts in accordance with the guidelines, and the prioritized
projects were implemented which resulted in the receipt
of a 4-star acknowledgement in the same year and a 5-star acknowledgement in 2017. In 2018, in an initiative
action along with the main 13- command committees of excellence, the sub-committees
including experts and supervisors from different layers of the organization
were selected. They are currently employed to advance the improvement projects
such as the establishment of enterprise risk management ISO 31000, empiricism
and organizational knowledge collection, ERP deployment in the organization,
and other related matters.
Regarding to the company’s grand vision in 2021 and a
reviews of the strategic plans of the company, the entire improvement
activities are systematically and integrated in cooperation with the various
units of the complex being pursued & implemented and if God wants, we
will soon see very good developments at the company level, which certainly will
lead to organizational excellence.