Frequently Asked Questions

Lagging Indicators show the final outcome of an action, usually well after it has been completed. Profitability is a lagging indicator of sales and expenses Perception measures are also referred to as lagging (trailing/following) indicators. A perception result relates to direct feedback from a stakeholder e.g. when employees respond via an internal attitude survey.

Knowledge is part of the hierarchy made up of data, information and knowledge. Data are raw facts. Information is data with context and perspective. Knowledge is information with guidance for action.

Business, technical data and other information in all its forms, as well as the means of making the information available and accessible.

A process is a sequence of activities which adds value by producing required outputs from a variety of inputs.

Partnerships are a working relationship between two or more parties creating added value for the customer. Partners can include suppliers, distributors, joint ventures, and alliances. Note: Suppliers may not always be recognised as formal partners.

All of the individuals employed by the organisation including full time, part time, temporary and contract employees.

A statement that describes the purpose or "raison d'être" of an organisation. It describes why the business or function exists.

A statement that describes how an organisation wishes to be in the future

The people who coordinate and balance the interests of all who have a stake in the organisation, including: the executive team, all other managers and those in team leadership positions or with a subject leadership role.

Outstanding practice in managing the organisation and achieving results based on a set of Fundamental Concepts which will include: results orientation, customer focus, leadership and constancy of purpose, management by processes and facts, involvement of people, continuous improvement and innovation, mutually beneficial partnerships, corporate social responsibility.

The set of principles and ideals upon which the EFQM Excellence Model framework is based

KPIs are those results, not covered by Customer, People and Society that it is imperative for the organisation to measure and achieve.

The BQF Lean Six Sigma Academy provides both in-house training and open-market training services in Lean and Six Sigma.

Find out more about our Lean Six Sigma Training programs.

The Lean Six Sigma Academy offers an independent Lean Six Sigma certification service for all levels of Lean and Six Sigma experts. This provides independent recognition that an individual has mastered the Lean and Six Sigma methodologies.

There are three main steps:
1. A simple self assessment using the tools provided.
2. Prioritise and implement three improvement projects.
3. A one day site visit validating the success of the projects.

The week following the site visit, you will receive a written feedback report outlining the key themes of your application and suggested areas for improvement. You will also receive a certificate and logos for promotional use.

You will be given the result at the end of the validation visit.

Yes. C2E is relatively straight forward and practical, making it ideal for organisations that are starting out on their Excellence journey. You will experience real, measurable improvements in your performance through the projects selected for C2E. No knowledge of the Excellence Model is required.

Validation takes place through a one day site visit using a BQF trained validator.

C2E is not time sensitive, although it usually takes between six to nine months. It very much depends on the length of the improvement projects selected.

It is not essential that you use the Excellence Model as an improvement framework to apply for R4E. You will be provided with a guide explaining what the assessors will be looking for, and how to prepare for the assessment. Attending the BQF workshop ‘How to use the Excellence Model' would certainly be beneficial though

Yes. The feedback report contains a 32 criterion part scoring profile which is an excellent benchmarking tool.

The week following your site visit, you will receive a comprehensive written feedback report outlining key strengths and areas for improvement. It is important that you focus on these areas for improvement going forward to ensure the momentum is maintained. You will also receive a certificate and logos for promotional use.

In most cases, your site visit will conclude with a brief presentation by the assessors outlining key themes from the assessment as well as your level of achievement.

The assessor team will be with you from 3-5 days, depending on the size of your organisation and the number of sites that need to be visited.

R4E is not time sensitive, so you can complete it at your own pace. Some organisations have completed in as little as two months, others have taken two years.

No. R4E works very well in small and medium sized organisations. In fact the BQF, who only have 12 full time staff, recently completed R4E and were very pleased with the high level of involvement from all staff.