Bridging organizational performance gaps using the EFQM excellence model

Abstract

The purpose of the article is to develop knowledge from applied research that examined a real-time application of the European Foundation for Quality Management (EFQM) model in Isfahan Regional Electric Company (IREC). The study objectives include identifying strengths and areas requiring improvement and stimulating a quality culture to address them. The research was conducted in three stages: (1) formation of a focus group to analyze the gap between the desired situation and the current state of IREC, (2) distribution of questionnaires among experts inside and outside the company, and identification of the importance of each factor causing a gap and (3) reestablishment of the focus group to provide strategies to close the gap between the current and desired states. The key findings indicate that (a) employee management, (b) social and customer impact, (c) key performance results, and (d) partnership and resources, have significant gaps with the desired situation. Improvement strategies were recommended to bridge these gaps and improve the IREC performance measurement and evaluation system, its strengths, and areas for improvement. This paper contributes to quality and performance management bodies of knowledge. Our organizational framework and associated contributions serve as a managerial resource.

Keywords:

• European Foundation for Quality Management (EFQM)
• Performance
• Business Excellence
• Continuous Improvement
• Quality Management

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Notes on contributors

Milad Haerizadeh

Milad Haerizadeh completed his bachelor’s degree in Industrial Engineering at Amirkabir University of Technology, Tafresh Branch, Iran in 2014. He currently works at the Department of Industrial Management, Allameh Tabatabai University. His current projects include “Lean Six Sigma in different Industries, Comprehensive Strategic Analysis of Jey Oil Company and Bitumen Industry in Iran,” and “Bullwhip Effect and its Modeling in Supply Chain.” He had published articles on talent management, technology management, Internet of Things, analyzing the gap in different industries by using EFQM and Lean Six Sigma in various scientific journals. He has presented in several seminars across countries.

Vijaya Sunder M

Vijaya Sunder M is Assistant Professor at the Indian School of Business (ISB). Previously, he was Head of Business Process Excellence at World Bank, Assistant-Vice-President at Barclays and quality leader at Amex and Citi. Vijaya holds a Ph.D. in Operational Excellence from the IIT-Madras, MBA, gold medalist in B.E. He is a Lean Six Sigma Master Black Belt, PMP, ISO 9001 Quality Lead Auditor, with 15 years of experience across global corporate. He has trained > 2000 people worldwide on quality management, led and mentored quality programs that delivered impact across firms (>10 million USD). Vijaya authored two books, five book chapters, five Harvard case studies, 42 research papers in international journals, and 14 media articles on quality management. He has been a keynote speaker in national and international conferences, and events. He was awarded the 2022 ASQ’s Crosby Medal, Walter E. Masing Book Award 2020 by the International Academy for Quality, Highly Commended Paper Award 2017 and Outstanding Reviewer Award 2018 by Emerald Publishing, Best Researcher Award in Quality Management by IIT-Madras in 2018, Bharat Vikas Award 2019 by the Institute-of-Self-Reliance, Government of India, ISB Research Award for 2021, British American Tobacco Award and Professor of the Year 2021 award by ISB.