efqm

Submission Document

for external assessment

against EFQM Excellence Model

EQA 2002

EUSKADIKO ELKARTE LABORAL TALDEAAGRUPACION DE SOCIEDADES LABORALES DE EUSKADI

E U S K A D I K O E L K A R T E L A B O R A L T A L D E A AGRUPAC IÓN DE SOC IEDADES LABORALES DE EUSKAD I

Overview ...............................................................................................

Criterion 1. Leadership..................................................................1a. How leaders are committed to

Total Quality Management.......................................................1b. How leaders actively drive improvement within the

org., and are involved with customers, suppliers andother external organisations...................................................

Criterion 2. Policy and Strategy..............................................2a. How the org. fomulates strategy and plans based on

information which is relevant and comprehensive........2b. How the organisation communicates and imple-

ments strategy and plans..........................................................2c. How the organisation updates and improves Stra-

tegy and Plans........................................................................

Criterion 3. People Management ..........................................3a. How the org. develops and reviews people plans..........3b. How the organisation ensures involvement and

empowerment of its people..................................................

Criterion 4. Resources...................................................................4a. How the organisation manages financial resources....4b. How the organisation manages Infor-

mation Resources...............................................................4c. How the organisation manages suppliers

and materials...................................................................................4d. How the organisation manages other resources..................

Criterion 5. Quality System and Processes.......................5a. How the organisation is focused on its customers......5b. How the organisation manages its Quality System......5c. How the organisation manages its key processes to

generate products and services..............................................5d. How the organisation manages its process of

continuous improvement.........................................................

Criterion 6. Customer Satisfaction........................................6a. Customers’ perceptions of the organisation’s

pro ducts, services and relationships...................................6b. Additonal measurements relating to the satisfaction

of the organisation’s customers............................................

Criterion 7. People Satisfaction..............................................7a. The people’s perception of the organisation....................7b. Additional measurements relating to

people satisfaction.......................................................................

Criterion 8. Impact on Society.................................................Active involvement in the community.......................................The community’s view of the Organisation............................

Criterion 9. Business Results.....................................................9a. Financial measures of the organisation’s performance...9b. Additional measures of the

organisation’s performance......................................................

Glossary of key terms in submission document

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TABLE OF CONTENTS

1

Basque Country

OverviewFig. 01. ASLE Mission Statement.

ASLE, the Association of Worker-Owner Companies of the Basque Country, was founded in July, 1982.The Basque Country is located in the north of Spain and is one of the 17 autonomous regions of thecountry. The region was formerly a major and influential centre for heavy industry (shipbuilding andsteel production), though the trend has shifted in recent years to a greater emphasis on the servicesector. The Head Office of the Association is located in Bilbao, c/ Ercilla, 3, though there are additio-nally two branch offices in San Sebastián and Vitoria respectively. ASLE is a not-for-profit organisa-tion, governed by Spanish Law No. 19/77 (1 April), operating as the employers' organisation repre-senting worker-owner companies within the Autonomous Community of the Basque Country. Forclarification sake, it should be made clear that ASLE is not a non government organisation.A worker-owner company is a legal business entity of a singular nature, regulated exclusively inSpain. The entity may be a commercial company, public limited company or limited liability companyin which the majority equity share is, by law, owned by the workers. This therefore means that theworkers are responsible for certain elements of the internal operations of the company subject tostudy, analysis and development.In January, 2002, the Association was composed of 290 member organisations.ASLE employs 27 people (18 women, 9 men). The Bilbao office has a staff of 21 people, whilst the San Sebastiánand Vitoria offices have a staff of 4 and 2 people respectively. All ASLE employees have an open-ended contract.The Management by Values (MbV) system (sub-crit.1a) has brought about an operational system based on individualresponsibility, eliminating management levels and intermediate posts of responsibility and giving rise to a circular, complementary organisation chart(Fig.02). The services provided by ASLE are shown in Fig.03. Member services are those included in the membership fee. Non-member services refer tothose services not included in the membership fee, but available on payment of an additional fee.In 2000, ASLE was awarded the Silver Q Award for Quality Management after scoring in excess of 400 points through external assessment (against theEFQM Excellence Model), and subsequently received the Gold Q Award in 2001 for achieving a score in excess of 500 points.The highest representative level of the Association is the General Assembly, through which the 7-member Board of Directors (7 companies representingall those within the Association) is elected. The General Manager, whose duties include staff recruitment, reports to the Board. The 27 ASLE employeestogether provide the structure of services offered, which is in turn the subject of this submission document presented for assessment.An overview of ASLE is illustrated through the macro-process shown in Fig.04.

NB. All survey ratings included in this submission document are expressed on a scale of 1-5. Aglossary of key terms and abbreviations used in the document is included at the end of the sub-mission document.

AGRUPAC IÓN DE SOC IEDADES LABORALES DE EUSKAD I E U S K A D I K O E L K A R T E L A B O R A L T A L D E A 2

"ASLE is a socio-economic, democratic organisation working in the field of the Social Economy. Its stated mission is to defend, consolidate, promote and develop worker-owner companies through the services it provides.Commitment to this business mission is based on the application of Continuous Improvement, thus aspiring to find a balance betweenhuman and business development, a philosophy that lies at the heart of worker-owner companies.”

Fig. 02. ASLE Organisation Chart.

BOARD OF DIRECTORS

Admin

istra

tion

Legal

Training

I.T.

GeneralManager

CUSTOMERSHumanResources

AccountsManagement

Internal

Managem

ent:

Quality

Econom

ic and

Financial,

Controller

Engi

neer

ing

Qual

ity a

ndEn

viron

men

t

Planning

and

Management

Health and

Safety at

Workth

e

Fig. 03. ASLE services.

Criterion 1. Leadership1a. How leaders are committed to Total Quality Management

"A leader is that person who, through identification and commitment to the mission of the organisation, drives, motivates, acts as a role model,shares knowledge and ideas, recognises and organises. All members of the organisation may be leaders. Leadership implies recognition of thegroup, and is practised by:• the General Manager• the people of the organisation, through the responsibility of process management, improvement teams and High Performance Teams (HPT).”

Fig. 1a1. Definition of Leadership.

GENERAL• Representation in Public Sector institutions.• Participation in Pub. Sect. Bodies and private or pub. cos.• Agreements with financial entities.• Agreements with business organistions.• Legal studies.• Promotion of Industry .MEMBER SERVICES• Subsidies and Programmes.• Circulars.• Legal Consulting.• I.T. Consulting.• Infrastructure services.• Training management.• Economy Club.NON-MEMBER SERVICES• Quality Assurance.• Total Quality.• Environment.• Accounts Management.• Economic and Financial Consulting.• Human Resources.• Risk Prevention at Work.• Engineering. Society

OUTPUTSM

EM

BE

RS

INPUTS

Mission-VisionACTIVITIES PROCESSES

• Society

• Members

• Sources of information

• Financial entities

• Board of Directors

• Suppliers

• Public Sector Bodies

• Constitution of worker-owner companies

• Advisory service

• Training

• Support for management in customer companies

• Diffusion of worker-owner company model

• Internal management.

• Policy and Strategy• People management• Customer management• Continuous improvement• Member services• Institutional management• Non-member services• Lifelong training management• Economic and Financial management• Develop., design and adaptation of

new products• Occupational training management• Constitution and incorporation of

new member companies• External diffusion / communication• Info. resources management• Society relations management

Public SectorBodies

Fig. 04. ASLE Macro-process.