Change management
Client:
A restructuring of a government body resulted in three new agencies. One of these newly created agencies is flourishing since its existence and currently employs over 5000 people, spread over a main office and more than ten local representative offices.
Industry:
Diensten
Description
This agency opted to implement a quality management approach in order to install a culture of continuous improvement. The initial scope involved around 1000 employees.
The business excellence model of the European Foundation for Quality Management (EFQM) was chosen as a diagnostic framework, covering all key elements that sustain business success. An external audit was used to provide an insight in the challenge of installing a culture of continuous improvement.
Methodology
An EFQM self assessment, conducted with about 200 employees, gave a first insight in the many improvement ideas within the organization. Clustering brought down these many ideas to nine strategic improvement projects. These projects ranged for example from creating involvement in the process of policy making to making the services offered more transparent by using a modular approach. Each of these improvement projects was set up and implemented by a multi disciplinary team, involving as well employees from the main office as from the representative offices.
Implementation progress and results for each of these nine projects are discussed three times a year within the directorate meeting of the agency.
Results
The Flemish Quality Management Center recognized the efforts which were put in to ensure that the agency’s activities were conducted in a more business-like manner and became more customer focused.
Since the launch of the initial nine strategic improvement projects, a variety of other improvement ideas have been clustered in new projects, which are currently set up and implemented, involving and mobilising an even bigger group of employees in the agency towards continuous improvement.
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