Maintaining quality within a Social Franchise KOMOSIE case: De Kringwinkel
Flanders?
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KOMOSIE projects
Energy use reduction (2006)
communication (2002)
WEEE repair (1999)
KOMOSIE staff
15 Management & administration: 4 Social Frachise basic support: 8 Projects (1 year): 3
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KOMOSIE projects
communication (2002)
Energy use reduction (2006)
WEEE repair (1999)
De Kringwinkel Common brand since June 25 2002
Pleasing, high quality 2nd hand shops 31 reuse centres with 110 shops Employment: 4 522 persons (3 485 FTE) Customers: 3,8 mio Turnover: € 33 mio Waste collection 56 828 tons
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Speels en creatief met discobollen doorheen de ganse winkel. Herhaling. Sfeer.
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Speels en creatief met discobollen doorheen de ganse winkel. Herhaling. Sfeer.
KOMOSIE projects
communication (2002)
Energy use reduction (2006)
WEEE repair (1999)
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Revisie Workplaces where WEEE is tested and refurbished ▪ Since 1999 ▪ 8 WEEE-refurbishers Quality brand ▪ Standard test- and refurbishment procedures ▪ 6 months warranty Support ▪ Training packages ▪ Registration and reporting tools & software Part of the Kringwinkel network
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KOMOSIE projects
communication (2002)
Energy use reduction (2006)
WEEE repair (1999)
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3 core activities 1. Energy surveys of houses 2. More extensive package of 25 minor simple energy saving interventions 3. Simpler insulation works: inclined roofs and floors
Source: KOMOSIE vzw Source: BND Kortrijk vzw
Source: KOMOSIE vzw
Energiesnoeiers – results after 3 years 33 SE-enterprises started Employment: for 237 FTE (2010) Active in about 250 municipalities
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Quality framework
Scope: Business Excellence & Label Quality
Business Excellence ▪ Organisational quality ▪ Overall quality management system
Label Quality ▪ Minimum quality guaranteed by the label
History 1. Label Quality 2. Business Excellence
Business Excellence
Label Quality Label Quality
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Output: system, process, process System
System quality
(PDCA)
How?
Process quality
What?
Product / service quality
Place of quality system
Purpose
CSF
Monitoring Measurement
Reporting
What is your purpose?
What is critical to achieve your purpose?
How do you monitor or measure if you achieve your purpose or CSF?
How is the result of the follow up reported?
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Quality system
Quality system De Kringwinkel System Business Excellence
(PDCA)
How?
Label Quality
What?
Label Quality
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Purpose of quality system
Purpose
CSF
Monitoring Measurement
Reporting
Customer friendly, qualitative and recognisable shops
Good shopping experience
1) mystery Online reporting shoppers (every 2 tool years) 2) self evaluation (every year)
Purpose of quality system “Is this an attractive Kringwinkel shop?” ▪ Focus = look of the shop ▪ Perspective of customer experience ▪ Acceptable minimum quality level
List of 67 questions 1. Accessibility 2. Entrance and reception 3. Shopping comfort 4. Communication, house style 5. Look and feel 6. Payment and goodbye
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Quality system Self evaluation: every year Mystery shopper: every 2 years Online reporting tool
Support to improve Measure, learn, improve … Report ▪ Individual report (48 hours) ▪ Benchmark with sector ▪ Joint communication time ▪ Exchange of experience Monitoring and support by KOMOSIE ▪ Action planning ▪ Advice and training ▪ Help desk No sanctions!
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Route of implementation 1. Training of external auditors 2. Training sessions for the shops 3. Self evaluation 4. External evaluation (mystery shoppers) 5. Individual report (within 48 hours) 6. Joint communication time with benchmark report with exchange of experience
Development & implementation
Exploration and defining scope
Development and testing
Implementation
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Other support
Support from KOMOSIE 1. Defence of interest / lobbying 2. Interlocutor for goverment 3. Registration software (waste collection & reuse) 4. Support in Communication – Logo & house style – Shop layout
- Public Relations - Campaign, central website
5. Support in Total Quality Management 6. Training, workshops & learning network
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Shop layout: shop visits and training
From indoor “car-boot market” to an inviting shop “Do’s and Don’ts” for shop interiors What does a shop visitor notice? A “workable” shop for target-group fellow staff members? Practical problems and solutions Training on decoration, shop lay out …
Campaign Media campaign ▪ Advertisements: presence in printed press, radio, etc. ▪ Press support
Shop material ▪ Posters, gift vouchers & display, shop-window stickers, lorry stickers, post cards & display, post-its
Info & graphic material: templates ▪ For each action: info file, local advertisements, local advertisement template, visual material
Important: is determined the campaign unication with WG Comm bureau • in conjunction al ion ss with profe • in cooperation arch • based on rese idance gu & ion • evaluat
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Campaign 5 promotions annually (2010): ▪ Retro promotion ▪ Bring-it-in promotion ▪ Youth action ▪ Kringwinkel Day ▪ Post-it promotion
Quality system
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Quality system K² System (PDCA)
Business Excellence
How? What?
Label Quality Label Quality
Purpose of quality system
Purpose
CSF
Monitoring Measurement
Reporting
Professional organisation
Overall system quality
Self evaluation with EFQM model
Self evaluation report Action planning
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Why Business Excellence? Individual efforts in the network to work on business quality (= loose efforts) Organisation quality is necessary to meet label quality standards permanently ▪ “It’s not enough to demand good results, the challenge is to create the necessary conditions to achieve the requirements.” Integrated approach Need for an overall non-prescriptive framework ( concrete standards)
EFQM-model K²-framework Medewerkerresultaten
Medewerkers
Beleid & strategie
Leiderschap
Processen
Klantenresultaten
Sleutelprestatieresultaten
Samenlevingsresultaten
Partnerschappen & middelen
Critical Success Factors Indicators
Goals
Instruments
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Medewerkerresultaten
Medewerkers
Leiderschap
Beleid & strategie
Partnerschappen & middelen
Klantenresultaten
Processen
Samenlevingsresultaten
Success Factors
Sleutelprestatieresultaten
EFQM-model K²-framework
Indicators
Goals
Instruments
Practical tools + exercise paths Support self evaluation of K²-framework ▪ Scoring method ▪ Word & Excel templates ▪ 4 step methodology ▪ Coaching in reuse centre (4 x ½ day) Process management ▪ 3 step methodology ▪ Manual ▪ Word, Visio … templates ▪ Training & workshops ▪ Coaching in reuse centre
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K²-framework K²
Aandachtsveld 1: leiderschap
Leiders ontwikkelen een visie en missie, ontwikkelen en stimuleren waarden nodig voor het succes van de organisatie op langere termijn en implementeren deze via geëigende maatregelen en persoonlijke betrokkenheid Succesfactoren Indicatoren Streefdoelen Instrumenten 1.1 Ontwikkelen van missie en − Beschreven missie en visie 1.1.1 De organisatie beschrijft de − Enquête visie. − Bekendheid en goedkeuring missie en visie. medewerkertevredenheid missie en visie 1.1.2 De organisatie communiceert − Feedback medewerkers (360°) de missie en visie aan alle medewerkers. 1.2 Ontwikkelen van − Voorbeeldgedrag 1.2.1 Leiders nemen deel aan − Vormingsverslagen voorbeeldfunctie. verbeteractiviteiten. − Jaarplan 1.2.2 Leiders stellen plan op voor − Feedback medewerkers (360°) verbeteractiviteiten. 1.2.3 Leiders volgen vorming en opleiding inzake kwaliteitszorg. 1.3 Ontwikkelen, implementeren − Ontwikkelde systemen inzake 1.3.1 Leiders beschrijven een − Organigram en verbeteren van organisatiebeleid organigram. − Interne of externe systeemaudit managementsystemen. 1.3.2 Leiders ontwerpen een systeem om een beleid te voeren. 1.3.3 Leiders beschikken over procedures inzake besluitvorming, overleg en communicatie. E FQM
kwadraad
Gebruik van K²-raamwerk
management
Project F
Project A
operations
Project B
Project D
Project E
procedures
Quality manual
Development & implementation
Medewerkerresultaten
Medewerkers
Leiderschap
Beleid & strategie
Partnerschappen & middelen
Processen
Klantenresultaten
Sleutelprestatieresultaten
Samenlevingsresultaten
2003 2005 Development model & tools
2005 2007 Rollout
2007 2010 Anchor internal & external
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Business Excellence by KOMOSIE Quality is a basic operation support funded by membership fees: ▪ Basic training ▪ Update of tools ▪ Coordination of quality Individual coaching (on site) & training: paid Link/coordination Business Excellence & label quality ▪ Common framework: EFQM ▪ Common tools ▪ Q-team (KOMOSIE) ▪ Steering committee quality (with members)
Tips Do not reinvent the wheel External consultant Develop concrete and practical tools Practical and hands-on approach Communicate the value-adding of the quality system
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Why develop a common quality framework by the network? Collect knowledge on quality in the network rely on external consultants (that haven’t sector knowledge) Knowledge is key to have impact on government decisions Animation of the network: exchange of common practices Quality management ≠ tool = change of culture this takes years Training & individual coaching is cheaper (than in profit sector) & adapted to the sector
Information Qualiti-ES, The pursuit of quality in social economy; RREUSE www.rreuse.org/t3/projects/qualiti-es/products/ ▪ 4. Decisions to take when defining your quality system, p. 24 ▪ 5. Rollout strategies for federations, p. 25 ▪ Example of KOMOSIE (KVK), p. 27
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