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Beigeisterung – ein Schlüssel zur Excellence Enthusiasm – a key for excellence
Beigeisterung – ein Schlüssel zur Excellence Enthusiasm – a key for excellence
„Einer, der will, bewegt mehr als fünf die müssen“ Zitat von Axel Haitzer, Autor, Rosenheim, DE
„One person, who has the will to do something, moves more than five people who must do something“ Citation: Alex Haitzer, writer, Rosenheim, Germany
How did we do that?
Every single day services in high quality
Einführung eines Qualitätsmanagementsystems
Introduction of an Quality Management System which focusses on practicability. We do not want a Q-System, which remains in a shelf, just for the diploma.
For the development of the system we used external advice with the target „use help, to help yourself“.
Hilfe zur Selbsthilfe
In the main processes we searched for valuable key figures, which represents the process and support the daily work.
While creating the processes, we integrated the involved employees. This allowed us to improve the processes to a high level.
wertvollen Kennzahlen für Kernprozesse
Prozessinhaber an der Designarbeit beteiligen
Dieses Selbertun ist ein entscheidender Faktor für den Erfolg des Systems. Das können wir bereits bei Konfuzius nachlesen: „Erkläre es mir und ich werde es vergessen. Zeige es mir und ich werde mich erinnern. Lass es mich selber tun und ich werde es verstehen:“
This „do it by yourself strategy“ is a key factor for the success of the systems. Or, as already Konfuzius said: „Explain it to me and I will forget it Show it to me and I will remember it Let me do it by myself and I will understand it“
This type of work was very unusual in our team, but helped for the acceptance of the processed and detailed knowledge about them.
This work improved our consumer satisfaction and the feedback of the employees very positive.
tieferes Prozessverständnis
positives Kundenfeedback
Over the years, we developed us into a courageous, self-confident tam with a lot of ideas.
„A good idea does not care who was its inventor“ Citation: Alex Haitzer, writer, Rosenheim, Germany
Einer guten Idee ist es egal, wer sie hat. Zitat von Axel Haitzer, Autor, Rosenheim, DE
selbstbewusstes Team mit vielen Ideen
Wir haben in einem der Meetings gemeinsam folgenden Satz für unseren Werterahmen geschrieben: „Gegenseitige Wertschätzung, hohe Motivation, Freude an der Tätigkeit und ein hohes Maß an Selbstbestimmung unserer Mitarbeiter sind die Schlüssel für unseren nachhaltigen Unternehmenserfolg.“
After one of our meetings, we described our values with the following sentence: „Respect, a big motivation, pleasure of our work and a lot of possibilities for self-determination are the key factors for a sustainable success.“
Team - Meeting
hohe Motivation
Gegenseitige Wertschätzung
Selbstbestimmung
The result of the „high-pressure-test“, represented by the ISO9001 Audit was always discussed with the team. Afterwards the tasks and the potentials of the audit have been divided in the team. The implementation of the Q-System was done, the acceptance of the team members were high.
ISO 9001 – Audit
Auditberichte im Team diskutiert
Hohe Akzeptanz
We started the search for more ways to develop the enterprise
Weiterentwicklung des Unternehmens
During the ceremony for the Austrian government award in company-quality, a couple of years ago, I got the feeling that the referent spoke of a “all-in-one device suitable for every purpose” – no reclamations, clear processes, satisfied customers and employees, and a lot more.
Fachimpuls
Festakt zum Staatspreis
My pleasure for this challenge was set and I brought the now practicable EFQM-Model into BLATTARIA.
„Was soll uns das denn bringen?“
“What will this help us?” we already got ISO9001… This was a sentence, often heard in BLATTARIA, after I introduced the EFQM Model and my intention to implement it.
On the other side, the already created processes and key figures had given the employees a positive feeling of such projects.
Begin of 2014 First „self-rating“ with the EFQM Model. Without specific preparation we did as much as we already could and awaited the first assessment.
What we did not know was, that also for the assessment-team, our only partly filled-out question-form was a big challenge.
Die erste Selbstbewertung
2014 nach dem EFQM Modell
0 Pkt.
1000 Pkt.
500 Pkt.
750 Pkt. Staatspreis
Unternehmensqualität
Ergebnis erstes Assessment 2014
EFQM Excellence Award
400 Pkt. Recognised for Excellence 4*
300 Pkt. Recognised for Excellence 3*
Recognised for Excellence 5*
150 points is the rating for 90% of the companies
Assessment 2014
400-450 points
This excellence resulted surprised and motivated us the same time. With this feedback we saw our strengths and potentials This result was communicated to the whole team. The feedback was: “Now we will do it right and in several years we will win the Austrian government award in company-quality”
Herausragendes Ergebnis
Begeisterung im Team
„Wir holen in einigen Jahren den Staatspreis“
Start mit der Umsetzung der Potentiale
Some potentials of the first feedback-report were: - The method of the Employee-Feedback - Enlarging the leadership - Strengthen individual responsibility - Enlarge the strategy processes - Visualize the key figures in a cockpit
- The method of the Employee-Feedback extern durchgeführter Mitarbeiterbefragungen
Die Führungsstruktur verbreitern Eigenverantwortungen stärken
Enlarging the leadership, Strengthen individual responsibility
Enlarge the strategy processes Strategieteam einsetzen
Strategie / Vision Führende Marktposition in Österreich. Steigerung des wirtschaftlichen Erfolges mit dem bestehenden Team, als Basis zur nachhaltigen Unternehmensentwicklung. Qualitative Spitzenleistungen unter Einsatz modernster Technologien in allen Unternehmensbereichen. Die besondere Kompetenz im IT-Bereich sehen wir als Verpflichtung für Maßnahmen zur Weiterentwicklung der Professionalisierung des europäischen Schädlingsbekämpfermarktes.
Visualize the key figures in a cockpit Prozesskennzahlen im Cockpit
In the following 10 months, this feedbacks have been implemented.
That time was the first time, we could see the enthusiasm in the whole BLATTARIA-Team. For everybody it was clear know, that they had the possibility to help create values and targets.
The implementation was not always easy, and the enthusiasm had its limits for several team-members.
Umsetzung der Potentiale über 10 Monaten
Begeisterung im Team
Gestaltungsmöglichkeiten
holprige Umsetzungsphasen
Die zweite Selbstbewertung
2015 nach dem EFQM Modell
This second rating was not comparable at all with the first one. We implemented the most potentials of the first one or were in the implementation of it. The expectations of the team have been quite high.
Begin 2015 Second “self-rating” with the EFQM-Model
0 Pkt.
1000 Pkt.
500 Pkt.
750 Pkt. Staatspreis
Unternehmensqualität
Ergebnis zweites Assessment 2015
EFQM Excellence Award
400 Pkt. Recognised for Excellence 4*
300 Pkt. Recognised for Excellence 3*
Recognised for Excellence 5*
150 points is the rating for 90% of the companies
Assessment 2014
400-450 points
Assessment 2015
500-550 points
Gravierende Veränderungen in
der Organisation sichtbar
Neue Mitarbeiter
Eigenverantwortung
Sozialkompetenz
Fachliche Kompetenz
Zielgruppenfokus
IT Unterstützung
Selbstbestimmt
At this time, the change in the organisation have already been visible for the team
Optimised search for new employees Concept for the integration of new team members More personal responsibility in the whole team Development of social and practical knowledge Willingness to take more personal responsibility Knowledge of the target groups High level of IT support in the processes Pleasure of creating the own work-space
This positive effects have been reflected in the following: External Employee-Interviews Customer satisfaction Implementation of performance-related salaries, based on hard- and soft facts Enlarging of the operating results
Sichtbare Trends: Externen Mitarbeiterbefragungen Kundenzufriedenheit Entlohnungssystem Unternehmensergebnisse
Externen Mitarbeiterbefragungen External Employee-Interviews
Kundenzufriedenheit Customer satisfaction
2013: 1,35
2016: 1,01
Entlohnungssystem Implementation of performance-related salaries, based on hard- and soft facts
Unternehmensergebnisse
Enlarging of the operating results
2010 2016 TURNOVER per emploee more than 10% above the average of pest control industrie
Gleichbleibende Mitarbeiterzahl / Emploees 16
We accepted the challenges of the second feedback-report and implemented them the same way as the feedback of the first one.
The organisation developed itself in various fields:
Common strategy Room for all employees under respect of the company-values Development of a “We are one team” strategy Matching the collaboration between the departments
Potentiale aus dem Assessment Strategiearbeit im Team
Werterahmen nach „innen“
I was challenged a lot with the management. A lot of well accepted methods have been changed, to implement more efficient ones. I was reflected by my employees due to the open management and work techniques. The same as my team, I had to work on myself. „Who wants to take a new road, must leave the old one.“
„Aber wer einen neuen Weg gehen will, muss wohl zwangsläufig den alten Weg verlassen.“
Zitat von Axel Haitzer, Autor, Rosenheim, DE
Citation: Alex Haitzer, writer, Rosenheim, Germany
Herausforderungen in der Führung Spiegelung im Team Optimierung von Arbeitstechniken
A good example was my personal thinking of strategy. My team helped me to see some things form a different position. Of course, also a part of my most pleasures works had to be given up because of optimisations. But after all, I was able to learn, how much meaningful activities improve the organisation and their results. As a leader of your enterprise, never forget an honest valuation of your team. Encourage employees with valuable work conditions. In this part, I got a big feedback of the BLATTARIA-Team and I worked intensive at my potential of leading the enterprise.
Strategiearbeit im Team
Optimierung der Arbeitstechniken
Auswirkung von Vertrauen und
Begeisterung Ergebnisse
ehrliche Wertschätzung
Entwicklung der Führungspersönlichkeit
The most important points of the EFQM Model – the development of the enterprise – was on a good way. The referent who talked about the “all-in-one device suitable for every purpose” was right.
Das Wichtigste aus dem EFQM Modell – die Weiterentwicklung unseres Unternehmens - hatten wir schon gut auf Schiene gebracht . Der Vortragende zum EFQM Modell von vor einigen Jahren sollte Recht behalten.
0 Pkt.
1000 Pkt.
500 Pkt.
750 Pkt. Staatspreis
Unternehmensqualität
Ergebnis drittes Assessment 2016
EFQM Excellence Award
400 Pkt. Recognised for Excellence 4*
300 Pkt. Recognised for Excellence 3*
Recognised for Excellence 5*
150 points is the rating for 90% of the companies
Assessment 2014
400-450 points
Assessment 2015
500-550 points
Assessment 2016
700-750 points
Nach Juryentscheid wurden wir Sieger in der Kategorie Kleinunternehmen
The jury declared us as winner in the category small business
Nach Juryentscheid wurde Blattaria der Gewinner des Staatspreises für Unternehmensqualität 2016
The jury Austrian government award in company-quality, declared us as winner 2016
My recommendation to the management: Leadership with common design of the strategy processes While creating the processes, integrate the involved employees
Empfehlung an die Entscheidungsträger: Führung mit gemeinsamer Strategiearbeit Die Prozessinhaber an der Designarbeit beteiligen
Menschen in den Mittelpunkt stellen center people
Stellen Sie sich den Selbstbewertungen nach dem EFQM Modell
