Maintaining quality within a Social Franchise

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Victor de Jonge
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1 Maintaining quality within a Social Franchise KOMOSIE case: De Kringwinkel Flanders? 1

2 KOMOSIE projects communication (2002) Energy use reduction (2006) WEEE repair (1999) KOMOSIE staff 15 Management & administration: 4 Social Frachise basic support: 8 Projects (1 year): 3 2

3 KOMOSIE projects communication (2002) Energy use reduction (2006) WEEE repair (1999) De Kringwinkel Common brand since June Pleasing, high quality 2nd hand shops 31 reuse centres with 110 shops Employment: persons (3 485 FTE) Customers: 3,8 mio Turnover: 33 mio Waste collection tons 3

quality 2nd hand shops 31 reuse centres with 110 shops Employment: 4 522

4 Speels en creatief met discobollen doorheen de ganse winkel. Herhaling. Sfeer. 4

5 Speels en creatief met discobollen doorheen de ganse winkel. Herhaling. Sfeer. KOMOSIE projects communication (2002) Energy use reduction (2006) WEEE repair (1999) 5

6 Workplaces where WEEE is tested and refurbished Since 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 Revisie 6

procedures 6 months warranty Support Training packages

7 KOMOSIE projects communication (2002) Energy use reduction (2006) WEEE repair (1999) 7

8 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 33 SE-enterprises started Employment: for 237 FTE (2010) Active in about 250 municipalities Energiesnoeiers results after 3 years 8

Simpler insulation works: inclined roofs and floors Source: KOMOSIE vzw Source: BND Kortrijk

9 Quality framework Scope: Business Excellence & Label Quality Business Excellence Business Excellence Organisational quality Overall quality management system Label Quality Label Quality Label Quality Minimum quality guaranteed by the label History 1. Label Quality 2. Business Excellence 9

management system Label Quality Label Quality Label Quality Minimum

10 Output: system, process, process System (PDCA) How? What? System quality Process quality Product / service quality Place of quality system Purpose What is your purpose? CSF What is critical to achieve your purpose? Monitoring Measurement How do you monitor or measure if you achieve your purpose or CSF? Reporting How is the result of the follow up reported? 10

What is your purpose? CSF What is critical to achieve your purpose?

11 Quality system Quality system De Kringwinkel Business Excellence System (PDCA) How? Label Quality What? Label Quality 11

12 Purpose of quality system Purpose Customer friendly, qualitative and recognisable shops CSF Good shopping experience Monitoring Measurement 1) mystery shoppers (every 2 years) 2) self evaluation (every year) Reporting Online reporting tool 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 12

(48 hours) Benchmark with sector Joint communication time Exchange of experience

13 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! 13

Route of implementation 1. Training of external auditors 2. Training sessions for the shops 3. Self evaluation 4. External evaluation (mystery shoppers) 5.

14 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 14

External evaluation (mystery shoppers) 5. Individual report (within 48 hours) 6.

15 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 - Public Relations Shop layout - Campaign, central website 5. Support in Total Quality Management 6. Training, workshops & learning network 15

16 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: the campaign is determined in conjunction with WG Communication in cooperation with professional bureau based on research evaluation & guidance 16

Practical problems and solutions Training on decoration, shop lay out Campaign Media campaign Advertisements: presence in printed press, radio, etc.

17 Campaign 5 promotions annually (2010): Retro promotion Bring-it-in promotion Youth action Kringwinkel Day Post-it promotion Quality system 17

18 Quality system K² Business Excellence System (PDCA) How? Label Quality What? Label Quality Purpose of quality system Purpose Professional organisation CSF Overall system quality Monitoring Measurement Self evaluation with EFQM model Reporting Self evaluation report Action planning 18

19 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 Medewerkers Medewerkerresultaten Leiderschap Beleid & strategie Processen Klantenresultaten Sleutelprestatieresultaten Partnerschappen & middelen Samenlevingsresultaten Critical Success Factors Indicators Goals Instruments 19

s not enough to demand good results, the challenge is to create the necessary conditions to achieve the requirements.

20 Medewerkers Medewerkerresultaten Leiderschap Beleid & strategie Partnerschappen & middelen Processen Klantenresultaten Samenlevingsresultaten Sleutelprestatieresultaten EFQM-model K²-framework Success Factors Indicators Goals Instruments Support self evaluation of K²-framework Scoring method Word & Excel templates 4 step methodology Coaching in reuse centre (4 x ½ day) Practical tools + exercise paths Process management 3 step methodology Manual Word, Visio templates Training & workshops Coaching in reuse centre 20

self evaluation of K²-framework Scoring method Word & Excel templates 4 step methodology Coaching in reuse centre (4 x ½ day)

21 Partnerschappen & middelen K²EFQM Leiders ontwikkelen een visie en missie, ontwikkelen en stimuleren waarden nodig voor het succes van de organisatie op langere kwadraad termijn en implementeren deze via geëigende maatregelen en persoonlijke betrokkenheid Succesfactoren Indicatoren Streefdoelen Instrumenten 1.1 Ontwikkelen van missie en Beschreven missie en visie De organisatie beschrijft de Enquête visie. Bekendheid en goedkeuring missie en visie. medewerkertevredenheid missie en visie De organisatie communiceert Feedback medewerkers (360 ) de missie en visie aan alle medewerkers. 1.2 Ontwikkelen van Voorbeeldgedrag Leiders nemen deel aan Vormingsverslagen voorbeeldfunctie. verbeteractiviteiten. Jaarplan Leiders stellen plan op voor Feedback medewerkers (360 ) verbeteractiviteiten Leiders volgen vorming en opleiding inzake kwaliteitszorg. 1.3 Ontwikkelen, implementeren Ontwikkelde systemen inzake Leiders beschrijven een Organigram en verbeteren van organisatiebeleid organigram. Interne of externe systeemaudit managementsystemen Leiders ontwerpen een systeem om een beleid te voeren Leiders beschikken over procedures inzake besluitvorming, overleg en communicatie. K²-framework management Aandachtsveld 1: leiderschap Gebruik van K²-raamwerk Project F Project A Project B Project D Project E operations procedures Quality manual Development & implementation Medewerkers Medewerkerresultaten Leiderschap Beleid & strategie Processen Klantenresultaten Sleutelprestatieresultaten Samenlevingsresultaten Development model & tools Rollout Anchor internal & external 21

22 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) Do not reinvent the wheel Tips External consultant Develop concrete and practical tools Practical and hands-on approach Communicate the value-adding of the quality system 22

23 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 4. Decisions to take when defining your quality system, p Rollout strategies for federations, p. 25 Example of KOMOSIE (KVK), p

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