www.ccsenet.org/ibr International Business Research Vol. 4, No. 1; January 2011 ISSN 1913-9004 E-ISSN 1913-9012 176 Integration of EFQM and Ultimate Six Sigma: A Proposed Model Arash Shahin (Corresponding author) Department of Management, University of Isfahan, Isfahan, Iran 1.242 Saeb Avenue, 81848-13713, Isfahan, Iran Tel: 98-311-793-2040 E-mail: arashshahin@hotmail.com Reza Pourbahman Department of Industrial Engineering, Islamic Azad University, Najafabad Branch, Isfahan, Iran 13, Motahar Street, Valiasr 24 Meter Avenue, Seyedoshohada Boulevard, 69318-33644, Ilam, Iran Tel: 98-841-333-6526 E-mail: rezapourbahman@ymail.com Abstract The aim of this article is to propose a comprehensive integrated model of the EFQM, i.e. European Quality Award, and USS i.e. the Ultimate Six Sigma in order to take more advantage from both of the models simultaneously towards improving organizational performance and excellence. For this purpose, the literature has been reviewed and the structure and criteria of the models have been compared. An integrated model has been developed, in which the USS has been modified and restructured compatible with the EFQM model. The results imply that the proposed integrated model includes simultaneously the criteria of both EFQM and USS models and can be used as an appropriate reference model for assessing organizations in their movement towards excellence. The proposed model includes nine major criteria similar to the EFQM model and 56 sub-criteria similar to the USS model. The criteria have been classified into two categories of enablers and results. Out of 1000 scores of the new model, 795 and 205 scores have been allocated to the enablers and results, respectively, which is different from the EFQM model in which the sum of scores of enablers and results are equally divided (i.e. 500). Keywords: European Quality Award, Ultimate Six Sigma, Excellence, Integration 1. Introduction Determining the status of different systems, methods, and instructions in the structure of organizations; the mode of their relationships with each other; discovering weaknesses and strengths; and improving organizational performance are the managers' subjects of considerable interest. Assessing organizational performance consists of measures and criteria which are used to compare organizations’ status with desired level of performance in potentialities and resources in order to achieve excellence, efficiently and effectively. In recent years performance assessment approaches have been improved and among them, the comprehensive models play more important role. Each of the models considering their characteristics, criteria, values, and specific fundamental concepts, among which we can refer to Deming Award Model in Japan, Malcom Baldrige Model in America and the European Foundation for Quality Management (EFQM) award, and most recently, Ultimate Six Sigma (USS) are relatively different and have been prepared for different applications. Among the popular models, EFQM as a standard reference has been widely utilized having more than 800 members from 38 countries in private and governmental sectors, and is an excellence model in many countries particularly in the European community. It is regarded as a basis for organizational assessment towards excellence. Healthcare centers in countries such as Netherland (Nabitz and Klazinga, 1999), Germany (Moeller, 2001), United Kingdom (Stahr et al., 2000; Jackson, 2001) and Spain (Aeerlay et al., 1999; Ruiz et al., 1999) were the first organizations that have assessed their performance according to the EFQM model. Figure 1 illustrates the number of European countries from 2000 to 2004 that have applying most of the requirements and criteria of the EFQM model with success. However, it is important to note that no investigation exists on the integration of the EFQM model and other excellence models. The focus of the available resources are on the following two areas: 1) Development of national quality models and awards in various countries based on the structure of EFQM model and with the consideration of native attitudes. 2) Application and implementation of various managerial approaches and systems such as Information Management, Balanced Score Card (BSC), etc. in order to improve the performance of the EFQM model. Literature addresses an integration of BSC and EFQM models, with a step by step and simultaneous application (Figure 2). The methodology is developed in eight steps as follows: