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ENQA Seminar IQA-Group Internal QA-Systems and the ESG 14 April 2008 Birgit Hanny Gaining benefit from ISO and EFQM in the IQA of an agency www.asiin.de.

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Presentation on theme: "ENQA Seminar IQA-Group Internal QA-Systems and the ESG 14 April 2008 Birgit Hanny Gaining benefit from ISO and EFQM in the IQA of an agency www.asiin.de."— Presentation transcript:

1 ENQA Seminar IQA-Group Internal QA-Systems and the ESG 14 April 2008 Birgit Hanny Gaining benefit from ISO and EFQM in the IQA of an agency www.asiin.de

2 2 Content 1.The IQA System of ASIIN 2.Goals, measures and instruments for meeting the European Standards and Guidelines (ESG) 3.References to ISO and to EFQM 4.Lessons learned and still to be learned

3 www.asiin.de3 1.Introduction purpose and area of application liability statement 2.Organisational structure and responsibilities 3.Quality policy and objectives goals and objectives of the organisation fields of activity for quality assurance and resulting management expectations on quality results 4.Quality management: measures and instruments Annex: process documentation 1.Introduction purpose and area of application liability statement 2.Organisational structure and responsibilities 3.Quality policy and objectives goals and objectives of the organisation fields of activity for quality assurance and resulting management expectations on quality results 4.Quality management: measures and instruments Annex: process documentation The quality manual was introduced by decision of the ASIIN board and is implemented and regularly revised by the head quarters: The ASIIN quality manual

4 www.asiin.de4 Fields of activity for quality management within ASIIN: 1.Field – quality of pool of peers and experts (parameters: expertise, experience, composition of teams, independence and impartiality, availability) 2.Field – quality of requirements and procedural principles (parameters: validity, objectivity, up-to-dateness, accessibility) 3.Field – quality in the implementation of the requirements and procedure (parameters: transparency, confidentiality, constancy, objectivity, efficiency) 4.Field – acceptance of the procedures and the results by third parties (parameters: acceptance by national / international actors) Fields of activity for quality management within ASIIN: 1.Field – quality of pool of peers and experts (parameters: expertise, experience, composition of teams, independence and impartiality, availability) 2.Field – quality of requirements and procedural principles (parameters: validity, objectivity, up-to-dateness, accessibility) 3.Field – quality in the implementation of the requirements and procedure (parameters: transparency, confidentiality, constancy, objectivity, efficiency) 4.Field – acceptance of the procedures and the results by third parties (parameters: acceptance by national / international actors) The purpose is to support the management and optimisation of our core business process, i. e. the realisation of accreditation procedures Purpose and coverage of the internal QM

5 www.asiin.de5 Mapping of objectives Departing from the organisational goals, related fields of activity and the related quality-parameters > expected results of a certain quality are described: field of activityparameterresults / quality expected Field 1 – peers and experts in permanent bodies availability of peers and experts in permanent bodies respectively Availability in terms of time: Peers and experts in permanent bodies get to know their relevant time schedules asap. Relevant time schedules for peers and experts arise from agreements among all concerned parties; normally, dates are not centrally determined. Attractiveness for peers: The agency covers the expenses for the peers and experts arising from their commitment (travel expenses, expense allowance as a lump sum). Peers and experts in permanent bodies identify with the objectives, the methodology, and the agencys requirements and procedural principles for accreditation. ASIINs member organisations support the recruitment of peers and experts in permanent bodies. Field 3 – implementation of requirements and procedures objectivityMechanisms work that compensate subjective positions of individuals involved in the procedure or that relate them to positions which are at least likely to be accepted by a majority. Field 2 – requirements and procedural principles for accreditation validity The requirements and procedural principles have been passed by the responsible permanent bodies. ASIINs member organisations support in principle the requirements and procedural principles. The applicant bodies rate the requirements and procedural principles as comprehensible. The authorisation bodies for accreditation agencies inland and abroad accept the requirements and procedural principles.

6 www.asiin.de6 Measures and instruments 1 a)Embedded mechanisms: mutual control and interdependencies of the (permanent) bodies involved in the accreditation procedures with the help of a system of checks and balances laid down in the organisational structure of the agency Rights to participate in the procedure, decision rights, rights to comment, to propose, to forward issues and to prepare decision memos are defined in by-laws and procedural principles The specific setting of distribution of these rights among the (permanent) bodies helps to meet part of the quality expectations defined – e. g. increase objectivity, reach consistency of decisions when faced with same problems in different procedures. Different quality assurance mechanisms are integrated in the structure of the organisation and its processes in order to reach the quality expectations defined:

7 www.asiin.de7 Measures and instruments 2 b) Additional mechanisms for collecting and analysing data about the functioning of the accreditation procedures and the effectiveness of the requirements and procedural principles. Different quality assurance mechanisms are integrated in the structure of the organisation and its processes in order to reach the quality expectations defined:

8 www.asiin.de8 Completion of the map From organisational goals > fields of activity > related quality-parameters > expected results / quality > measures > instruments > responsibilities > rhythm > to feedback for management actions fields of activity parametermeasuresinstr.respons.rhythmfeedback …………………

9 www.asiin.de9 Measures and instruments – examples 1 fields of activity parametermeasuresinstr.respons.rhythmfeedback 1 – Peers and experts in permanent bodies expertise experience independence / impartiality decision on acceptance for the pool of peers / into a permanent body exclusively by the next higher entity. Acceptance into a permanent body involved in the procedure normally upon suggestion by a relevant (professional) organisation Sheet of personal details Suggestions by ASIINs member organisations for peer pool Suggestions by external relevant (professional) organisations HO (head office - responsible person for the respective permanent body) B (board) AC (accreditation commission) upon presentation of applications: quarterly or corresponding to cycle of meetings of the body authorized for decision acceptance for the pool of peers / into a permanent body or refusal

10 www.asiin.de10 Measures and instruments – examples 2 fields of activity parametermeasuresinstr.respons.rhythmfeedback 2 – Requirements for accreditation 3 – Implementatio n of requirements and procedures 4 - Acceptance validity objectivity up-to-dateness confidentiality constancy efficiency acceptance by national / international actors revision of requirements and procedural principles comparison of external requirements for accreditation of study programmes and the agencys requirements and procedural principles meetings of -AC -TCs -Chairs of TCs -working group of AC HO TC AC annuallytransmission of results to the concerned permanent bodies according to their competence from case to case proposals for decisions by HO and adjustment of methodology, requirements, procedural principles by AC

11 www.asiin.de11 Process documentation: overview environment 1.1 preparation + application 2.1 inspection 3.1 decision 1. Core process: accreditation procedure support processes results goals + objectives, strategy, quality expectations, external requests environment 2. development of requirements and principles 3. allocation of human resources 4. leadership 5. management of co-operations with third parties 6. continual improvement 7. data security and data storage 8. provision of infrastructure

12 www.asiin.de12 Process documentation: template inputactionsoutput / outcome responsibilitya.documents b.tools e. g. request, draft report e. g. final report, decision memo e. g. persons, function owners e. g. templates, databases, rules

13 www.asiin.de13 Content 1.The IQA System of ASIIN 2.Goals, measures and instruments for meeting the European Standards and Guidelines (ESG) 3.References to ISO and EFQM 4.Lessons learned and still to be learned

14 www.asiin.de14 Meeting the ESG The quality manual is published on the website of the agency (besides the process documentation) The implementation of the core process is monitored with the help of several measures + instruments in order to compare the effective performance to the pre-defined quality expectations A system of checks and balances and additional instruments (list of reasons for exclusion of peers, self-declaration of peers) support the no- conflict-interest-policy no use of subcontractors in the core process feedback mechanisms are in place for every quality assurance measure foreseen in the manual external reviews of the agency take place at least every five years; agency is reviewed by different organisations

15 www.asiin.de15 Content 1.The IQA System of ASIIN 2.Goals, measures and instruments for meeting the European Standards and Guidelines (ESG) 3.References to ISO and to EFQM 4.Lessons learned and still to be learned

16 www.asiin.de16 Adapting the essence of ISO / EFQM Start slim with the potential for growing – We tried to design a quality management system that respects the basic philosophy of ISO and the EFQM-model. We want to keep the option to improve our QM-system step by step towards full compliance with the principles of the EFQM- model or towards ISO-certification in the future. Therefore we tried to respect the (partly corresponding) basic principles of the two approaches when defining fields of activities, parameters, measures and instruments.

17 www.asiin.de17 Principles adapted and adopted system approach: integrated view of the organization with quality management contributing to the achievement of its objectives identification and consideration of the relevant stakeholders customer orientation involvement of people process approach focus on results continual improvement follow the form: structural approach and vocabulary of the ISO fundamentals (ISO 9000:2005) for quality management systems were considered when writing the quality management manual to enable recognition by those of our volunteers familiar to the ISO- and or EFQM-approach in their own professional environment to avoid the re-invention of principles and vocabulary already existing in other environments

18 www.asiin.de18 Content 1.The IQA System of ASIIN 2.Goals, measures and instruments for meeting the European Standards and Guidelines (ESG) 3.References to ISO and to EFQM 4.Lessons learned and still to be learned

19 www.asiin.de measures and instruments should serve as many fields of activity and the related objectives as possible at the same time embedded measures and instruments are more efficient but harder to make evident; nevertheless avoid extra measures, instruments, structures and procedures for quality management whenever possible extra measures/instruments/structures seem to make sense mainly for collecting and assessing data on the performance and the results of the core processes avoid the cultivation of process descriptions known to nobody besides yourself and keep the documentation as easily accessible as possible efficiency is crucial for the acceptance of the staff and volunteers addressed efficiency is crucial to get a quality management systems alive in the organisation Lessons learned For quality managers: frustration is lower when getting used to the idea of living and working at a never ending construction side!

20 www.asiin.de20 Thank you for your patience!


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