www.kic-malta.com International Context of QA in VET, HVET & PHE Anthony F. Camilleri International Cooperation for VET providers seminar on developing Internal Quality Assurance policies St. Julians, Malta 30/05/2016
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www.kic-malta.com
International Context of QA
in VET, HVET & PHEAnthony F. Camilleri
International Cooperation for VET providersseminar on developing Internal Quality Assurance policiesSt. Julians, Malta 30/05/2016
www.kic-malta.com
Practice Level
Qualityof VET
∝is directly
proportional to
World of WorkIntegration
Intensity
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Requirementscome from different sources
communityexpectations
academic community
wider society
world of work
enterprises
civil society organisations
public sector
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determine requirements
A Quality Management System Provides Guidance for
Students
Institutional policies reflect requirements
Institutional activities
implement mission
IQA supports continual improvement
Government
World of Work
External Quality Auditchecks
verifies
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Baaken, Thomas & Schröder, Carsten (2008). The Stairway Model to Strategic Partnership in: Science-to-Business Marketing Research Centre. Münster University of Applied Sciences, Germany (2011): The State of European University-Business Cooperation. Final Report – Study on the cooperation between Higher Education Institutions and Public and private organisations in Europe.
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High Level Guidance
European Standards & Guidelines for Quality Assurance in Higher
Education
Specific Guidance Malta Quality Assurance Framework
Implementation Guidance
EQAVET
ISO, Kaizen, etc.
Sources of Guidance for QA
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European Standards & Guidelines• Launched 2005 and revised
2015• Serve as a framework for
accreditation of all HEIs in Europe
• Three Levels– Internal Quality Assurance– External Quality Assurance– Quality Assurance Agencies
http://www.enqa.eu/index.php/home/esg/
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ESGs and the World of WorkGuidelines:1.1 – involve external stakeholders in Quality Assurance1.2 – study programmes may be applied in future careers. Programmes are designed by involving students and other stakeholders in work1.7 – collect information on career paths of graduates1.8 – institutions should publish graduate employment information1.9 – revision of programmes should include evaluation of the changing needs of society
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EQAVET• Voluntary quality
assurance system developed by EC for VET
• Does not lay out system for accreditation, but rather system for IQA
http://www.eqavet.eu
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Quality Circle Descriptors
Building Blocks Indicators
EQAVETMalta QAFramework
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PDCA Cycle
• Do• Check
• Plan• Act
アクション 計画
実行チェック
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PDCA Cycle & the World of Work
•Does the execution of the activity require the participation of the WoW?
•Has the process met its requirements? Is the World of Work satisfied*
•Does the planning take into account the requirements of the WoW?
•Have improvements been made to the process to better fit those requirements?
Act Plan
DoCheck
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EQAVET Building Blocksfor VET Providers
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• How can your management team:– provide leadership in quality assurance? – ensure a culture of quality assurance which includes
learning from others’ experiences?– encourage staff involvement in quality assurance? – ensure a cost effective and appropriate approach to
quality assurance? • What is the best way to encourage VET staff to
improve their approach to quality assurance?
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• What should you consider when they develop their approach to quality assurance?
• How can you learn from others’ experiences?• How can NCFHE help you in aligning with
Malta Quality Assurance Framework and with your own priorities?
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• How can managers encourage staff and other interested stakeholders to reflect continually on the quality of VET provision?
• How can VET providers learn from each other?• How are the outcomes of self-assessment used to
make improvements?• In a commercial and competitive environment, how
much can VET providers share effective practice?
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• How can managers ensure everyone who needs it receives training in quality assurance?
• How can staff training be both cost effective and ensure high quality provision?
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• How will you:- decide what data is relevant?- identify sources and collect data?- analyse the data?- use the data to improve quality
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• How are internal views on the quality of VET taken into account?
• How do you collect and take account of the views of key external stakeholders?
• What can be learnt from your competitors or other VET providers?
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A PROCESS APPROACH TO QUALITY ASSURANCE
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ISO Definition of Process
INPUT OUTPUTPROCESS
• Do• Check
• Plan• Act
アクション 計画
実行チェック
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True integration with the World of Work
means running this cycle for every process
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PDCA Cycle in a specific process: Assessment
• Involve the World of Work directly in the assessment, e.g. through examination of placements
•Has the process met its requirements? Is the World of Work satisfied*
•Plan for an assessment that adequately tests the knowledge, skills and attitudes required by the world of work.
•Have improvements been made to the process to better fit those requirements?
Act Plan
DoCheck
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Stages of Verification
ImmediateWhile the process is ongoing
Detect and correct errors
Short-Term
Immediately after end of
process
Evaluate overall efficiency of
process
Long-TermA set period
after end of the process
Evaluate overall effectiveness of
process
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A KAIZEN APPROACH TO QUALITY ASSURANCE
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Why Kaizen?“Every Toyota team member is empowered with the ability to improve their work environment. This includes everything from quality and safety to the environment and productivity. Improvements and suggestions by team members are the cornerstone of Toyota’s success”
Masaaki Imai
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Under Kaizen• Improvements in processes are based on many
small changes rather than radical policy shifts• Ideas for improvement come from the staff
actually working on the activities, not from management or consultants
• All staff should continually be seeking ways to improve their own performance
• All staff take ownership over and responsibility for their work
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Integrating Kaizen in Daily Work
Individuals
Highlight problems Propose Ideas
TeamsHold regular kaizen events
(stand-alone or as part of other events)
Managementmandates regular kaizen events
provides leeway for implementation and testing
flow ofideas
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WHAT DOES THIS MEAN FOR INSTITUTIONS?
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Properly implemented Quality Systemswill help institutions meet future
andcurrent world of work
requirements
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Institutions need to Become
Integratorsof Diverse Requirements
Data Powerhousesin collection and analysis
Personalaccommodating needs
Trend-SettersEnablers of Future Scenarios
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