1. Marmara University Faculty of Engineering 1 Associate Member of MUFE’s Journey to Educational Excellence September 2001 MUFE’s Journey to Educational Excellence September 2001

2. Marmara University Faculty of Engineering 2 Aim of Presentation To share the milestone activities, achievements, and good examples of Marmara University Faculty of Engineering (MUFE) in the Journey of Educational Excellence

3. Marmara University Faculty of Engineering 3 Marmara University n Established as a College of Commerce in 1883. n Reorganised as a university in 1982. n 14 faculties, 8 colleges and 11 graduate institutes located on 14 campuses n Total enrolment : 50 000 n Academic staff : 4800

4. Marmara University Faculty of Engineering 4 Faculty of Engineering (As of September 2000) n n Teaching is in English n n 150 graduate students n n 700 undergraduate students n n Enrolment in continuing education : About 2000 per annum n n 62 academic personnel n n 24 administrative staff

5. Marmara University Faculty of Engineering 5 Academic Programs n Computer Engineering n Computer Engineering (B.Sc., M.S.) n Environmental Engineering n Environmental Engineering (B.Sc., M.S.) n Industrial Engineering n Industrial Engineering (B.Sc., M.S., Ph.D.) n Mechanical Engineering n Mechanical Engineering (B.Sc., M.S., Ph.D.) n Materials Engineering n Materials Engineering (B.Sc.) n Engineering Management n Engineering Management (M.S., Ph.D.)

6. Marmara University Faculty of Engineering 6 n No competition –Competition for resources rather than outputs n No customer concept –Government employees are the kings (or queens) when they deliver products and services Drawbacks of Public Organisations (1)

7. Marmara University Faculty of Engineering 7 n No cost consciousness n No quality consciousness n No performance based measurement of results n Little or no innovation n Little process management n Little root-cause problem analysis Drawbacks of Public Organisations (2)

8. Marmara University Faculty of Engineering 8 Drawbacks of Public Organisations (3) n If there is a problem or undesired result blame –Lack of money –Lack of qualified employees n Negative environment –Punishment rather than encouragement –Criticise rather than recognise

9. Marmara University Faculty of Engineering 9 n Limited, sometimes no empowerment n Too many rules, regulations and laws n Decisions are taken centrally, and, in most cases, from outside the organisation Drawbacks of Public Organisations (4)

10. Marmara University Faculty of Engineering 10 MUFE’s Journey to Educational Excellence (1)   1987 MUFE was established   1989 Engineering Management Grad. Program First Resource Requirements PlanFirst Resource Requirements Plan CAD/CAM Project Idea

11. Marmara University Faculty of Engineering 11 MUFE’s Journey to Educational Excellence (2) n 1990 –Undergraduate education begins –First grant from Government n 1991 –First project from State Planning Organisation –First student course evaluation survey

12. Marmara University Faculty of Engineering 12 Units of CIM Centre (1991-.....) n n Computer Aided Design and Engineering n n Computer Aided Manufacturing and CNC n n Computer Aided Production Management n n Instrumental Analysis Lab is set up n Statistical Process Control (SPC) and ISO- 9000 Consultancy Services

13. Marmara University Faculty of Engineering 13 Journey to Educational Excellence (3) n 1992 – First donation from industry – Second grant from Government – Measurement of financial results begins n 1993 – CIM Centre founded – Systematic course evaluation by students – First Strategic Planis prepared – Decision:TQM System will be implemented

14. Marmara University Faculty of Engineering 14 n 1994 –Nüket Yetiş is appointed Dean n 1995 –Performance Measurement –Full implementation of TQM system –First self-assessment survey –Akif Eyler joins MUFE Journey to Educational Excellence (4)

15. Marmara University Faculty of Engineering 15 n 1996 –Decision: Honorary Ph.D. to Turkish Quality Leaders –EFQM Public Sector Award announced –Full Intranet and Internet connections –Quality Council is formed –Process management system is set up –Kerim Kar and Erkan Türe join MUFE Journey to Educational Excellence (5)

16. Marmara University Faculty of Engineering 16 Journey to Educational Excellence (6) n 1997 –Adaptation of EFQM Excellence Model –Second Strategic Plan –Decision to apply for EQA 1999 announced –General Assembly (GA) meetings begin –Partnership with Drexel University –GATEWAY membership –More recent Ph.D.’s join MUFE

17. Marmara University Faculty of Engineering 17 n 1998 –Invitation of Mr. John Roberts –Second Strategic Plan revised –EQA 1999 application –APMTC (11 million Dollar) project awarded –Honorary Ph.D.’s to quality leaders –Many partnerships are established Journey to Educational Excellence (7)

18. Marmara University Faculty of Engineering 18 Journey to Educational Excellence (8) n 1999 –EQA 1999 Application results in a Site Visit –Decision to apply for EQA 2000 –Engineering Design Lab founded –EQA 2000 application –EFQM membership n 2000 –MUFE becomes EQA finalist

19. Marmara University Faculty of Engineering 19 Integration of TQM into the Formal Organisation Structure Formal Structure n Academic Board (all academic staff) (all academic staff) n Faculty Board  Commissions  Administrative Board n Committees n Department Boards n Project teams TQM Structure n General Assembly (all stakeholders) n Quality Council n ITCC and ITGC n Improvement teams  Quality Circles  Project Teams

20. Marmara University Faculty of Engineering 20 Dean’s Office Department Heads Academic Staff Administrative and Support Staff Challenges: Traditional Hierarchy

21. Marmara University Faculty of Engineering 21 Challenges: Cultural Shock Dean Students Academic and Administrative Staff Initial Period

22. Marmara University Faculty of Engineering 22 Leaders Students Teams, Academic and Administrative Staff Challenges: Cultural Change

23. Marmara University Faculty of Engineering 23 Leaders n n Dean n n Department Heads n n Quality Council Members n n Faculty Secretary n n Leaders of Projects and Improvement Teams n n Student Leaders

24. Marmara University Faculty of Engineering 24 Benchmarking (1)  Curriculum and educational methods –Local and international Engineering Schools  Financial outcomes –Three leading national (technical) universities –Best performing national technical university –Turkish Military Academy –OECD and UNESCO data  Non-financial outcomes –Three leading national (technical) universities –Best performing national technical university

25. Marmara University Faculty of Engineering 25  People results –Brisa –KalDer (National Quality Organisation) QA Applicants –Turkish Military Academy  Customer results –Local and International Engineering Schools –Three leading national technical universities –Best performing national technical university –Turkish Military Academy –OECD and UNESCO data Benchmarking (2)

26. Marmara University Faculty of Engineering 26 Self-assessment Course evaluation surveys (CES) since 1993 Employer surveys (SAS)since 1995 Students evaluation survey (SES) since 1995 Graduate satisfaction survey (GSS) since 1998 Employee satisfaction survey (ESS) since 1998 Public image survey (PIS)since 1999 Certificate programs survey (CSS)since 1997 General Assembly meetings (GA)since 1997 Course evaluation surveys (CES) since 1993 Employer surveys (SAS)since 1995 Students evaluation survey (SES) since 1995 Graduate satisfaction survey (GSS) since 1998 Employee satisfaction survey (ESS) since 1998 Public image survey (PIS)since 1999 Certificate programs survey (CSS)since 1997 General Assembly meetings (GA)since 1997

27. Marmara University Faculty of Engineering 27 1. Second Week of June SWOT Analysis/Review SWOT Analysis/Review Critical Success Factors Critical Success Factors Critical Processes Critical Processes Target Setting Target Setting Process Review/Improvement Process Review/Improvement 1. Second Week of June SWOT Analysis/Review SWOT Analysis/Review Critical Success Factors Critical Success Factors Critical Processes Critical Processes Target Setting Target Setting Process Review/Improvement Process Review/Improvement 2. Third Week of June SWOT Analysis/Review SWOT Analysis/Review Process Review/Improvement Process Review/Improvement Target Setting Target Setting Strategies Strategies 2. Third Week of June SWOT Analysis/Review SWOT Analysis/Review Process Review/Improvement Process Review/Improvement Target Setting Target Setting Strategies Strategies 3. First Week of July How P&S Deployed Through Processes 4. July to September

28. Marmara University Faculty of Engineering 28 Process Management at MUFE  Determination of critical success factors  Selection of critical processes  Process assessment & review  Setting process targets  Process improvement  Determination of critical success factors  Selection of critical processes  Process assessment & review  Setting process targets  Process improvement

29. Marmara University Faculty of Engineering 29 Good Practices (1)  Effective student assistantship system  Experts in industry teach courses or supervise joint projects  Curriculum and teaching methods developed with industry support and benchmarking  General Assembly provides effective communication between and training of people&leaders, as well as sharing of best practice  Effective student assistantship system  Experts in industry teach courses or supervise joint projects  Curriculum and teaching methods developed with industry support and benchmarking  General Assembly provides effective communication between and training of people&leaders, as well as sharing of best practice

30. Marmara University Faculty of Engineering 30 Good Practices (2)  Leaders acting as role models  Listening and responding to the voice of customers  Training of staff and students outside MUFE by award winners  Empowerment of staff and financial support of improvement teams  Open door policy for effective communication  Leaders acting as role models  Listening and responding to the voice of customers  Training of staff and students outside MUFE by award winners  Empowerment of staff and financial support of improvement teams  Open door policy for effective communication

31. Marmara University Faculty of Engineering 31 Good Practices (3)  Performance measurement, acting upon results  Voluntary training provided by staff and students  Participation in and organising of conferences to share best practice  Monthly barbeque parties  Fair distribution of Rolling Fund income  Performance measurement, acting upon results  Voluntary training provided by staff and students  Participation in and organising of conferences to share best practice  Monthly barbeque parties  Fair distribution of Rolling Fund income

32. Marmara University Faculty of Engineering 32 Results Achieved (1) n High quality student intake n High quality academic staff recruitment n Higher income for its people n More resources for investments n “Role Model to other public sector and educational units”

33. Marmara University Faculty of Engineering 33 Results Achieved (2)  Motivation through reward and recognition system  Empowerment and effective communication  Success and involvement through team work  Positive work environment  Satisfied students, competitive graduates  Better industry relations and satisfied employers of graduates  Effective process management system

34. Marmara University Faculty of Engineering 34

35. Marmara University Faculty of Engineering 35 Benefits of Award Process n Increased Involvement of stakeholders n Acceleration of improvement activities n Objective evaluation of the system n Feedback report to determine the areas for improvement n Dissemination of quality culture and tools

36. Marmara University Faculty of Engineering 36 Conclusions n The aim is to have a sustainable educational excellence at MUFE n Award process is used as a tool to realise our vision which is: “”To educate engineers who have the ability to learn, teach and succeed all over the world. “”To educate engineers who have the ability to learn, teach and succeed all over the world. To lead the way in transforming science and technology into social welfare” To lead the way in transforming science and technology into social welfare”