1. Prof. Olga Oleynikova, IVETA President
Towards Quality in VET
Prof. Olga Oleynikova,
IVETA President

2. Some quotes «Quality means doing it right when no one is looking»
Henry Ford
«People forget how fast you did a job – but they remember how well you did it»
Нoward Newton
«It is quality rather than quantity that matters»
Lucius Annaeus Seneca
«Be a yardstick of quality. Some people aren't used to an environment where excellence is expected»
Steve Jobs
«The 'Journey of quality' speaks of the paradigm of 'a process approach' of good inputs to a high success»
ISO9001:2008 Quality Management System: A Reference Guide
«Quality is fitness for use in terms of design, conformance, availability, safety, and field use».
Juran
Las Vegas, 03/12/2013

3. Juran’s 10 steps to quality improvement
Build awareness of opportunity to improve
Set goals for improvement
Organize to reach goals
Provide training
Carry out projects to solve problems
Report progress
Give recognition
Communicate results
Keep score
Maintain momentum by making annual improvement part of the regular systems and processes of the company
These can very well apply to VET in terms of overall quality management
Las Vegas, 03/12/2013

4. Key principles of the VET quality management
Customer orientation
Confidence
Operational openness and transparency
Aiming at excellency
Uniform quality
Innovativeness, capability for renewal and peer learning
Las Vegas, 03/12/2013

5. Quality Processes Education process IMPACT on the WORKING LIFE
DEVELOPMENT OF
THE
ECONOMY
AND SOCIETY
Customer needs
Students
Enterprises
Society
IMPACT on
the WORKING
LIFE
AND SOCIETY
CUSTOMER
SATISFACTION
qualifications
competence
Life skills
Support processes
Management process
General administration
Environmental management
Safety management
Education process
- Resources needed for producing education and
training services
- Clients taking part in producing education
and training services
Support process
Staff management
Financial management
Adminristrative service
ICT
Real estate management/maintenance
TALOUSHALLINTO
HENKILÖSTÖHALLINTO
TIETOHALLINTO
MYYNTI JA MARKKINOINTI
Las Vegas, 03/12/2013

6. VET quality management vision:
Quality management is an integral part of VET provision on all levels of operation
It makes possible to meet the changing needs of the clients and to support continuous quality improvement of VET
Quality assurance – key aspect of quality management
Las Vegas, 03/12/2013

7. Quality management tools
EFQM
Balanced Scorecard
ISO-standards
Peer learning
Benchmarking
Self assessment
External and internal auditing (and so on)
Las Vegas, 03/12/2013

8. Quality assurance in VET (1)
Measures to ensure that all students depending on their needs and capacities get enough high level education and support services in various educational environments to achieve the competence reguirements set in the national curricula.
Uniform and known to clients principles, procedures and processes concerning pedagogic and other performance, which form part of the pedagogic and management approaches
Las Vegas, 03/12/2013

9. Quality assurance in VET (2)
Education providers must together with workplace players develop quality management tools for on-the-job training and make sure that these tools will be implemented
The national education administration must make sure that the qualification system is flexible and meets the needs of working life by developing the qualification system and processes of preparing, supporting and follow up of the national curricula development work.
Las Vegas, 03/12/2013

10. Continuous improvement
Management process
General administration
Enviromental management
Safety management
Education process
Staff management
Financial management
Administrative service
ICT
Management of real estate (maintenance)
Assessment
pedagogocal audit
self assessment
external audit
client feed back
customer results
society results
business results
Operational goals
Development of the operating
system and processes
Development of the business
Strategical planning
Las Vegas, 03/12/2013

11. Quality Assurance and Quality Culture
What is Quality Culture:
We're all together: VET schools and their customers
No subordinates or superiors allowed.
Open, honest communication is vital.
Everyone has access to all information on all operations.
Focus on processes.
There are no successes or failures, just learning experiences.
Las Vegas, 03/12/2013

12. Cooperation Towards Quality in VET
In the global world with enhanced mobility and quick pace of change it is vital to join efforts in making VET better and to learn from each other.
IVETA sets great store on mutual learning.
Las Vegas, 03/12/2013

13. The Copenhagen Process
The Copenhagen Declaration (November 2002) called for
a single framework to bring together the existing transparency instruments
rationalisation of related networks
Las Vegas, 03/12/2013

14. The Copenhagen Process
Aims at:
reinforcing the European dimension in VET;
increasing information, guidance and counselling on, as well as the transparency of, VET;
developing tools for the mutual recognition and validation of competences and qualifications;
improving quality assurance in VET.
Las Vegas, 03/12/2013

15. The Copenhagen Process
Outputs
The Common Quality Assurance Framework (CQAF)
The European Quality Assurance Reference Framework for VET in Europe (EQARF)
The European Network on Quality Assurance for Vocational Education and Training (ENQA-VET, established in October 2005)
Las Vegas, 03/12/2013

16. The Copenhagen Process
Outputs
The Virtual Community on Quality Assurance in VET (set up and run by Cedefop since 2003)
The European Qualifications Framework as a European translation system for the level of qualifications and the education and training courses required for obtaining these qualifications
The European Credit Transfer System for VET – to support lifelong learning, the mobility of European learners and flexibility of learning pathways to achieve qualifications by making easier for learners to build on achievements they have made during their education paths
EUROPASS
Las Vegas, 03/12/2013

17. Current Paradigm Shift
From external quality assurance to stronger internal quality assurance requiring a developed quality culture at VET schools and colleges
Las Vegas, 03/12/2013

18. External Quality Assurance
Customer
satisfaction
Sufficient
resources
feedback
questionnaires
and interviews
Internal development process
Support process
Customer
needs
Possibilities
and threats
on the market
Identification
of needs
Anticipation
Educational services for
individuals -process
Competence development services
for companies -process
Management process
Las Vegas, 03/12/2013

19. Internal Quality Assurance Tools
EFQM
Self-assessment as a tool to foster quality culture and achieve continuous improvement
Las Vegas, 03/12/2013

20. ISO 9000 certified management system
EXCELLENCE
Continuous improvement
self assessment / EFQM
ISO 9000 certified management system
Las Vegas, 03/12/2013

21. Why Self-Assessment To identify the strengths and weaknesses
To map the follow-up progress and to benchmark with other organizations
To jointly analyse and develop operations
To promote learning and flow of information
To disseminate good practices internally
To motivate personnel to improve processes
To improve planning of activities and Strategy
implementation
And in the long run – to develop a quality culture
Las Vegas, 03/12/2013

22. Thank you for attention!
Moscow, Russia
Center for VET Studies
Office 202, 4 Semyonovskaya Sq.,
Phone: ,
Web-site:
Las Vegas, 03/12/2013