{"id":2760,"date":"2021-06-28T15:51:51","date_gmt":"2021-06-28T12:51:51","guid":{"rendered":"https:\/\/oigusaktid.taltech.ee\/?p=2760"},"modified":"2022-11-30T15:56:23","modified_gmt":"2022-11-30T12:56:23","slug":"quality-management","status":"publish","type":"post","link":"https:\/\/oigusaktid.taltech.ee\/en\/quality-management\/","title":{"rendered":"Quality Concept of Tallinn University of Technology"},"content":{"rendered":"

The directive is issued based on clause 12) of \u00a7 11 of the Statutes.<\/p>\n

1. I approve the Quality Concept of Tallinn University of Technology\u00a0<\/a> (attached).<\/p>\n

2. The quality concept shall be applied in regulating, developing and changing the university\u2019s support processes.<\/p>\n

3. I repeal TUT Management System Manual (approved by directive No 94 of 20.06.2016, amended by directive No 53 of 25.11.2019).<\/p>\n

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Quality Concept of Tallinn University of Technology<\/h1>\n

TABLE OF CONTENTS<\/strong><\/p>\n

QUALITY CONCEPT OF TALLINN UNIVERSITY OF TECHNOLOGY<\/a><\/p>\n

    \n
  1. Quality<\/a><\/li>\n
  2. Quality management principles<\/a><\/li>\n
  3. Organisational structure<\/a><\/li>\n
  4. Liability<\/a><\/li>\n
  5. Key components of the monitoring system<\/a><\/li>\n
  6. Management of the developments and changes of administrative support processes<\/a><\/li>\n<\/ol>\n

     <\/p>\n

    QUALITY CONCEPT OF TALLINN UNIVERSITY OF TECHNOLOGY\u00b9<\/h1>\n

    1.\u00a0 QUALITY<\/h2>\n

    Quality is the basis of an organisation\u2019s management culture.<\/strong> Quality is a mindset implemented by each manager and staff member. The Rector and the Rectorate<\/strong> take the lead in the development of quality culture. The heads of all structural units<\/strong> bring quality culture to each staff member. We expect each staff member to act in accordance with the university’s quality agreements and processes. Each member of the university community<\/strong> shall perform its work and make its choices based on the core values of the university. The university carries out its activities in compliance with the Academic Strategic Plan, the university\u2019s Strategic Plan, its implementation plan and the goals set out in them. The Quality Manager<\/strong> monitors purposefulness of actions, assesses the effectiveness of monitoring mechanisms and observes the performance indicators and metrics. The Quality Manager verifies consistency of the activities with the quality concept, the university\u2019s Strategic Plan and its implementation plan and, where necessary, initiates corrective actions or changes. The Business Architect<\/strong> monitors<\/p>\n

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    FIGURE 12<\/sup>: GENERAL MODEL OF THE UNIVERSITY\u2019S QUALITY SYSTEM<\/strong><\/h5>\n

    optimality, synergy and integrity of the university\u2019s processes. The Business Architect helps plan process-based structural changes and manages process mapping. The Business Architect is the owner of the interactive handbook SMART.taltech.ee. The quality system consists of various external and internal requirements set out based on the goals and long-term targets laid down in the university\u2019s Strategic Plan and is improved through regular self-assessments and external evaluations. The requirements for study programmes, the requirements for attestation of academic staff, the quality requirements for support services, etc. provide an important input (quality requirements and definitions) for the quality system. The key quality monitoring mechanisms include external evaluations, audits, feedback from various target groups, regular monitoring, etc. When implementing corrective actions, it is crucial to complete the general management cycle (PDCA) that solidifies the principles of quality culture.<\/p>\n

    2.\u00a0 QUALITY MANAGEMENT PRINCIPLES<\/h2>\n

    \u2022 User-oriented (target-group-oriented) and focused on the primary activities<\/strong> \u2013 the university\u2019s activities are focused on the achievement of the targets and goals of the primary activities, while taking into account the expectations and needs of the external and internal stakeholders3<\/sup> of the university<\/strong>. The administrative and support structure of the university supports the achievement of the goals of the primary activities;
    \n\u2022 Clarity and transparency<\/strong> \u2013 the university pursues clarity and transparency in responsibilities, goals, expectations, management structure, hierarchical relationships, roles and performance\/quality indicators. Quality agreements regarding processes and services have been concluded between the owner and the end user;
    \n\u2022 Synergy<\/strong> \u2013 the university is seamlessly operating, user-oriented, interoperating and interacting across all structural units;
    \n\u2022 Viability and sustainability <\/strong>\u2013 the university\u2019s activities are optimised and resource-efficient, avoiding duplication and fragmentation, responsive to feedback, innovative and constantly improving over time;
    \n\u2022 The once-only principle<\/strong> \u2013 services are provided on the principle that data is requested once and there is a single contact point in each sector;
    \n\u2022 Evaluating effectiveness<\/strong> \u2013 when planning changes and development, the activities and projects are evaluated based on the extent of their impact on the achievement of the strategic goals.<\/p>\n

    3.\u00a0 ORGANISATIONAL STRUCTURE<\/h2>\n

    The organisation of the university consists of academic and non-academic units. The activities of all units are supported by different processes. The activities of the organisation are divided into: primary activities, general management activities<\/strong> and support activities<\/strong>.<\/p>\n

    \u2022 A primary process<\/strong> is a set of various activities and tasks, the aim of which is the actual implementation of the university\u2019s primary activities. The customers of the primary processes are the target groups from outside the university \u2013 entrants, students, alumni, partner universities, partner enterprises, organisations and society at large. There are three primary activities at Tallinn University of Technology: research and development, teaching and learning and business (incl. knowledge transfer). The university-wide organisation of the primary processes is managed by the Vice-Rectors through their central units (the Research Administration Office, the Office of Academic Affairs, the Technology Transfer Office) constituting the units supporting the primary activities.<\/p>\n

    \u2022 The university\u2019s general management and\/or horizontal processes, resources, services and projects are managed via management processes<\/strong>. Management processes include for example strategic management, quality management, policy making, international cooperation, human resource management, etc.<\/p>\n

    \u2022 Support processes<\/strong> are designed to support and enhance implementation of the primary and management processes. The partners in support activities are target groups within the university \u2013 either an academic unit and\/or support unit, depending on the process, and its staff. The conventional support processes are real estate management and administration, accounting, IT management and support, document management, etc.<\/p>\n

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    FIGURE 2. OVERVIEW OF THE PROCESSES<\/strong><\/h5>\n

    All the university\u2019s processes are included \u00a0in the interactive handbook<\/a>, which is updated from time to time.\u00a0 The processes are related to the university\u2019s Strategic Plan and its key indicators, as well as the implementation plan and its metrics. Besides the key indicators, the metrics and process goals, the risks and regulations associated with the process, as well as the owner and manager of the process are described on each process map.<\/p>\n

    The organisational structure of the university is process-based<\/strong><\/p>\n

    \u2022 A process map<\/strong> has been created for each major process (see\u00a0<\/strong>4). The following is indicated on a process map:<\/p>\n