1. Quality Work – Building a Quality
System
Kirsi Eulenberger- Karvetti
June 2014

2. Aalto University strategy framework
Vision
The best connect and succeed at Aalto University, an institution internationally
recognised for the impact of its science, art, and learning.
Goal A world-class university by 2020
International
mission
Contributions to a better
world
National
mission
Competitiveness and
welfare of Finland
Core processes
and
performance
indicators
Strategic enablers Leadership | Internationalisation | Services | Infrastructure
Culture built on
common values Passion | Freedom | Courage | Responsibility | Integrity
Schools
School of Arts, Design and Architecture | School of Business
School of Chemical Technology | School of Electrical Engineering
| School of Engineering | School of Science
Societal
impact
Adding value through
entrepreneurship,
business liaison and
societal interactions
Research
excellence
Original, impactful,
interdiciplinary
Pioneering
education
Students in focus,
a new learning culture
and approaches
Trend-setting
art
Art, architecture and
design as key drivers
for improving living
environments

3. Why quality work? Background
Bologna process
is to create a common European Higher Education Area (EHEA)
The six objectives:
 Easily readable and comparable degrees.
 Uniform degree structures.
 Establishment of a system of credits - the ECTS system.
 Increased mobility.
 Promotion of European co-operation in quality assurance with a
view to developing comparable criteria and methodologies.
 Promotion of the European dimension in higher education.
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4. Why quality work? Background
Finnish University Legislation (87§)
“The universities must evaluate their education, research
and artistic activities and the impact thereof. The
universities shall also take part in external evaluation of
their activities and quality assurance systems on a regular
basis. The universities must publish the findings of the
evaluations they undertake.”
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5. Why quality work? Background
But first and foremost;
Own need to recognise, unify, develop and monitor our
own activities/processes and their quality and
efficiency
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6. Quality is when doing
 Doing right things - strategy
 In right way - prosesses
 At right time - annual clock / planning
 With right individuals - knowledge
 Constantly improving - feedback, KPIs
And this documented -> Quality System
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7. Focus of quality work at Aalto
a. Recognize and model core-, management- and support processes
→ Unifying and harmonizing processes
b. Recognition of actors, defining the roles and responsibilities
→ Clarifying management chain and decision making
c. Feedback system – evaluation program
→ collect, handle, utilize feedback
d. Transparency
→ More communication, appropriate documentation - handbooks
e. Implementing quality culture, philosophy; PDCA (Plan-Do-Check-Act)
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8. Quality system
Processes
- core-, and support processes, actors
Steering system
- management processes, decisioin chain, annual clock,
rules and instructions, communication
Feedback system
- evalations, surveys, accreditations, audit, KPIs
PDCA (Plan, Do, Check, Act) - systematic
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9. Aalto
community
Contributions to
a better world
Competitiveness
and national
welfare of Finland
CORE STRATEGY
 Research excellence
 Pioneering education
 Trend-setting art
 Societal impact
ACADEMIC
LEADERSHIP
COMMON
VALUES
Strategic enablers
Strategic
planning and
target setting
Operative
planning and
resourcing
Implementation,
reporting and
forecasting
Evaluation and
continuous
improvement
MANAGEMENT
INPUT PROCESSES OUTPUT
Quality system / steering system
Feedback
Strategy
Support processes
Processes

10. Challeges
Independent schools
→ Everyone acts in their own way?
→ How to reach all
Commitment of management (all levels)
Different or no feedback systems
→ Utilization of feedback !
Lacking communication, documentation
Monitoring
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11. QM / QA – philosophy at Aalto University
Documents
P: plan what to do; strategy,
roadmaps, plans,
process descriptions
D: implementation of the
plans, processes,
development projects
C: monitor, evaluate,
measure processes
A: actions to improve
processes, activities

12. Process owners (University)
Management processes Process owner
* Strategic planning and target setting President
* Operative planning and resourcing CFO
* Implementation, reporting and forecasting CDO
* Evaluation and continuous improvement CDO
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Core processes Process owner
* Research Provost
* Education and learning Provost
* Artistic activity Dean of ARTS
* Societal impact Provost
Processes as a whole Process owner President

13. The management processes
1.1. Aalto strategy and forecasting
1.2. Aalto common policies
1.3. Performance agreement with MinEdu
1.4. Aalto funding model
1.5. Performance rewarding model
1.6. Degree program offering
1.7. School’s strategic planning
3.1. Operational management, reporting and forecasting
3.2. Financial management, reporting and forecasting
3.3. Personnel management, reporting and forecasting
3.4. Process management, reporting and forecasting
3.5. Statistics, financial statement and annual report
2.1. Resource planning (personnel, infrastructure, finances)
2.2. Process planning and development
2.3. Development discussions
4.1. Aalto evaluation program
4.2. Aalto strategy evaluation
4.3. Internal and external evaluations
4.4. Internal audits / self evaluations
4.5. External audits and accreditations
4.6. International rankings
4.7. MinEdu feedback
4.8. Evaluation results and actions
1.
Strategic
planning and
target setting
2.
Operative
planning and
resourcing
3.
Implementation,
reporting and
forecasting
4.
Evaluation and
continuous
improvement
MANAGEMENTEducationResearch
P
P
D
CA

14. Aalto University annual clock
October
• Board: Budget seminar
• MinEdu feedback
January-March
• Annual statistics incl. MinEdu and other authorities
• Development discussions (personell)
April
• Strategy implementation reporting to MinEdu
• Operational and financial framework (per unit)
• Dean’s department dialogues
• School’s strategic planning
December
• Board: Budget approval
• Ratification of resource allocation
September
• Financial forecast T2
• School’s budget proposal
February
• Strategy implementation plan analysis and updates
March
• Annual report (incl. financial statement)
• Board: Financial statement and annual report
• Management review
May
• Financial forecast T1
• President’s strategy dialogues
• School’s strategic performance agreement
June
• Board: Strategy seminar
November
• Potential Tenure slot-decisions
• Advance notice on President’s and
Deans’ resource allocations
• University budget
• Updated School resource plans
October-November
• President’s resource dialogues
August–September
• School’s resource planning

15. Management review
The purpose of the management review
• Is to examine the results of the activities (KPIs) and in
particular, the feedback received through internal and
external evaluations, audits and different surveys
• Is to agree the development measures and the
responsibilities of those involved
• Is to agree evaluation programme
• Is to examine the functioning of the quality system and to
agree on any changes to it
• (Is to agree areas of internal audit / self-evaluation)
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16. Management review; example agenda
1. RESEARCH / ARTISTIC ACTIVITIES
• Career and employment survey of doctors
• Evaluation of artistic activities
• KPIs
2. TEACHING AND LEARNING
Student feedback
• Course feedback
• Bachelor graduates feedback
• Master graduates feedback
• Career and employment survey of master
graduates (alumni feedback)
• KPIs
3. SOCIETAL IMPACT
• Evaluation of higher education institutions’
social and regional impact (FINHEEC)
• Corporation round - feedback
• KPIs
4. Other surveys and feedback
• EQUIS re-evaluation
• KPIs
5. Development of quality system and
possible changes
• Confirm of evaluation programme 2014-2018
• (Areas of internal audits)
• Priori and scheduling of actions
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17. Autumn 2018
• RAE – Research assessment
exercise
• Career follow-up, doctors degree
2012-13
Spring 2014
• SAB/SAAB-reviews
• Bachelor student feedback, 2013
• The state of scientific research (icl. Infras, tenure.tracks)
• CEMS re-evaluation
Spring 2018
• Service satisfaction survey
• EQUIS re-accreditation
Autumn 2014
• Internal self evaluations /audits
Spring 2015
• Career follow-up 2009 MSc graduates
• Service satisfaction survey
Spring 2016
• Quality system audit (FINEEC)
• SAB/SAAB-reviews
• Service satisfaction survey
Autumn 2016
• Career follow-up, doctors degree 2012-13
Autumn 2019
• Employee satisfaction survey
• Teaching evaluation M.Sc
Spring 2019
• Career follow-up 2013 MSc graduates
• Service satisfaction survey
• CEMS re-evaluation
Autumn 2017
• Teaching evaluation, B.Sc.
• Employee satisfaction survey
• Internal audits / self evaluations
Spring 2017
• Career follow-up 2011 MSc graduates
• Service satisfaction survey
• AACSB and AMBA re-accreditation
Autumn 2015
• Internal self evaluations /audits
• Employee satisfaction survey
+ Continuous feedback: course feedback,
graduates feedback, BSc & MSc
Aalto University- Evaluation
Program 2014-2019

18. Aalto / School Handbook
 describes the quality system of an organization/unit (Aalto/
School / Department)
 informs the organizational processes and procedures as
well as unifies activities in an appropriate manner.
 contains organization, management, resources, processes
as well as evaluation and development of activities.
 is a description of present situation
 enhances the development of a unified quality culture
 is excellent orientation material
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19. Aalto Handbook- table of contents
1. Aalto University
1.1 Mission, vision, values
1.2 Strategic goals
2. Core Activities
2.1. Research Activities
2.1.2 Doctoral Education
2.2. Education & learning
2.4. Artistic Activities
2.5. Societal Impact
3. Governance
3.1 Organization and Decision making
3.2 Management Processes
3.3 Quality management
3.4 Risk management
4. Faculty and staff
4.1 Tenure Track
4.2 Other Career Systems
4.3 Recruiting
4.4 Employee orientation
4.5 Competence Development
4.6 Employment Information
4.7 Equality
4.8 Well-being and Occupational Safety
5. Students
6. Key Enablers
6.1. Infrastructure
6.2. Funding
6.3. Internationalization
6.4. Services
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20. Towards world-class
Major reforms
Innovations & new businesses
World-class science
Campus development
Aalto platforms for interaction
Internal efficiency & effectiveness
Impact
Renewal
New career system: tenure track
Research & teaching evaluation
Degree reforms
Basis
Excellence & professionals
PrinciplesCollaboration | Internationalization | Multidisciplinarity | Innovation | Entrepreneurship
2010 2020

21. Thank you
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