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MUFE’s Journey to Educational Excellence September 2001

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

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MUFE’s Journey to Educational Excellence September 2001

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  1. MUFE’s Journey to Educational ExcellenceSeptember 2001 Associate Member of

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

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

  5. Academic Programs • Computer Engineering(B.Sc., M.S.) • Environmental Engineering(B.Sc., M.S.) • Industrial Engineering (B.Sc., M.S., Ph.D.) • Mechanical Engineering(B.Sc., M.S., Ph.D.) • Materials Engineering(B.Sc.) • Engineering Management (M.S., Ph.D.)

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

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

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

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

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

  11. MUFE’s Journey to Educational Excellence (2) • 1990 • Undergraduate education begins • First grant from Government • 1991 • First project from State Planning Organisation • First student course evaluation survey

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

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

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

  15. Journey to Educational Excellence (5) • 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

  16. Journey to Educational Excellence (6) • 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. Journey to Educational Excellence (7) • 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

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

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

  20. Challenges: Traditional Hierarchy Dean’s Office Department Heads Academic Staff Administrative and Support Staff

  21. Challenges: Cultural Shock Students Academic and Administrative Staff Dean Initial Period

  22. Challenges: Cultural Change Students Teams, Academic and Administrative Staff Leaders

  23. Leaders • Dean • Department Heads • Quality Council Members • Faculty Secretary • Leaders of Projects and Improvement Teams • Student Leaders

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

  25. Benchmarking (2) • 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 nationaltechnical university • Turkish Military Academy • OECD and UNESCO data

  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

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

  28. Process Management at MUFE • Determination of critical success factors • Selection of critical processes • Process assessment & review • Setting process targets • Process improvement

  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

  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

  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

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

  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. Benefits of Award Process • Increased Involvement of stakeholders • Acceleration of improvement activities • Objective evaluation of the system • Feedback report to determine the areas for improvement • Dissemination of quality culture and tools

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

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