Marmara University Faculty of Engineering 1 Associate Member of MUFE’s Journey to Educational...
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Marmara University Faculty of Engineering
1
Associate Member
of
MUFE’s Journey MUFE’s Journey
to to Educational ExcellenceEducational Excellence
September 2001September 2001
MUFE’s Journey MUFE’s Journey
to to Educational ExcellenceEducational Excellence
September 2001September 2001
Marmara University Faculty of Engineering
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Aim of PresentationAim of PresentationTo share the milestone activities, To share the milestone activities,
achievements, and good examples ofachievements, and good examples of
Marmara University Faculty of Marmara University Faculty of
Engineering (MUFE) Engineering (MUFE) in thein the Journey of Journey of
Educational ExcellenceEducational Excellence
Marmara University Faculty of Engineering
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Marmara UniversityMarmara University Established as a College of Commerce in Established as a College of Commerce in
1883. 1883.
Reorganised as a university in 1982.Reorganised as a university in 1982.
14 faculties, 8 colleges and 11 graduate 14 faculties, 8 colleges and 11 graduate institutesinstitutes located on 14 campuses located on 14 campuses
Total enrolment : 50 000Total enrolment : 50 000
Academic staff : 4Academic staff : 4800800
Marmara University Faculty of Engineering
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Faculty of EngineeringFaculty 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
Marmara University Faculty of Engineering
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AcademicAcademic Programs Programs Computer EngineeringComputer Engineering (B.Sc., M.S.)
Environmental EngineeringEnvironmental Engineering (B.Sc., M.S.)
Industrial EngineeringIndustrial Engineering (B.Sc., M.S., Ph.D.)
Mechanical EngineeringMechanical Engineering (B.Sc., M.S., Ph.D.)
Materials EngineeringMaterials Engineering (B.Sc.)
Engineering Management Engineering Management (M.S., Ph.D.)
Marmara University Faculty of Engineering
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No competitionNo competition–Competition for resources rather Competition for resources rather
than outputsthan outputs
No customer conceptNo customer concept–Government employees are the kings Government employees are the kings
((or queensor queens)) when they deliver when they deliver products and servicesproducts and services
Drawbacks of Public Organisations (Drawbacks of Public Organisations (11))Drawbacks of Public Organisations (Drawbacks of Public Organisations (11))
Marmara University Faculty of Engineering
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No cost consciousnessNo cost consciousness No quality consciousnessNo quality consciousness No performance based No performance based measurement of measurement of
resultsresults Little or nLittle or no innovationo innovation LittleLittle process management process management LittleLittle root-cause problem analysis root-cause problem analysis
Drawbacks of Public Organisations (Drawbacks of Public Organisations (22))Drawbacks of Public Organisations (Drawbacks of Public Organisations (22))
Marmara University Faculty of Engineering
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Drawbacks of Public Organisations (Drawbacks of Public Organisations (33))
If there is a problem or undesired If there is a problem or undesired result blameresult blame– Lack of moneyLack of money– Lack of qualified employeesLack of qualified employees
Negative environmentNegative environment – PunishmentPunishment rather than encouragement rather than encouragement– Criticise rather than recogniseCriticise rather than recognise
Marmara University Faculty of Engineering
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Limited, sometimes no Limited, sometimes no empowermentempowerment
Too many rules, regulations and lawsToo many rules, regulations and laws
Decisions are taken centrally, Decisions are taken centrally, and, in most and, in most cases, from cases, from outside the organisationoutside the organisation
Drawbacks of Public Organisations (Drawbacks of Public Organisations (44))
Marmara University Faculty of Engineering
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MUFE’s Journey to MUFE’s Journey to Educational Excellence (1)Educational Excellence (1)
1987• MUFE was established
1989• Engineering Management Grad. Program• First Resource Requirements PlanFirst Resource Requirements Plan
• CAD/CAM Project Idea
Marmara University Faculty of Engineering
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MUFE’s Journey to MUFE’s Journey to Educational Excellence (2)Educational Excellence (2)
19901990– Undergraduate education Undergraduate education beginsbegins
– First grant from GovernmentFirst grant from Government
19911991– First project from SFirst project from State tate PPlanning lanning OOrganisationrganisation
– First student course evaluationFirst student course evaluation survey survey
Marmara University Faculty of Engineering
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Units of CIM Centre (1991-.....)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 Statistical Process Control (SPC) and
ISO- 9000ISO- 9000 Consultancy Services Consultancy Services
Marmara University Faculty of Engineering
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Journey to Educational Excellence (3)Journey to Educational Excellence (3)
19921992– First donation from industryFirst donation from industry
– Second grant from GovernmentSecond grant from Government
– Measurement of financial resultsMeasurement of financial results begins begins
19931993– CIM CentreCIM Centre founded founded
– Systematic course evaluation by studentsSystematic course evaluation by students
– First Strategic PlanFirst Strategic Plan is preparedis prepared
– Decision:Decision:TQM System will be implementedTQM System will be implemented
Marmara University Faculty of Engineering
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19941994
–NNüketüket Yetiş is appointed Dean Yetiş is appointed Dean
19951995
–Performance MeasurementPerformance Measurement
–Full implementation of TQMFull implementation of TQM system system
–First First self-assessmentself-assessment survey survey
–Akif Eyler joins MUFEAkif Eyler joins MUFE
Journey to Educational Excellence (4)Journey to Educational Excellence (4)
Marmara University Faculty of Engineering
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19961996– Decision: Honorary Ph.D. to Turkish Decision: Honorary Ph.D. to Turkish
Quality LeadersQuality Leaders
– EFQM Public Sector AwardEFQM Public Sector Award announced announced
– Full Intranet and Internet connectionsFull Intranet and Internet connections
– Quality Council is formedQuality Council is formed
– Process management system is set upProcess management system is set up
– Kerim Kar and Erkan Türe join MUFEKerim Kar and Erkan Türe join MUFE
Journey to Educational Excellence (5)Journey to Educational Excellence (5)
Marmara University Faculty of Engineering
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Journey to Educational Excellence (Journey to Educational Excellence (66)) 19971997
– AdaptationAdaptation of EFQM Excellence Model of EFQM Excellence Model
– Second Strategic PlanSecond Strategic Plan
– Decision to apply for EQA 1999Decision to apply for EQA 1999 announced announced
– General Assembly (GA) meetings beginGeneral Assembly (GA) meetings begin
– Partnership with Drexel UniversityPartnership with Drexel University
– GATEWAY membershipGATEWAY membership
– More recent Ph.D.’s join MUFEMore recent Ph.D.’s join MUFE
Marmara University Faculty of Engineering
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19981998– Invitation of Mr. Invitation of Mr. John John RobertsRoberts
– SecondSecond Strategic Plan Strategic Plan revised revised
– EQA 1999 applicationEQA 1999 application
– APMTC (11 million Dollar) project awardedAPMTC (11 million Dollar) project awarded
– Honorary Ph.D.’s to quality leadersHonorary Ph.D.’s to quality leaders
– Many partnerships are establishedMany partnerships are established
Journey to Educational Excellence (Journey to Educational Excellence (77))
Marmara University Faculty of Engineering
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Journey to Educational Excellence (Journey to Educational Excellence (88))
19991999– EQA 1999 Application EQA 1999 Application results in a Site Visitresults in a Site Visit
– Decision to apply for EQA 2000Decision to apply for EQA 2000
– Engineering Design Lab foundedEngineering Design Lab founded
– EQA 2000 applicationEQA 2000 application – EFQM membershipEFQM membership
20002000– MUFE becomes EMUFE becomes EQA QA finalistfinalist
Marmara University Faculty of Engineering
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Integration of TQM into the Integration of TQM into the Formal Organisation StructureFormal Organisation Structure
Formal StructureFormal Structure Academic Board Academic Board
(all academic staff)(all academic staff)
Faculty BoardFaculty Board CommissionsCommissions
AdministAdministrrative Boardative Board
CommiCommitteetteess
Department BoardDepartment Boardss
Project teamsProject teams
TQM StructureTQM Structure General Assembly General Assembly
(all stakeholders)(all stakeholders)
Quality CouncilQuality Council
ITCC and ITGCITCC and ITGC
Improvement teams Improvement teams Quality CirclesQuality Circles
Project TeamsProject Teams
Marmara University Faculty of Engineering
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Dean’s Office
Department Heads
Academic StaffAdministrative and Support Staff
Challenges: Challenges: Traditional HierarchyTraditional Hierarchy
Marmara University Faculty of Engineering
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Challenges: Cultural Challenges: Cultural ShockShock
Dean
Students
Academic and Administrative Staff
Initial Period
Marmara University Faculty of Engineering
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Leaders
Students
Teams, Academic and Administrative Staff
Challenges: Cultural ChangeChallenges: Cultural Change
Marmara University Faculty of Engineering
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LeadersLeaders Dean Department Heads Quality Council Members Faculty Secretary Leaders of Projects and
Improvement Teams Student Leaders
Marmara University Faculty of Engineering
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BenchmarkingBenchmarking (1) (1)
Curriculum and educational methodsCurriculum and educational methods– Local and international Engineering SchoolsLocal and international Engineering Schools
Financial outcomesFinancial outcomes– Three leading Three leading national (tnational (technicalechnical)) uuniversitiesniversities
– Best performing Best performing nationalnational ttechnical echnical uuniversityniversity
– Turkish Military AcademyTurkish Military Academy
– OECDOECD and UNESCO data and UNESCO data
NonNon--financial outcomesfinancial outcomes– Three leading Three leading national (tnational (technicalechnical)) uuniversitiesniversities
– Best performing Best performing nationalnational ttechnical echnical uuniversityniversity
Marmara University Faculty of Engineering
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People results People results – BrisaBrisa
– KKalalDDerer (National Quality Organisation) QA (National Quality Organisation) QA ApplicantsApplicants
– Turkish Military AcademyTurkish Military Academy
Customer resultsCustomer results– Local and Local and IInternational Engineering Schoolsnternational Engineering Schools
– Three leading Three leading national tnational technical echnical uuniversitiesniversities
– Best performing Best performing nationalnational ttechnical echnical uuniversityniversity
– Turkish Military AcademyTurkish Military Academy
– OECDOECD and UNESCO data and UNESCO data
BenchmarkingBenchmarking (2) (2)
Marmara University Faculty of Engineering
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Self-assessmentSelf-assessment
Course evaluation surveys (CES) Course evaluation surveys (CES) since 1993since 1993
Employer surveys Employer surveys (SAS) (SAS) since 1995since 1995
Students evaluation survey (SES) Students evaluation survey (SES) since 1995since 1995
Graduate satisfaction survey (GSS) Graduate satisfaction survey (GSS) since 1998since 1998
Employee satisfaction survey (ESS) Employee satisfaction survey (ESS) since 1998since 1998
Public image survey Public image survey (PIS) (PIS) since 1999since 1999
Certificate programs survey (CSS)Certificate programs survey (CSS) since 1997since 1997
General Assembly meetings (GA)General Assembly meetings (GA) since 1997since 1997
Course evaluation surveys (CES) Course evaluation surveys (CES) since 1993since 1993
Employer surveys Employer surveys (SAS) (SAS) since 1995since 1995
Students evaluation survey (SES) Students evaluation survey (SES) since 1995since 1995
Graduate satisfaction survey (GSS) Graduate satisfaction survey (GSS) since 1998since 1998
Employee satisfaction survey (ESS) Employee satisfaction survey (ESS) since 1998since 1998
Public image survey Public image survey (PIS) (PIS) since 1999since 1999
Certificate programs survey (CSS)Certificate programs survey (CSS) since 1997since 1997
General Assembly meetings (GA)General Assembly meetings (GA) since 1997since 1997
Marmara University Faculty of Engineering
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Faculty Level
Vision &Mission
Goals
Strategies
Department Level
Vision &Mission
Goals
Strategies
Consolidation
Operational Plans
1. Second Week of June1. Second Week of June• SWOT Analysis/ReviewSWOT Analysis/Review• Critical Success FactorsCritical Success Factors• Critical ProcessesCritical Processes• Target SettingTarget Setting• Process Review/ImprovementProcess Review/Improvement
1. Second Week of June1. Second Week of June• SWOT Analysis/ReviewSWOT Analysis/Review• Critical Success FactorsCritical Success Factors• Critical ProcessesCritical Processes• Target SettingTarget Setting• Process Review/ImprovementProcess Review/Improvement
2. Third Week of June2. Third Week of June• SWOT Analysis/ReviewSWOT Analysis/Review• Process Review/ImprovementProcess Review/Improvement• Target SettingTarget Setting• StrategiesStrategies
2. Third Week of June2. Third Week of June• SWOT Analysis/ReviewSWOT Analysis/Review• Process Review/ImprovementProcess Review/Improvement• Target SettingTarget Setting• StrategiesStrategies
3. First Week of July3. First Week of July3. First Week of July3. First Week of July
How P&S Deployed Through ProcessesHow P&S Deployed Through ProcessesHow P&S Deployed Through ProcessesHow P&S Deployed Through Processes
4. July to September4. July to September4. July to September4. July to September
Marmara University Faculty of Engineering
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Process Management at MUFEProcess Management at MUFE
Determination of critical success factorsDetermination of critical success factors
Selection of critical processesSelection of critical processes
Process assessmentProcess assessment & review & review
Setting process targetsSetting process targets
Process improvementProcess improvement
Determination of critical success factorsDetermination of critical success factors
Selection of critical processesSelection of critical processes
Process assessmentProcess assessment & review & review
Setting process targetsSetting process targets
Process improvementProcess improvement
Marmara University Faculty of Engineering
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Good Practices (1)Good Practices (1)
Effective student assistantship systemEffective student assistantship system
Experts in industry teach courses or Experts in industry teach courses or supervise joint projectssupervise joint projects
Curriculum and teaching methods Curriculum and teaching methods developed with industry support and developed with industry support and benchmarkingbenchmarking
General Assembly provides effective General Assembly provides effective communication between and training of communication between and training of people&leaders, as well as sharing of people&leaders, as well as sharing of best practicebest practice
Effective student assistantship systemEffective student assistantship system
Experts in industry teach courses or Experts in industry teach courses or supervise joint projectssupervise joint projects
Curriculum and teaching methods Curriculum and teaching methods developed with industry support and developed with industry support and benchmarkingbenchmarking
General Assembly provides effective General Assembly provides effective communication between and training of communication between and training of people&leaders, as well as sharing of people&leaders, as well as sharing of best practicebest practice
Marmara University Faculty of Engineering
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Good Practices (2)Good Practices (2) Leaders acting as role modelsLeaders acting as role models
Listening and responding to the voice of Listening and responding to the voice of customerscustomers
Training of staff and students outside Training of staff and students outside MUFE by award winnersMUFE by award winners
Empowerment of staff and financial Empowerment of staff and financial support of improvement teamssupport of improvement teams
Open door policy for effective Open door policy for effective communicationcommunication
Leaders acting as role modelsLeaders acting as role models
Listening and responding to the voice of Listening and responding to the voice of customerscustomers
Training of staff and students outside Training of staff and students outside MUFE by award winnersMUFE by award winners
Empowerment of staff and financial Empowerment of staff and financial support of improvement teamssupport of improvement teams
Open door policy for effective Open door policy for effective communicationcommunication
Marmara University Faculty of Engineering
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Good Practices (3)Good Practices (3) Performance measurement, acting upon Performance measurement, acting upon
resultsresults
Voluntary training provided by staff and Voluntary training provided by staff and studentsstudents
Participation in and organising of Participation in and organising of conferences to share best practiceconferences to share best practice
Monthly barbeque partiesMonthly barbeque parties
Fair distribution of Rolling Fund incomeFair distribution of Rolling Fund income
Performance measurement, acting upon Performance measurement, acting upon resultsresults
Voluntary training provided by staff and Voluntary training provided by staff and studentsstudents
Participation in and organising of Participation in and organising of conferences to share best practiceconferences to share best practice
Monthly barbeque partiesMonthly barbeque parties
Fair distribution of Rolling Fund incomeFair distribution of Rolling Fund income
Marmara University Faculty of Engineering
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Results AchievedResults Achieved (1) (1)
High quality student intakeHigh quality student intake
High quality academic staff recruitmentHigh quality academic staff recruitment
HighHigherer income income for its people for its people
MoreMore resources for investments resources for investments
““Role Model to other Role Model to other public sector and public sector and
educational unitseducational units””
Marmara University Faculty of Engineering
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Results AchievedResults Achieved (2) (2)
Motivation through reMotivation through reward and recognitionward and recognition system system
Empowerment and effective cEmpowerment and effective communicationommunication
Success and involvement thrSuccess and involvement throuough team workgh team work
PPositive ositive work work environmentenvironment
Satisfied studentsSatisfied students, competitive graduates, competitive graduates
Better industry relations and sBetter industry relations and satisfied employers atisfied employers of graduatesof graduates
Effective process management systemEffective process management system
Marmara University Faculty of Engineering
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Marmara University Faculty of Engineering
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Benefits of Award ProcessBenefits of Award Process
Increased Involvement of stakeholdersIncreased Involvement of stakeholders
Acceleration of Acceleration of improvement improvement activitiesactivities
Objective evaluation of the systemObjective evaluation of the system
Feedback report to determine the areas for Feedback report to determine the areas for improvementimprovement
Dissemination of quality culture and toolsDissemination of quality culture and tools
Marmara University Faculty of Engineering
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ConclusionsConclusions The aim is to have a sustainable educational The aim is to have a sustainable educational
excellence at MUFEexcellence at MUFE Award process is used as a toolAward process is used as a tool to realise to realise
oour ur vision vision which is:which is:
““””TTo educate engineers who have the o educate engineers who have the ability toability to learn, teach and succeed all learn, teach and succeed all over the worldover the world. .
To lead the way in transforming To lead the way in transforming science and technology into social science and technology into social welfarewelfare””