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QUALITY ASSURANCE IMPROVEMENTS

QUALITY ASSURANCE IMPROVEMENTS

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QUALITY ASSURANCE IMPROVEMENTS

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  1. QUALITY ASSURANCE IMPROVEMENTS IN AUSTRALIAN UNIVERSITY LIBRARIES CURTIN UNIVERSITY LIBRARY Presented by Karen Tang Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  2. LATN Libraries Source: Google Maps Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  3. Methodology • 2005/6 Benchmarking review of quality assurance in member libraries – based on website review, questionnaire, visits and interview • 2009/10 Questionnaire re-administered, improvements? • 2011 Email follow-up of changes Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  4. Quality Maturity Model: overview Level 1 – Initial. The quality management process is ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics Level 2 – repeatable. Level 3 – defined. Level 4 – managed. Level 5 – optimising. Continuous quality improvement is enabled by quantitative feedback and from piloting innovative ideas Ad hoc, individual heroics Culture of continuous improvement organisation-wide Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  5. Focus of this paper • Responsibility for quality assurance • Use of quality frameworks • Individual work planning and training for quality Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  6. LATN quality assurance changes summary Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  7. LATN quality assurance changes summary Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  8. Responsibility for quality assurance : Curtin Pre 2004: QA everyone’s responsibility (but no-one’s) 2004: Specific Quality Officer appointed to management team (with time and accountability for QA development) Developed, documented, scheduled QA activities Co-ordinated, facilitated and engaged management team 2007: QA part of Corporate Services Unit portfolio – • QA co-ordination and support by CS librarians • QA development continued under direction of CS Manager 2010: QA part of management team training, schedule and culture Unit QA processes being reviewed/documented by managers Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  9. Responsibility for quality assurance : Curtin Pre 2004: QA everyone’s responsibility (but no-one’s) 2004: Specific Quality Officer appointed to management team (with time and accountability for QA development) Developed, documented, scheduled QA activities Co-ordinated, facilitated and engaged management team 2007: QA part of Corporate Services Unit portfolio – • QA co-ordination and support by CS librarians • QA development continued under direction of CS Manager 2010: QA part of management team training, schedule and culture Unit QA processes being reviewed/documented by managers Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  10. Responsibility for quality assurance : Curtin Pre 2004: QA everyone’s responsibility (but no-one’s) 2004: Specific Quality Officer appointed to management team (with time and accountability for QA development) Developed, documented, scheduled QA activities Co-ordinated, facilitated and engaged management team 2007: QA part of management team training, schedule and culture QA part of Corporate Services Unit portfolio – • QA co-ordination and support by CS librarians • QA development continued under direction of CS Manager 2011: Unit QA processes being reviewed/documented by managers Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  11. Responsibility for quality assurance : Curtin Pre 2004: QA everyone’s responsibility (but no-one’s) 2004: Specific Quality Officer appointed to management team (with time and accountability for QA development) Developed, documented, scheduled QA activities Co-ordinated, facilitated and engaged management team 2007: QA part of management team training, schedule and culture QA part of Corporate Services Unit portfolio – • QA co-ordination and support by CS librarians • QA development continued under direction of CS Manager 2011: Unit QA processes being reviewed/documented by managers Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  12. Curtin Library Quality Framework • Quality Framework • Planning Framework • Performance Framework Workforce Plan Budget Plan Benchmarking Framework Communication Plan Risk Framework

  13. Features of Curtin Library Quality Framework Based on ADRI(Approach-Deployment-Results-Improve) Aligned with our University’s frameworks but owned by/ reflective of the Library Considers resources ($$, people, IT) Easily understood by staff and stakeholders Integratesour various activities Assigns responsibilities Includes a schedule – within a year and across years Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  14. Responsibility & frameworks: QMM Level 1 – initial. The quality management process is ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics: • quality is achieved in an ad hoc way • quality depends on the capabilities of individuals, and varies with their innate skills, knowledge and motivations; Level 2 – repeatable. Basic quality management processes are established. The necessary management processes are in place to repeat earlier quality levels: • quality policies, and procedures to implement these policies are established; • there are effective management processes to allow the organisation to repeat earlier success in customer satisfaction; • such management processes are practiced, documented, enforced, trained, measured and able to improve; Level 3 – defined. The quality processes are documented and standardised. All work derives from the organisational strategy Source: Wilson and Town (2006) Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  15. Individual work planning and training for quality : QMM Level 3 – defined. The quality processes are documented and standardised. All work derives from the organisational strategy: • there is a defined, documented organisational strategy, from which all work processes are derived; • there is an organisation-wide understanding of the activities, roles, and responsibilities of each member of the organisation, and how they fit into the organisational strategy; and • training for quality is a cycle of training needs assessment and programme provision. . Source: Wilson and Town (2006) Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  16. Work Planning & Performance: Curtin Work Plan Specific objectives for the forthcoming year, as agreed by staff member and line manager. Performance Review: Staff member’s and manager’s reflection on the review period Work Plan Training/Development . Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  17. Work Planning & Performance: Curtin Work Plan Specific objectives for the forthcoming year, as agreed by staff member and line manager. Performance Review: Staff member’s and manager’s reflection on the review period Work Plan Training/Development . Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  18. Work Planning & Performance: Curtin Work Plan Specific objectives for the forthcoming year, as agreed by staff member and line manager. Performance Review: Staff member’s and manager’s reflection on the review period Work Plan Training/Development . Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J

  19. Top level quality maturity Level 5 – optimising.Continuous quality improvement is enabled by quantitative feedback and from piloting innovative ideas: • the entire organisation is focussed on continuous improvement in every service, product and process; • all staff are encouraged to continuously improve themselves and their work; • the organisation is able to identify weaknesses, and the means to strengthen the process, proactively with the goal of preventing problems; • innovationsthat exploit the best practices are identified and transferred throughout the organisation; and • training for quality is focussed on preparing staff for future organisational requirements. . Source: Wilson and Town (2006) Curtin University is a trademark of Curtin University of Technology CRICOS Provider code 00301J