Causas de los Conflictos Internacionales

The operational principle behind the quality management system is the continuous systematic development of operations in accordance with the Deming circle (PDCA).

The Deming circle:

The system generates information required by the management as well as by the internal and external interested parties for the development of operations and the making of decisions. The systematic assessment and development of the university’s own operations represent an important part of the quality effort by all operational units and individuals.

4.1

Indicators and feedback systems

The process success indicators related to strategic management, evaluation of operations and the quality management system of the University of Eastern Finland have been approved by the Board and Management Group.

Compliance with the feedback system described below has been agreed at the university.

The university has three types of indicators for the development of its processes and to ensure their adequate quality.

The university comprehensively collects customer and interested party feedback on its operations. In addition, the operational units also describe their own feedback collection methods in their specific quality manuals. The processing of feedback is described in the corresponding sections.

Plan – suunnittele Do – tee Check – arvioi Act – kehitä

4.2

Audits and assessments

The university participates in the assessments organized by the Finnish Higher Education Evaluation Council (FINHEEC) on national/international core operations, subject areas and educational sectors. These assessments are conducted on all operational levels.

4.2.1

Internal audit

An internal audit, which must be conducted at specific intervals, is an independent quality

management system-targeted assessment carried out by trained university personnel. In an internal audit, the operational units’ quality management systems are assessed as well as their functionality and strengths, and possible targets for development are presented. The audit and its progress are described in greater detail in the audit manual.

4.2.2

External audit and benchmarking

The university participates in FINHEEC’s audit in accordance with the national audit schedule. The university takes part in the universities’ national quality cooperation network. The university and its units are attempting to find good quality cooperation parties both domestically and abroad and to carry out benchmarking with these partners.

4.2.3

Management assessment

The university’s management obtains information about the success of its own operations in the performance negotiations carried out by the Ministry of Education and Culture as well as in the university's internal performance negotiations. The Board carries out self-assessment at least once per term and the management group conducts a self-assessment prior to the audit by FINHEEC. The success of management of the faculty is discussed in the university's internal performance negotiations as well as in the faculty's internal performance negotiations. The management of the institution obtains information about the success of its own operations in the faculty’s internal performance negotiations and in the development discussions engaged in with the staff.

4.2.4

Research assessment

The university participates in the assessments of subject area-based research conducted by national and international parties. The university itself organizes, at regular intervals, international peer reviews of its research and assesses the state of research on an annual basis in its reports. The assessment of research is managed and is the responsibility of the Academic Rector, aided by the university’s Research Council.

4.2.5

Assessment of education, instruction and learning

The university participates in subject-area based assessments conducted by external parties. The university itself organizes international peer reviews at regular intervals. The Teaching Advisory Committee assesses the status of education annually in its reports.

4.2.6

Assessment of social interaction

The university management receives feedback from the university’s Board and the university’s

Advisory Board regularly and unofficially at various meetings and in personal negotiations and mutual encounters.

Existent established procedures such as performance negotiations and Kuopio University Hospital meetings are used to advantage, along with cooperation with the Regional Council.

The faculties as well as the independent institutes and service centres ensure that, in addition to this, the collection of feedback from their own interested parties and communications with the same in accordance with their own plans are handled.

The university’s Sustainable Development Advisory Board carries out an annual sustainable development-based audit whose observations are included in the management review.

4.2.7

Other assessments

The barometer describing the general well-being at work of the staff is recommended for use at the operational units once a year. On the university level, the survey is conducted every three years. At an interval of about five years, a more comprehensive well-being at work survey is carried out with the Occupational Health Service.

4.3

Management of complaints and development targets

The principle for the university’s operations is high-quality education and research. To ensure the same, quality assurance measures are implemented at the university and key indicators such as those described above are monitored.

Claims are complaints, requests for corrections or serious targets for development assigned by name. Claims are entered on a claims form: https://www.uef.fi/laatu/ .

The general handling of claims occurs in the following manner:

1. The matter is investigated by the responsible operational unit / department / faculty that the claim concerns. The reasons for the claim are clarified. The parties concerned (claimant and claim

2. The errors are corrected and, if required, operations are modified to prevent the problem from recurring. A possible change in the operational procedure is reported in the operational unit.

3. The required procedures are entered into the memoranda or minutes of the meeting of the unit or body concerned, where

the matter is handled.

4. Information is sent to the claimant.

5. The claim is entered into the university’s claim report / database. 6. The performance of the procedures and their efficacy is monitored.

In order to ensure the quality of university-level education and research, the matters monitored and the development targets and claims that have emerged in the audit are dealt with in the research and education council, management group, management review and, as required, in other bodies.

On the agendas of all faculty councils as well as the Research and Education Council,

there is a permanent section: 'handling of operational development targets or operational exceptions and claims that have emerged'.

4.4

Management reviews and development of operations

Once a year, the management group holds a meeting that concentrates on management review. During this review, held in the autumn, the quality indicators and gauges of the previous year are dealt with as well as a summary prepared by the quality manager on the basis of the internal audit and other assessments and evaluations performed.

The faculties and operational units specify their management review procedures in their quality manuals.