This document discusses quality assurance in vocational education and training (VET). It provides an overview of key frameworks and approaches to quality assurance for VET providers. These include the European Standards and Guidelines, EQAVET framework, PDCA cycle, and Kaizen approach. The document emphasizes integrating requirements from the world of work and stakeholders into all aspects of quality assurance. It also stresses the importance of continual improvement and staff involvement in quality processes.

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International
Context of QA
in VET, HVET & PHE
Anthony F. Camilleri
International Cooperation for VET providers
seminar on developing Internal Quality Assurance policies
St. Julians, Malta 30/05/2016

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Practice Level
Quality
of VET
∝is directly
proportional to
World of Work
Integration
Intensity

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Requirements
come from different sources
community
expectations
academic
community
wider society
world of work
enterprises
civil society
organisations
public sector

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determine
requirements
A Quality Management System
Provides Guidance for
Students
Institutional
policies reflect
requirements
Institutional
activities
implement mission
IQA supports continual improvement
Government
World of Work
External Quality Audit
checks
verifies

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Baaken, Thomas & Schröder, Carsten (2008). The Stairway Model to Strategic Partnership in: Science-to-Business Marketing Research Centre. Münster University of Applied Sciences, Germany (2011): The State of
European University-Business Cooperation. Final Report – Study on the cooperation between Higher Education Institutions and Public and private organisations in Europe.

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High Level Guidance
European Standards &
Guidelines for Quality
Assurance in Higher
Education
Specific Guidance
Malta Quality Assurance
Framework
Implementation Guidance
EQAVET
ISO, Kaizen, etc.
Sources of Guidance for QA

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European Standards &
Guidelines
• Launched 2005 and revised
2015
• Serve as a framework for
accreditation of all HEIs in
Europe
• Three Levels
– Internal Quality Assurance
– External Quality Assurance
– Quality Assurance Agencies
http://www.enqa.eu/
index.php/home/esg/

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ESGs and the World of Work
Guidelines:
1.1 – involve external stakeholders in Quality Assurance
1.2 – study programmes may be applied in future careers.
Programmes are designed by involving students and other
stakeholders in work
1.7 – collect information on career paths of graduates
1.8 – institutions should publish graduate employment
information
1.9 – revision of programmes should include evaluation of
the changing needs of society

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EQAVET
• Voluntary quality
assurance system
developed by EC for VET
• Does not lay out system
for accreditation, but
rather system for IQA
http://www.eqavet.eu

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Quality Circle Descriptors
Building Blocks Indicators
EQAVETMalta QA
Framework

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PDCA Cycle
• Do• Check
• Plan• Act
アク
ション
計画
実行
チェッ
ク

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PDCA Cycle & the World of Work
•Does the execution of the activity require
the participation of the WoW?
•Has the process met its requirements? Is
the World of Work satisfied*
•Does the planning take into account
the requirements of the WoW?
•Have improvements been made to
the process to better fit those
requirements?
Act Plan
DoCheck

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EQAVET Building Blocks
for VET Providers

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• How can your management team:
– provide leadership in quality assurance?
– ensure a culture of quality assurance which includes
learning from others’ experiences?
– encourage staff involvement in quality assurance?
– ensure a cost effective and appropriate approach to
quality assurance?
• What is the best way to encourage VET staff to
improve their approach to quality assurance?

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• What should you consider when they develop
their approach to quality assurance?
• How can you learn from others’ experiences?
• How can NCFHE help you in aligning with
Malta Quality Assurance Framework and with
your own priorities?

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• How can managers encourage staff and other
interested stakeholders to reflect continually on
the quality of VET provision?
• How can VET providers learn from each other?
• How are the outcomes of self-assessment used to
make improvements?
• In a commercial and competitive environment,
how much can VET providers share effective
practice?

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• How can managers ensure everyone who needs it
receives training in quality assurance?
• How can staff training be both cost effective and
ensure high quality provision?

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• How will you:
- decide what data is relevant?
- identify sources and collect data?
- analyse the data?
- use the data to improve quality

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• How are internal views on the quality of
VET taken into account?
• How do you collect and take account of
the views of key external stakeholders?
• What can be learnt from your
competitors or other VET providers?

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A PROCESS APPROACH TO
QUALITY ASSURANCE

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ISO Definition of Process
INPUT OUTPUTPROCESS
• Do• Check
• Plan• Act
アク
ション
計画
実行
チェッ
ク

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True integration with the World of Work
means running this cycle
for every process

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PDCA Cycle in a specific
process: Assessment
•Involve the World of Work directly in the
assessment, e.g. through examination of
placements
•Has the process met its requirements? Is the
World of Work satisfied*
•Plan for an assessment that adequately tests
the knowledge, skills and attitudes required by
the world of work.
•Have improvements been made to the
process to better fit those requirements?
Act Plan
DoCheck

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Stages of Verification
Immediate
While the
process is
ongoing
Detect and
correct errors
Short-
Term
Immediately
after end of
process
Evaluate overall
efficiency of
process
Long-Term
A set period
after end of the
process
Evaluate overall
effectiveness of
process

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A KAIZEN APPROACH TO
QUALITY ASSURANCE

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Why Kaizen?
“Every Toyota team member is empowered
with the ability to improve their work
environment. This includes everything from
quality and safety to the environment and
productivity. Improvements and
suggestions by team members are the
cornerstone of Toyota’s success”
Masaaki Imai

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Under Kaizen
• Improvements in processes are based on many
small changes rather than radical policy shifts
• Ideas for improvement come from the staff
actually working on the activities, not from
management or consultants
• All staff should continually be seeking ways to
improve their own performance
• All staff take ownership over and responsibility for
their work

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Integrating Kaizen in Daily Work
Individuals
Highlight problems Propose Ideas
Teams
Hold regular kaizen events
(stand-alone or as part of other events)
Management
mandates regular kaizen events
provides leeway for implementation and testing
flow of
ideas

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WHAT DOES THIS MEAN FOR
INSTITUTIONS?

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Properly implemented Quality Systems
will help institutions meet future and
current world of work requirements

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Institutions need to Become
Integrators
of Diverse Requirements
Data Powerhouses
in collection and analysis
Personal
accommodating needs
Trend-Setters
Enablers of Future Scenarios

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Presentation available from
http://www.slideshare.net/anthonycamilleri
anthony@knowledgeinnovation.eu
Thanks for your
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