At Metropolia, high quality is an important shared value towards which we strive in all of our operations. Behind high-quality expertise, there are motivated and development-oriented employees who aim to achieve excellent results in a good team spirit.
In order to operate with high quality and to achieve results of high quality, operations must be developed and improved continuously. This is visible in everything done at Metropolia. We want to grow and develop in accordance with our strategy today and in the future and thereby create high quality top expertise at national and international level. Read more about our strategy
The quality policy of Metropolia University of Applied Sciences has been described in section 5 of Metropolia´s Regulations:
"At Metropolia, all operations have a clear purpose and are cost-efficient. They generate high-quality results that satisfy and are valued by the various stakeholders. The aim for high quality guides all activities at Metropolia and forms an inherent part of Metropolia's management.
The aim of quality development is to help achieve the strategic and operational goals and serve as a tool of continuous development. A key method for improving quality is to regularly assess and document operating practices and results. Assessment, development of operations and renewal are based on collaborative dialogue. A commitment to continuous development has been made in all operations.
Metropolia's quality development is the responsibility of all Metropolia employees with regard to their work duties. Its management is the responsibility of the Managing Director, President of Metropolia.
Directors in the Management Group are responsible for their area's operational results and for the smooth running, assessment and development of its operations, in addition to the practical implementation of new operating practices and communicating them to the staff and students.
Superiors at Metropolia must ensure that their unit operate at high quality and apply the quality development practices defined by Metropolia. The objectives of Metropolia´s education, RDI and business solutions and the aims, operating practices, follow-up, assessment and development of Metropolia's services are described in Metropolia´s intranet, Tuubi. The outcomes and the development plans of the core operations are also documented there."
Division of responsibility related to quality policy
All Metropolia employees are, to the extent of their duties, responsible for implementing quality policy according to the PDCA cycle of continuous development.
Each superior must ensure that their unit operate at high quality and applies the quality policy of Metropolia. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment and development, in addition to the practical implementation of new operating practices and communicating them to the staff and students.
Metropolia's core operations, education, business solutions and research, development and innovation, quality management is the key area in which more focus has been placed. In 2016, a quality coordinator was appointed for each core operation. Their duty is to carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia.
The aim and purpose of Metropolia's quality system is to help achieve the strategic goals and vision of Metropolia. The implementation of Metropolia’s strategy, the operations and the achievement of goals are checked systematically. Operations are developed and improved continuously based on results obtained from the evaluation and feedback systems so that Metropolia caters to its customers’ needs in the best possible way. Quality management has been incorporated into Metropolia's strategy, making quality management and strategic objectives systematic and effective.
Another objective of the quality system is to keep creating systematically useful information and to unify and intensify quality management procedures and operating policies throughout Metropolia. This increases the employees' participation in quality development and helps the creation of a quality culture.
Metropolia's quality management process is based on the principles of the PDCA cycle for continuous development, which are implemented through comprehensive quality assurance and development, based on clear divisions of responsibility and combining all organisation levels.
According to section 5 of Metropolia's Regulations, Metropolia has a distributed quality system, meaning that all Metropolia employees are, to the extent of their duties, responsible for implementing quality management as indicated in the cycle of continuous development. Each superior must ensure that their unit operates at high quality and applies Metropolia's quality policy. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment and development, in addition to the practical implementation of new operating practices and communicating them to the staff and students.
Quality coordinators were appointed in 2016 for Metropolia's core operations: education, business solutions, and research, development and innovation. Their duty is to carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia. The management and staff are committed to developing quality management, and operations are developed in cooperation with the staff, students and stakeholders.
Cycle of continuous development (PDCA)
At Metropolia, the PDCA cycle of continuous development is a spiral process of continuous improvement aiming at high quality operations. It guides and develops all operations.
Targets are set and operations are planned. Planning is based on the UAS's strategy, analysed feedback and the current status and foresight information about the operating environment.
Planning relies on both existing research and empirical information and any other information that can be obtained from the operating environment. Metropolia has in recent years encouraged adopting a culture of experimentation. In practice this means a shorter planning stage, leading more quickly to implementation. This means that some of the planning occurs only after implementation has already started. As a result, challenges in implementation provide knowledge for further planning.
The plans are implemented in the Do stage. Implementation is based of the plans, targets and common operating instructions and practices.
Information is collected systematically for a long period and comprehensively. Important qualitative evaluation information is received through student and customer feedback, stakeholder and alumni surveys, from steering and expert groups and Metropolia's advisory councils.
Metropolia tries to evaluate quality, impact and effectiveness in real time in order to react quickly to any opportunities and problems.
Metropolia's operations are developed by analysing information that has been obtained. Then, it is refined into ideas and solution alternatives to develop and improve operations.