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.
Based on the results of the evaluation and feedback systems, activities are continuously developed and improved to ensure that Metropolia meets the needs of its customers in the best possible way. 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
Objectives and principles of the quality system
The aim and purpose of the quality system is to help achieve the strategic and operational goals. The structures and procedures of the quality system guide this and serve as a tool for continuous development. A key method for improving quality is to regularly assess operating practices and results. Assessment, development and renewal of operations are based on collaborative dialogue. A commitment to continuous development, according to the PDCA cycle, has been made in all operations.
The goal of quality management at Metropolia is that operations have a clear purpose and are cost-effective. The quality system supports Metropolia’s employees in their work and helps to achieve high quality results that satisfy and are valued by various stakeholders. High quality is a shared value in Metropolia. All employees are participating in quality management, which strengthens the quality culture.
Division of responsibility related to quality management
All Metropolia employees are, to the extent of their duties, responsible for implementing quality management according to the PDCA cycle of continuous development. The quality policy is managed by the Managing Director, President of Metropolia. Directors in Metropolia's Management Group are responsible for operational planning, smooth running, implementation, assessment and development of their operations, as well as for the implementation and communication of new operating practices.
Each superior must ensure that their unit operate at high quality and applies the structures and procedures of Metropolia's quality system. 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, OMA. The outcomes and the development plans of the core operations are also documented there.
Metropolia's systematic quality management is supported by a quality group/team, which represents all Metropolia's core and support operations. The quality group is divided into a core group that monitors the status of the quality system and a support group that supports the objectives of the core group. The composition of the core group may vary depending on the development theme being addressed to it. The group's working method is based on collaborative development and dialogue, and it involves all levels of Metropolia's operations.
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.