Application of the ISO 9001:2015 Standard and Re-Engineering of Quality Management in Education

This study examines the implementation of the ISO 9001:2015 standard in quality management systems (QMS) of educational organizations, improvement of their efficiency, and re-engineering of processes in accordance with the requirements of the new edition of the standard. Aim. This study aims to address the issues of the implementation of ISO 9001:2015 in QMS through re-engineering and revision of QMS process indicators in an educational organization. Tasks. The authors outline the phase of QMS transition toward the new edition of the standard and present a process improvement project with allowance for the specific aspects of QMSfunctioning in educational organizations. Methods. The study uses general scientific methods of cognition (analysis, induction, and deduction) to examine the problems of improving QMS efficiency in light of the requirements of the new edition of the ISO standard. Results. The results of the study make it possible to identify certain relevant problems of transition of a QMS of an educational organization and re-engineering of its processes. For example, the application of the systems approach places greater focus on the external environment (partners, potential employers, clients, trainees, etc.) and allows for extensive benchmarking studies. ISO/TS 9002:2016 Quality Management Systems. Guidelines for the application of ISO 9001:2015, which took effect on 01.11.2017, is crucial for organizations involved in the implementation of ISO 9001:2015 in QMS. Systematic optimization of QMS processes is shown through the tasks delineatedby Saint Petersburg University of Management Technologies and Economics, as follows: 1. Dividing processes associated with the external environment into a separate group (core processes): marketing and benchmarking, expanding external relations, and entering into new mutually beneficial agreements with organizations and enterprises (customer feedback). 2. Identifying external factors that affect the environment of an educational organization. 3. Adjusting the organizational structure of the educational organization in accordance with the above measures. 4. Developing (revising) efficiency indicators of all core and supporting QMS processes of the educational organization with due regard for the requirements and indicators of interaction with the external environment. Developing a system of indicators involves designing a system for the assessment of the strategic performance of the educational organization as well as performance of its structural units, processes, and employees. Quality objectives are also determined according to this classification. It is recommended to implement a staff performance system, with “effective contracts,” grades, and KPI altogether, or a similar system that would be better suited for this particular educational organization. When conducting an internal QMS audit, it is advisable to shun the traditional approach used by educational organizations (the compliance approach) in favor of the risk-oriented approach. The objectives of an internal QMS audit according to ISO will always be broader than the objectives of mere compliance control and will include identification of inconsistencies and risks in the execution of both operational and strategic tasks (complying with the quality policy and meeting its goals, etc.). The next step toward the implementation of ISO 9001:2015 in QMS is the revision (re-engineering) of processes, i.e., gradual integration and merging of the management systems of the educational organization. Conclusion. Implementation of the requirements of the new edition of ISO 9001:2015 in the QMS of educational enterprises, which involves re-engineering of processes, includes the following steps: 1. Identifying the performance indicators of the educational organization as a whole (associated with strategic objectives and quality goals aimed at improving the efficiency of the existing QMS). 2. Selecting, developing, and implementing performance indicators for the staff of the educational organization (with due regard for the strategic and operational objectives). 3. Shifting the focus of the existing internal QMS assessment system from a compliance oriented to a risk-oriented approach to the internal QMS audit. 4. Adjusting the corporate culture of an educational organization with allowance for the concept of TQM, improved QMS, and its processes, based on ISO 9001:2015.

quality management systems for educational organizations, quality management of educational services, efficiency of quality management systems, application of the ISO standards, risk-oriented approach, risk management, re-engineering of processes in educational organizations, системы менеджмента качества образовательных организаций, управление качеством образовательных услуг, эффективность систем менеджмента качества, применение стандартов ИСО, риск-ориентированный подход, риск-менеджмент, реинжиниринг процессов в образовательной организации

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