Applied Sciences BFH sees itself as a learning organisation. It ascribes central importance to the systematic development of quality in teaching, research, the transfer of knowledge and technology, as well as in administration.
Quality management at the BFH is in line with the internationally recognised EFQM (European Foundation for Quality Management) model, which is built upon a comprehensive understanding of quality management. The model allows quality management processes to be systematised and the organisational state of the university to be evaluated. It offers a guideline for conducting an insightful and comprehensive self assessment while at the same time serving as a common thread in quality development.
As part of the self assessment, the BFH regularly evaluates the quality of its offerings and services in all areas of the university. Here it is important that various peer groups are involved: students, lecturers, directors as well as partners from industry, science and society. The BFH uses the results from these evaluations systematically for improvement processes.
EFQM Excellence Model
The EFQM Excellence Model forms the foundation for a holistic analysis of a particular organisation. This model makes it possible to identify and analyse an organisation’s strengths and potential areas for improvement and, in turn, to determine measures to be taken along with the organisation’s progress towards achieving excellence.
The model lays down an overall structure consisting of a total of nine criteria:
The model uses four criteria to assess the results of the organisation. It also uses five “enabling criteria” to assess the reasons for the results. These nine criteria are divided into 32 other sub-criteria, which are described in greater detail using numerous points of reference.
When conducting its self assessments, the BFH aligns itself with the assessment catalogue published by the Rector' Conference of the Swiss Universities of Applied Sciences (KFH), which defines the university-relevant points of orientation
The BFH lays down the overall structure of the EFQM Excellence Model as follows:
Our leaders are setting a personal example with their quality awareness and are working actively for the ongoing development a culture of excellence.
Our activities adhere to the guiding principle and superior strategic principles of the BFH while defining our development goals as well.
We support independent, motivated, well-educated and satisfied staff. Thus, we support them in their field-specific, personal and job-related interests while guaranteeing equal opportunities as well.
Partnerships and resources
We employ our resources effectively and efficiently in order to achieve our goals. To this end, we also enter cooperative partnerships – where this proves strategically valuable.
Processes, products and services
We provide for work processes that are simple and in line with the needs of students and customers by systematically structuring, optimising and constantly developing our processes.
Students and customer-relevant results
We use the results from the surveys on student and customer satisfaction in order to further develop our education, service and research offerings and to make these more attractive.
The suggestions and feedback we receive from the staff surveys are discussed regularly by the respective committees and put into practice where possible.
Our various contacts with peer groups from industry, society and the public and cultural sectors provide momentum for our activities.
Based on the operating results, we assess the achievement of our targets and determine the key areas for improving and developing the quality of products and services.
Excellence means managing qualitative growth. It is the mastering of all relevant success factors of an organisation and the systematic administration of their interrelations.
The eight basic principles of excellence are
Organisations that demonstrate excellence are measured by their capacity for achievements of consistently high quality and which fulfil or surpass the expectations of all parties. Achieving excellence requires the commitment of managers and staff as well as the widespread acceptance of the aforementioned eight basic principles.