The IEQMS model for augmenting quality in engineering institutions – an interpretive structural modelling approach

Abstract

High-quality engineering education is becoming increasingly important in India and worldwide due to globalisation and the universal demand for technical personnel of quality. Deterioration of quality in engineering education calls for revitalising the existing system of engineering educational institutions (EEIs) by the adoption of a structured integrated quality management model. Stakeholders' or customers' satisfaction is directly proportional to quality. Stakeholders aspire very much to employability and hence feel that engineering education should be rendered in terms of quality and the ability to produce a greater number of employable students of good quality who are compatible with organisations worldwide. In this paper, important critical success factors (CSFs) are identified through extant literature reviews, and the opinions of experts from academia and industry are sought to construct a new model, the -Integrated Educational Quality Management System (IEQMS). IEQMS is a comprehensive model, a bundle of global management practices such as ISO 9001:2008 Quality Management System, ISO 14001:2004 Environmental Management System, Occupational Health and Safety Management System (OHSAS 18001:2007), Six-Sigma (DMAIC methodology), knowledge management, lean thinking, and Total Quality Management.The authors attempted to explain IEQMS through the interpretive structural modelling (ISM) methodology, which will be very helpful in developing mutual relationships among the 10 successful critical factors which have been identified from the above quality concepts. The objective of this article is to evaluate the importance of CSFs in the successful implementation of the IEQMS model in EEIs through the ISM approach. The proposed IEQMS model may be the fittest to measure quality performance and could highly leverage quality when implemented in educational institutions in India and globally, especially in engineering education.

A qualitative study on integrated management systems in a non-leading country in certifications

“…This aspect is the least standardized although several proposals have been published. The integration methodology may be based either on a guideline published by a standardization body (AENOR, 2005;BSI, 2012) or on methodologies and frameworks proposed in the existing literature (Karapetrovic and Willborn, 1998a;Labodová, 2004;De Oliveira, 2013;Pal Pandi et al, 2016). For example, Karapetrovic et al (2006) found that mostly used for integration was the process approach, because the majority of the organizations in the sample had implemented first the ISO 9001.…”

Formulation for Development Strategy of Gayo Coffee Agroindustry Institution Using Interpretive Structural Modeling (ISM)

“…Usually researcher only analyzes two to five elements, and even not infrequently only one element used in an analysis. Some of institutional researcher that used ISM are Budi et al (2009), Forstater (2001, Jaya et al (2013), Hsu et al (2015), Murtadhlo and Utomo (2014), Panackal and Singh (2015), Pandi et al (2016).…”

Is there a common pattern to integrate multiple management systems? A comparative analysis between organizations in Greece and Spain

“…Academics have elaborated their own methodologies based either on the integration of MSs elements, i.e. objectives, resources and processes (Karapetrovic and Jonker, 2003) or on composed models (de Oliveira, 2013; Karapetrovic, 2005;Pal Pandi et al, 2016). Karapetrovic et al (2006) proposed four different methodologies: process map, PDCA, common elements and organizations' own models.…”