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History

CONTINUOUS IMPROVEMENT

In relation to strategic management, IMH’s activities are subject to continual improvement and, as a result of this guideline, we are the first Technological Innovative Institute (1998), and received certification in ISO 9001 (1998), ISO 14000 (2005), Investor in People (2005), the Silver Q for Quality according to the EFQM excellence model (2000), and the Silver BIKAIN for Basque language Quality Management of the Basque Government (2008 and 2015).

HISTORY

In the strategic plan that was defined in '94, the challenge to “Offer high quality training and services performed by IMH,” is identified. This statement has led to the following objectives: to implement a continuous improvement system, to strengthen the ties with other centres (educational, industrial, technological ...), to obtain a certification for all our equipment and facilities, etc. More of the objectives were the direct result of basic action, such as the ISO 9000 Certificate or competency management of staff.

The ISO 9000 certificate was in full swing during those years in the surrounding companies. In the IMH, apart from having a great interest in the topic, we worked with highly skilled people in quality control techniques, ISO 9000:87, EFQM (incipient), etc.

A process management system was implemented - with critical emphasis on Teaching-Learning which was sustained in the Deming or PDCA cycle, where: “P” stood for planning what, when, how, whom, and with what the process would be carried out, “D” stood for doing what was planned, “C” to check and analyze the performance obtained, and “A” stood for standardizing and improving the experience in order to avoid setbacks and be able to confront challenges that were detected when the results were not desired results.

The conclusion was thus drawn that the ISO 9000 certificate was a sound and verified system. It proved to be an adequate platform, as when focused on process management it contained the right ingredients for an efficient management of the Teaching-Learning process.
In addition, the strategic plan includes other dimensions which we believe transcend the critical and analyzed process management. In our view the EFQM model made a perfect tool to evaluate the quality of the manner in which the entire organisation was managed and to make headway on the way to excellence.

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