An Coiste Feabhais Acadúil
The Committee on Academic Quality Improvement
The Academic Quality Assurance Programme 2001-2002
Report to Údarás na hOllscoile
Review of
Department of Industrial Engineering
DRAFT, 8 April 2005
Self-Assessment
Review Group Visit
Follow Up Meeting
Sept 2001 to Jan 2002
6th – 8th March, 2002
5th February 2003
This Report was compiled for members of Údarás na hOllscoile, NUI Galway and its
committees as a readily accessible but comprehensive source of information on the above
review, its context and its outcomes.
Professor Jim Gosling, Director of Quality, April 2005
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Report to Údarás – Review of Department of Industrial Engineering 2001–2002
1. Overview of Department
1.1 Aims and Objectives of the Department.
a) Quality in our teaching, research and management activities.
b) Programme and course development that meets the needs of society and of our students.
c) Teaching excellence in chosen areas of Industrial Engineering.
d) Research on selected topics in line with staff interests.
e) Participation in appropriate societies, international for and community activities.
f) Appropriate support of the Irish Language.
g) Development of staff- academic, technical and administrative.
h) Enhanced communications between staff and with our students.
1.2 Background
There have been two new Head of Departments since the review. Current Head of Department
is Enda Fallon. The programmes, Industrial Engineering in Design and Management
Engineering with languages, are now phased out. There is a new B Sc in Health and Safety in
conjunction with the Science Faculty.
1.3 Programmes currently contributed to:
BE Industrial Engineering
BE Management Engineering
Higher Diploma in Quality Assurance
Diploma in Engineering
MSc Occupational Health and Ergonomics
Diploma Applied Science Occupational Health and Hygiene
Master of Engineering Design
Masters of Engineering Science
Masters Applied Science
Service teaching to IT Department and to the Faculty of Commerce including the MBA
Programme.
1.4 Student numbers
The number of fulltime equivalent (FTE) students in the Department was 180 in the year
2001/02.
1.5 Staff to Student ratio
In 2001, the number of fulltime equivalent (FTE) academic staff in the Department was 7.9,
giving a student: staff ratio of 22.7 in year ending 2001, as compared to the Engineering faculty
average of 20.8 (including IT) and 21.7 (excluding IT).
1.6 Costs
In the year 2000, for a FTE of 133 students, and a student:staff ratio of 15.8, the costs of the
Department per FTE student were €5833 for direct costs and €8526 for total costs. This
compares with the overall Engineering faculty averages of €5494 and €7561 (including IT).
1.6 Accommodation and Facilities
The Department is located in Nun’s Island, mainly in the McLaughlin building but also the
Hygeia building and the CIMRU building. Three members of staff including the then Head of
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Report to Údarás – Review of Department of Industrial Engineering 2001–2002
Department are located in Block S on the main campus at the time of this report. The
Department anticipates moving to the new Engineering building in 2008.
2. Review Group Visit and Report
This report arises from a visit by a review team to the Department of Industrial Engineering on
6th to 8th March, 2002. The Department had already prepared and submitted a 'Self
Assessment Report' that, with other documentation, was made available to the review team well
in advance of the visit.
The review team consisted of: Professor A. M. Storror, School of Mechanical and
Manufacturing Engineering, Queen’s University Belfast (Chairman); Professor T. Moynihan,
School of Computer Applications, Dublin City University; Ms. Mary Kenny, B.Sc., Dip.Q.A.,
MIE, MBA, Human Resources Director, Thermo King, Galway; Dr J. Duggan, Department of
Information Technology, NUI, Galway; and Dr L.F. Smyth, of the CFA acting as rapporteur.
2.1 Summary, and Main Recommendations from Report
The members of the review team would like to acknowledge the courteous reception they
received from all members of the Department. The time, effort and forthright expression of
opinion on the part of Department members was of huge assistance to us in our work. We
reiterate our view that the Department is now at a significant moment in its evolution with an
excellent future potential. We wish all the members good fortune in their efforts to bring it
about.
1. It is recommended that the Department engage in a fundamental review of its mission,
vision, and objectives. Taking into consideration the implications of the changed external
environment, the department needs to determine ‘what business it is in’ establish a
collectively developed vision and then communicate that with great clarity to its
constituencies both within and outside the University. With the retirement of the founding
Professor of Industrial Engineering, it is an opportune moment to take stock of the
Department’s organization and management. The review team recommend that the
University make provision for consultancy expertise in change management to facilitate this
learning process.
2. This re examination of the department’s activities will include
i. Agreeing on and confronting the role of the core disciplines.
ii. Ensuring more formal methods to identify a department wide vision for research
strategy.
iii. Communicating the Department’s identity to ensure that it attracts the prestige its
work deserves from the Faculty, the professional bodies, and school-leavers.
3. Having the Department in one location is almost an essential condition for the kind of
enhanced collaboration we are recommending. The review panel welcomes the planned
move to a single building and suggests that positive efforts be made right now to build an
atmosphere of inclusiveness for all staff in the Department.
4. The reviewers encourage and support the departmental ‘days out’ for reflection as part of
developing departmental identity and planning.
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5. Fresh attention needs to be given to an effective communications systems with schools. The
attraction of undergraduates from the undenominated entrants also presents key
opportunities. The introductory course in Industrial Engineering should receive special
attention to ensure that it communicates the ethos and potential of Industrial Engineering.
6. We recommend that the Department of Industrial Engineering continue to deepen its
relationships with the Faculty to ensure that its unique perspective and contribution may
enrich Faculty strategy and receive its due acknowledgment in the context of Engineering
generally.
7. We recommend that on-going training of these technical staff continues to receive priority in
the formal objectives of the Department’s planning.
8. Consideration must be given to the review of the programmes to ensure the programming
and languages are up to date, the laboratory sessions are relevant, the scheduling of exams,
as well as the effective use of assignment-based continuous assessments. The development
of an anonymous evaluation system for the purpose of course correction and personal
teaching development was suggested.
9. It is recommend that the Department reviews the ‘effort to reward ratio’ of all its
programmes and courses, post-graduate and under-graduate, including those done in cooperation with other departments in order to identify its priorities, allocate resources and to
ensure the desired rewards.
10. Explanation of credit weightings for courses together with the assessment and examination
breakdown, should form part of an introductory session each year. The support of the
technical staff to the students in this regard is helpful but might be more formalised.
11. The review team recommends that the department look at ways to promote synergy between
CIMRU and the Department. The aim would be to encourage teaching and research by
mutually enriching an active interpenetration of the two through communication, discussion
and removing procedural or ‘virtual’ barriers that militate against fruitful collaboration.
12. In the spirit of enterprise, we recommend that the Department explore the possibilities for
greater degree of cooperation and linkage and with other bodies such as the Centre for the
Study of Innovation and Structural Change, the Department of Information Technology in
the context of emerging research opportunities.
13. The review panel urges the Department to join with the University in developing its human
resource policies to reflect its strategic objective regarding the promotion system with
regards to paying undue attention to the specifics of research output at the expense of the
less tangible, but critically important, contributions of teaching.
14. A more formalized system for collaborative research is recommended. The review team
identifies opportunities for joint research projects between newly appointed staff and the ongoing research of more senior members in a quasi-apprenticeship system. Again, the linkage
with CIMRU and the other research centres of the Department might provide opportunities
for achieving this goal.
15. Post-graduate researchers need to feel part of a community of scholars. There is a need to
share knowledge acquired and to have it critically examined. Research colloquia at doctoral
level across departmental boundaries might be a useful way to promote this. This may be
particularly true where research is partially based on funded project work. For the latter, it
was suggested to us, supervision is forthcoming and helpful; for less specific aspects of
research there is a need for more seminars, lectures and collegiality. Research collaquia at
Faculty level might also have the effect of increasing the recognition of the diversity of
expertise that exists in the Department.
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16. The review panel supports encourages the Department to continue its contribution through
its educational programmes and research.
17. The management of the Department’s human resources is likewise far from satisfactory.
Accepting that this is to a large extent outside the Department’s control, it is nonetheless
disquieting that members of staff should still not be permanent after many years of service to
the Department, including advanced teaching on Master’s level courses.
18. The Department should continue to lobby the University for resources to ensure that all its
staff remain technically up-to-date as well as academically in touch with the latest
developments.
3. Follow up Meeting
Wednesday, 5th February, 2003, 9.00 a.m
Present: Professor Jim Browne - Registrar, Professor Jim Gosling - Director of Quality (Chair), Professor Padraic
O’Donoghue – Dean of Engineering, Professor Gerard Hurley - Dean of Research, Dr Leo Smyth - Review Group,
Dr Jim Duggan - Review Group, Professor John Sheil, Dr Pat Donnellan, Dr David O’Sullivan, Mr John Hynes,
Ms Martina Kelly, Mr Bonaventure Kennedy, Dr Ivan Gibson, Mr Enda Fallon, Dr Kathryn Cormican, Mr William
Kelly, Ms Mary Dempsey, Mr Gary Lupton, Ms Maureen Linnane of the Quality Office in attendance.
Note: At the request of the Department, the follow Up Meeting was deferred to provide time for the
development of the Strategic Plan recommended in the Quality Review Group Report. The Plan, which
was prepared with the assistance of an outside facilitator and in consultation with all Departmental staff,
was submitted ahead of schedule in December 2002.
In parallel, some issues raised in the Report were acted upon immediately by the Department:
o The Introductory Course for 1st year students was fundamentally revised.
o From 2003, Visual Basic will be adopted as the programming language in 1st year.
o Changing the order of teaching the 'Analog' and 'Digital' Electronics courses was raised with the
Department of Electronic Engineering – this issue is being pursued.
o Each Semester, Class Tutors explain course requirements and Marks & Standards.
3.1 Action Plan for the Department:
All of the recommendations in the Review Group Report were taken into account in the
fundamental review process that led to the new IE Department Strategic Plan. This Plan will
guide the Department as it implements the actions below, but it can only be implemented in full
after the appointment of a new Professor.
1. Closer integration of all staff and research units will be promoted constantly. Department
Meetings will be held regularly, and minutes circulated to all staff.
2. The Department will reduce the number of its undergraduate Engineering programmes,
from three, to one. It will consult widely before selecting/changing the title of this
programme.
3. The B.Sc Health and Safety Systems will remain a core department activity.
4. Taught post-graduate programmes and service teaching will be treated as baseline
departmental activities. Current success in these areas will be built upon.
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5. Expanding FTE student numbers in the Department is a prime objective of the Strategic
Plan. Increasing numbers graduating with a B.E. degree is a priority, but maintaining or
increasing existing numbers in research, taught postgraduate programmes and service
courses, is also important.
•
•
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The Department's website will be further developed to support this mission; new brochures for
schools' Guidance Counsellors have been printed.
Department graduates have volunteered to visit schools - these visits will be carefully targeted
in conjunction with overall Faculty strategy on recruitment.
The Department will develop strategic relationships with Institutes of Technology to streamline
movement of IoT graduates into the 2nd, 3rd years of the BE programme.
•
The Department will work with the Faculty of Engineering to explore the possibility of making
greater contributions to other BE programmes.
•
The Department will expand its involvement with the Commerce Faculty.
It will use its extensive Socrates contacts to attract fee-paying European students.
6. The Department will maintain its student focus through:
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The continuation of the existing Class Tutor system.
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Annual class surveys, and continued use of its Staff-Student Consultative Committee.
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Continuing to support the activities of CELT through ongoing development of training
programmes in project based learning, and other activities in this area.
7. The Department will institute a range of measures to strengthen links with graduates and
industry/business:
•
•
Two graduates and two representatives of local/regional industry/business will be appointed to
new undergraduate and postgraduate programme boards.
Links with professional associations will be strengthened and all staff will be encouraged to
maintain appropriate professional affiliations.
8. The Department will undertake a range of measures to develop its already good research
culture and output. Specifically, it will strengthen existing cooperation with
established/new research initiatives/clusters (NCBES, CISC, ECI, CELT and DERI), and
leverage the previous successes of CIMRU.
9. The Department subscribes to the concepts of job-enrichment and selfadvancement for Secretarial, Administrative, Academic and Technical Staff.
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It will institute an annual training/development programme for staff.
It will strive to facilitate efforts by staff to gain additional qualifications / education.
3.2 Action Plan for University Management:
1. The University recognises the many academic and professional areas currently under the
remit of the Department and sees the maintenance and development of these areas as
strategically important. The University will make decisions quickly on the future role of
the Department and the vacant Professorship.
2. A new Engineering Building remains a top priority for the University. The Vice President
for Human and Physical Resources will work to bring this to fruition.
3. The Registrar will liase with the Department in relation to the conversion of existing
contract posts to permanent posts. This process will take into account the current and
prospective needs of the Department.
4. The Dean of Research will work with the Department, in providing:
•
An information session on grant applications/proposals to the main funding bodies.
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•
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Advice and support for interdisciplinary proposals involving the Department and other
departments in the Engineering and Commerce Faculties.
Support for grant applications to the Millennium Fund from younger researchers.
5. The Director of Quality will support further developments arising from the Department’s
Strategic Plan.
Approved by: Acting Head of Department, Professor John Sheil, 24 March, 2003
Approved by: Dean of Engineering, Professor Padraic O’Donoghue, 28 March, 2003
Approved by: Dean of Research, Professor Gerard Hurley, 28 March, 2003
Approved by: Registrar, Professor James Browne, 27 March, 2003
Finalised: 28 March 2003, Jim Gosling, Director of Quality
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