Previous columns that have flowed from my pen focused mainly on public labour law aspects. In this contribution, I would like to address a broader theme, one which will touch everyone at a university sooner or later, either as beneficiary or provider of services: Namely, aspects surrounding the term quality. At the same time, I will attempt to combine this concern with the introduction of an alternative solution to the range of problems I addressed in previous columns.

Article 10a of the ETH Law (ETH-Gesetz) stipulates that, "the university shall ensure future, long-term quality". One thing is certain: the claim for top rate performance–not to mention elite performance–presupposes, irrevocably, the meeting of acknowledged international quality standards, and–even better– best practice working procedures.

But what does this actually mean in detail? Quality standards or measures that directly serve to create quality are regulated by the International Standards Organisation's ISO 9000 ff. Contrary to widespread prejudice, these ISO standards are not merely another or even a superfluous bureaucratic regulation. In contrast to performance-linked payment models, these norms are well functioning instruments at the levels of organisation, leadership and management.

Researcher in D-MAVT, personnel representative and "ETH Life" columnist: Raimund Bühner.

Something quite elementary in this regard is an evaluation of quality creating processes and procedures using methods that are as objective as possible. That means that not the judgement of an individual superior or specialist is decisive–something that, in former times, turned out to be very detrimental to many organisational units. Instead, what is needed is the introduction of transparent and comprehensible audits or assessments, directed by external specialists. These can then build the basis of a systematic, independent, documented judgement.

In addition, the introduction of a system to ensure quality makes weak spots and errors visible, serves the coaching and the staff promotion, points the way to possible measures for improvement, helps to raise efficiency and effectiveness, acts a touchstone for the orientation of clients respectively beneficiaries of services and, finally, provides a framework for correctional and monitoring measures.

All in all, therefore, a series of advantages that have a beneficial effect on all involved and contribute in the end to the prevalence of quality-ensuring methods and systems in the wider economic terms. A few research institutes and universities in Switzerland are already reaping the rewards from the implementation of such systems.

I would like to see the realisation of quality systems or specially developed models for teaching and research at ETH, models that go beyond the ISO 9000 guidelines and live up to the best practices claim, e.g. constant improvement of methods until the "best" solution emerges.