Purpose: Describe and develop a guide to help HEIs(Higher Education Institutions) to develop a Quality Assurance System, which engages both managers, teachers and other coworkers involved in the education process.

Design/methodology/approach: Case study, action research

Findings: We highlight the problem to get involvement from teachers and other co-workers working with a Quality Assurance System. Therefore we suggest a guide, which will increase the understanding, engagement and involvement for quality assurance in HEIs.

Originality/Value: The guide creates opportunities for successful quality assurance and quality control in HEIs, with its complexity. The guide follows the education process and has a process-oriented approach.

Keywords: Higher Education, Quality Assurance System, Quality Management, Learning Meeting, Work Integrated Learning

In September 2016 the Swedish Higher Education Authority presented a new system for quality assurance in higher education (HE) that includes both monitoring and enhancement of quality work. The new national system demands HEIs to develop their own Quality Assurance Systems and adopt the new national system to its own context. This paper describes an internal guide created to support the departments work to expand their Quality Assurance System from just monitoring to include enhancement of quality work in an applied context. The aim of the Guide is to support departments to identify which activities that need to be systematized and what needs to be documented and communicated in order to achieve both monitoring and enhancement of quality work. The Guide follows a common education process in order to assure quality in the most vital activities in the process. This paper will describe the Guide and the connection to the education process and show that the Guide is generalizable to education processes in other HEIs. The paper also suggests that when working with the Guide during so-called Learning Meetings, the organization will adapt Work Integrated Learning when developing new knowledge and hereby building a chain of trust in the organization.