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Godina (Volume) 14 Broj (Number) 3, Juli- Septembar (July- Septembre) 2017.

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ISSN 1512-5173 http://www.mf.unze.ba/masinstvo

MAŠINSTVO ČASOPIS ZA MAŠINSKO INŽENJERSTVO

JOURNAL OF MECHANICAL ENGINEERING Godina (Volume) 14, Broj (Number) 3, Zenica, Juli – Septembar (July – Septembre) 2017.

Uredništvo (Editorial): Fakultetska 1, 72000 Zenica Bosnia and Herzegovina Tel: +387 32 449 143; 449 145 Fax: +387 32 246 612 e-mail: [email protected] [email protected] [email protected]

Osnivač i izvršni izdavač (Founders and Executive Publisher): University of Zenica Faculty of Mechanical Engineering Fakultetska 1, 72000 Zenica Bosnia and Herzegovina Recenzioni odbor (Review committe): Dr. Jusuf Duraković, Dr. Samir Lemeš, Dr. Safet Brdarević,

Glavni i odgovorni urednik (Editor and Chief): Prof. Dr. Sc. Safet Brdarević

Časopis izlazi tromjesečno (The journal is published quarterly)

Urednički odbor (Editorial Board): Dr. Safet Brdarević (B&H), Dr. Jože Duhovnik (Slovenia), Dr. Vidosav Majstorović (Serbia), Dr. Milan Jurković (Croatia), Dr. Sabahudin Ekinović (B&H), Dr. Gheorge I. Gheorge (Romania), Dr. Alojz Ivanković (Ireland), Dr. Joan Vivancos (Spain), Dr. Ivo Čala (Croatia), Dr. Slavko Arsovski (Serbia), Dr. Albert Weckenman (Germany), Dr. Ibrahim Pašić (France), Dr. Zdravko Krivokapić (Montenegro), Dr. Rainer Lotzien (Germany)

Tehnički urednik (Technical Editor): Prof. Dr. Sabahudin Jašarević Štampa (Print): Štamparija Fojnica d.o.o., Fojnica Uređenje zaključeno (Preparation ended): 30.09.2017.

Časopis je evidentiran u evidenciji javnih glasila pri Ministarstvu nauke, obrazovanja, kulture i sport Federacije Bosne i Hercegovine pod brojem 651. Časopis u pretežnom iznosu finansira osnivač i izdavač. Časopis MAŠINSTVO u pravilu izlazi u četiri broja godišnje. Rukopisi se ne vraćaju

The Journal is listed under No 651 in the list of public journals in the Ministry of science, education, culture and sport of the Federation of Bosnia and Herzegovina. The Journals is mostly financed by founder and publisher. Frequency of Journal MAŠINSTVO is 4 issues a year. Manuscripts are not returned

Časopis objavljuje naučne i stručne radove i informacije od interesa za stručnu i privrednu javnost iz oblasti mašinstva i srodnih grana vezanih za područje primjene i izučavanja mašinstva. Posebno se obrađuju slijedeće tematike: - tehnologija prerade metala, plastike i gume, - projektovanje i konstruisanje mašina i postrojenja, - projektovanje proizvodnih sistema, - energija, - održavanje sredstava za rad, - kvalitet, efikasnost sistema i upravljanje proizvodnim i poslovnim sistemima, - informacije o novim knjigama, - informacije o naučnim skupovima - informacije sa Univerziteta,

The journal publishes scientific and professional papers and information of interest to professional and economic releases in mechanical engineering and related fields. In particular, the following topics are treated: - Technology for processing metal, plastic and rubber, - Design and construction of machines and plants, - The design of production systems, - Energy, - Maintenance funds for the work, - Quality and efficiency of the system and the management of production and business systems, - Information about new books, - Information about scientific meetings - Information from the University,

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RIJEČ UREDNIKA Poštovane kolegice i kolege U 55 broju izlaženja Časopisa „MAŠINSTVO“ nudimo Vam četiri rada od kojih su tri pisana namjenski za časopis, a jedan rad je preuzet iz slovenačkog Časopisa „VZDRŽEVALEC“ uz dobivenu saglasnost Časopisa i autora. Prvi rad govori o mogućnostima poboljšanja karakateristika vatrootpornosti materijala nanošenjem metalnih prevlaka. Mogućnost je potvrđena nizom eksperimenata na Metaluškom institutut „Kemal Kapetanović „ u Zenici. Druga dva rada su iz upravljanje visokoškolskim organizacijama (upravljanje, izgradnja i održavanje sistema kvaliteta) baziranih na stanjima BH univerziteta, a posebno Univerziteta u Zenici. Četvrti rad je iz prostora održavanja objavljen u Časopisu „VZDRŽEVALEC“, objavljenom u julsko-avgustovskom izdanju ove godine. Rad je odnosi na trendove u održavanju kao značajnom prostoru inženjerstva između ostalog i primjenom informatičkih tehnologija. Predstavljamo informaciju o mogućnostima samozapošljavanja prezentovanu na Mašinskom fakultetu u Zenici i na Burch Univerzitetu u Sarajevu. Na prednjoj strani korica predstavljena je Laboratorija Mašinskog fakulteta u Tuzli. Na zadnjoj strani predstavljena je firma iz područja metalskog kompleksa iz Zenice. Pozivamo Vas da date svoj doprinos u izlaženju Časopisa „MAŠINSTVO“ na Vašu korist, korist struke i nauke

Vaš glavni i odgovorni urednikProf. emeritus dr. Safet Brdarević

EDITORIAL Dear Colleagues The 55 issue of the journal "MAŠINSTVO" we have four papers, three of which were written specifically for the magazine, and an paper is taken from the Slovenian journal "VDRŽEVALEC" with the obtained consent of the Journal and the author. The first paper deals with the possibilities of improving the material's fire resistance properties by applying metal coatings. The possibility is confirmed by a series of experiments at Metallurgical Institute "Kemal Kapetanović" in Zenica. The other two papers are from the management of higher education organizations (management, construction and maintenance of quality systems) based on the status of the B & H University, and especially the University of Zenica. The fourth paper is published in the Journal "VZDRŽEVALEC", published in the July-August edition of this year. The paper deals with maintenance trends as a significant area of engineering, among other things, with the application of information technology. We present information about opportunities for self-employment presented at the Faculty of Mechanical Engineering in Zenica and at the Burch University in Sarajevo. On the front cover, was presented the Laboratory of Mechanical Engineering in Tuzla. On the latter side, was presented a company from the metal complex of Zenica. We invite you to give your contribution in publishing the magazine "MAŠINSTVO" for your benefit, the benefit of the profession and the science

Your editor in chiefProf. emeritus dr. Safet Brdarević

SADRŽAJ

1. Istraživanje povećanja vatrootpornosti materijala primjenom modernog postupka nanošenja metalnih prevlaka Rimac, M., Oruč M., Posavljak, S. 119 2. Dostignuća i pravci razvoja osiguranja kvaliteta u visokom obrazovanju BiH na primjeru Univerziteta u Zenici Plančić, I., Čabaravdić, M. 125

3. Neki problemi upravljanja visokoškolskim institucijama Brdarević S., Zaimović-Uzunović, N. 143

4. Trendovi u održavanju Krebelj, P. 151

Informacije 162 Uputstvo za autore 168

CONTENTS

1. Research of the Increase in Fire Resistance of Materials by Applying a Metallic Coating Using Modern Method Procedure Rimac, M., Oruč M., Posavljak, S. 119

2. Achievments and Directions of Quality Assurance Development in Higher Education in B&H on the Example of the University of Zenica Plančić, I., Čabaravdić, M. 125

3. Some Problems of Managing Higher Education Institutions Brdarević S., Zaimović-Uzunović, N. 143

4. Trends In Maintenance Krebelj, P. 151

Information 162

Instruction for authors 168

Mašinstvo 3(14), 119 – 124, (2017) M. Rimac at all: RESEARCH OF THE INCREASE…

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ISTRAŽIVANJE POVEĆANJA VATROOTPORNOSTI MATERIJALA PRIMJENOM MODERNOG POSTUPKA NANOŠENJA METALNIH

PREVLAKA

RESEARCH OF THE INCREASE IN FIRE RESISTANCE OF MATERIALS BY APPLYING A METALLIC COATING USING

MODERN METHOD PROCEDURE

Milenko Rimac1 Mirsada Oruč2 Strain Posavljak3

1Defense Tehnology Institute, AU Sarajevo 2University of Zenica, Faculty of Metalurgy and Materials Zenica 3University of Banja Luka, Faculty of Mechanical Engineering Banja Luka Keywords: Microstructure, fire resistance, austenitic stainless steel, metal coating, aluminium and yttrium oxide

Paper recivied: 27.05.2017 Paper accepted: 20.09.2017.

Originalan naučni rad REZIME U radu je opisano mikrostrukturno ispitivanje spoja osnovnog materijala, austenitnog nehrđajućeg čelika s intermetalnim ojačavanjem klasificiranim prema kemijskom sastavu i osobinama prema standardu SAE AMS 5528 i metalne prevlake označene kao NiCrAlY 4516 prema katalogu proizvođača Sulzer Metco. Prevlaka se nanosi pomoću procesa HVOF postupkom Diamond Jet. Osnovni materijal zajedno s nanesenom prevlakom namijenjen je za rad na povišenim temperaturama. Ispitivanjem pomoću optičke i skenirajuće elektronske mikroskopije utvrđeno je, da je na granicama prisutan aluminijev oksid sa udjelom itrijevog oksida koji ima značajnu ulogu u sprječavanju oksidacije osnovnog materijala na visokim temperaturama. Na granici spoja također su analizirane i promjene u koncentracijama sadržaja legirajućih elemenata.

Original scientific paper

SUMMARY The paper describes the microstructural examination of a joint of the base material, austenitic stainless steel with intermetallic strengthening classified according to its chemical composition and properties according to standard SAE AMS 5528 and metallic coating marked as NiCrAlY 4516 according to manufacturer catalog, Sulzer Metco. Coating is applied using HVOF Diamond Jet procedure. Basic material together with applied coating is designed to operate at elevated temperatures. By testing with optical and scanning electron microscopy, it was found that at the joint is present aluminium oxide with the presence of yttrium oxide, which play a significant role in the prevention of high-temperature oxidation of the base material. At the joint are also analyzed and the concentration changes in the content of alloying elements.

1. UVOD Cilj istraživanja je poboljšanje osobina austenitnog nehrđajućeg čelika sa intermetalnim ojačavanjem SAE AMS 5528, nanošenjem metalne prevlake NiCrAlY metodom HVOF, postupkom Diamond Jet [1]. Ovaj materijal (u tekstu legura AMS 5528), se koristi za izradu dijelova turbopunjača automobilskih motora koji rade na temperaturi od 720ºC. U radu je prezentirano ispitivanje strukture u zoni spajanja prevlake i legure. Metalna prevlaka NiCrAlY (u tekstu prevlaka NiCrAlY) nanesena na leguru AMS 5528, sastavljena je od rastopljenih i djelomično rastopljenih čestica, oksida, pora, i razbijenih čestica (krhotina).

1. INTRODUCTION This paper describes a study of improving the properties of austenitic stainless steel with intermetallic strengthening SAE AMS 5528, by applying a metallic coating using HVOF NiCrAlY method, by Diamond Jet procedure [1]. This material (in the text alloy), is used for making parts of turbochargers car engines that operate at temperatures of 720ºC. It also presents testing of the structure of the zone in which are coatings and alloys jointed. Metal coating NiCrAlY (in the text coating) applied to the alloy, is composed of molten and partly molten particles, oxides, pores, and broken particles (debris).


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Struktura legure AMS 5528 u ojačanom stanju se sastoji od austenitne �-osnove, sa koherentno izdvojenom �’-fazom(Ni3Al). RTG analizom je utvrđeno, da se prevlaka NiCrAlY sastoji od intermetalne ß– faze (Ni1.1Al0.9), i kubne faze (Cr2Ni3), a nakon intermetalnog ojačavanja, ß– faza (Ni1.1Al0.9) prelazi u �’-fazu (Ni3Al). To znači da se i u leguri AMS 5528 i prevlaci NiCrAlY, odvijaju slični mehanizmi ojačavanja, što je važno kod izbora prevlake [2]. Granica između prevlake i legure, predstavlja mehaničku smjesu, nastalu bez difuzije i rastapanja, a proces spajanja se odvija mehaničkom aktivacijom, slično kao i kod spajanja metala eksplozijom. Utvrđeno je, da se nakon dejstva temperature, na granici spajanja nalaze aluminijev i itrijev oksid, koji imaju važnu ulogu u spriječavanju visokotemperaturne oksidacije osnovnog materijala. Za stabilnost prevlake važni su termodinamički uslovi formiranja oksidnih faza, koji zavise od aktiviteta pojedinih metala u leguri, parcijalnog pritiska kisika i afiniteta metalnih elemenata prema kisiku. Zbog razlike u afinitetu prema kisiku između elemenata u leguri, postoji tendencija da legura u procesu oksidacije bude prekrivena termodinamički najstabilnijim oksidom. Početno obrazovani nestabilni oksidi, postepeno se transformišu u termodinamički stabilne oksidne faze [3]. Osnovni cilj je formirati kontinuirani zaštitni sloj oksida sastavljen od α- faze (Al2O3), koji je otporan na visokotemperaturnu oksidaciju i koji se dodatno može ojačati itrijevim oksidom (Y2O3). 2. EKSPERIMENT Za ispitivanje su izrađeni uzorci okruglog presjeka ϕ15 mm, od legure AMS 5528 (14.35%Cr, 25.0%Ni, 2,35%Ti, 0.10%Al). Metalna prevlaka na uzorke je nanesena postupkom Diamond Jet, pomoću detonacijskg pištolja DJ 2700. Metalni prah NiCrAlY 4516 (64.5%Ni, 24.5%Cr, 10.5%Al, 0.20%Y), doziran je u punjač praha, koji je u struji dušika uveden u plazmenu struju koja ga ogromnom brzinom baca i deponuje na uzorak. Plazmena struja se stvara uvođenjem gorivog plina (propan-butan) i kisika u komoru pištolja, gdje nastaje detonacija, koja stvara plamene i udarne talase, koji se preko mlaznica ubrzavaju do nadzvučne brzine, stvarajući u plazmenoj struji dijamantni šok. Debljina nanesene metalne prevlake iznosi 70µm. Na slici 1. prikazana je šema procesa Diamond Jet (a), i snimak proseca nanošenja prevlake na uzorak (b).

The structure of the alloy in a strengthen state is consisted of austenitic Υ-base, with a separate coherent Υ'-phase (Ni3Al). X-ray analysis showed that the coating is composed of intermetallic phase ß (Ni1.1Al0.9), and the cubic phase (Cr2Ni3), and after the intermetallic strengthening, ß-phase (Ni1.1Al0.9) becomes Υ'- phase (Ni3Al). This means that in the alloy and in the coating NiCrAlY, similar mechanisms of strengthening are conducted, which is important in the selection of the coating [2]. The boundary between the coating and the alloy is a mechanical mixture resulted without diffusion and dissolution, and the bonding process is carried out by mechanical activation, similar to connecting metals by explosion. It was found that after the high temperatures affect, at the joint border are aluminium and yttrium oxide, which have an important role in preventing high-temperature oxidation of the base material. For the stability of the coating are important thermo-dynamic conditions of formation of oxide phases, which depend on the activity of certain metals in the alloy, the partial pressure of oxygen and affinity of metal elements to oxygen. Due to differences in affinity to oxygen between the elements in the alloy, there is a tendency that alloy during oxidation process is covered by thermodynamic-cally most stable oxide. Initial formed unstable oxides, are gradually transformed into thermo-dynamically stable oxide phases [3]. The basic aim is to form a continuous protective layer of oxide composed of phase α- (Al2O3), which is resistant to high temperature oxidation, and which can additionally be strengthened by yttrium oxide (Y2O3). 2. EXPERIMENTAL For the carried out tests were made samples of circular section ϕ 15 mm from alloy AMS 5528 (14.35%Cr, 25.0%Ni, 2.35%Ti, 0.10%Al). The metal coating is applied to samples by Diamond Jet procedure, using detonation gun DJ 2700. Metal powder NiCrAlY 4516 (64.5%Ni, 24.5%Cr, 10.5%Al, 0.20%Y), is dosed in the charging of powder, which is, by nitrogen flow inducted in a plasma flow, which dumps it rapidly and applies it on the sample. The plasma flow is created by induction of fuel gas (propane-butane) and oxygen in the chamber of the gun, where it causes detonation, which creates a blast and shock waves that through the nozzles accelerate to supersonic speed, creating diamond shock in the plasma flow. The thickness of applied metal coating is 70μm. Figure 1 shows a diagram of the Diamond Jet procedure(a), and process of applying coating to the sample (b).


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a b

Slika 1. Šema procesa HVOF Diamond Jet (a) i proces nanošenja prevlake na uzorak (b) Figure 1. Scheme of the procedure HVOF Diamond Jet and of the process

of coating of the sample (b) Na uzorcima su izvršeni termički tretmani rastvornim žarenjem na 980ºC i precipitacionim ojačavanjem na 720ºC u trajanju od 12 sati. Kinetika oksidacije i mehanizam procesa stabilizacije mikrostrukture na povišenim temperaturama, ispitani su nakon oksidacije na zraku na temperaturi od 1000ºC u trajanju od 124 sata. Da bi se utvrdili mehanizmi koji se odvijaju u strukturi prevlake i na faznim granicama, kod dejstva visokih temperatura, ispitane su mikrostrukture na poprečnom presjeku uzoraka u ojačanom stanju (slika 2.a.b), i površini prevlake nakon oksidacije (slike 3.a.b.c i 3.a.b.c and 4.a.b.c.d). Uzorci su nagriženi u reaktivu Kalling, a izvršena su ispitivanja strukture na skenirajućem elektronskom mikroskopu Joel JSM 5610 (SEM) i RTG analiza na difraktometru Panalitical X Pert Pro. 3. RESULTATI I DISKUSIJA Na SEM slici 2.a, vide se mikrostruktura prevlake NiCrAlY, spoj prevlaka-legura, i međufazne granice između rastopljenih i nerastopljenih čestica. Linijska EDS analiza (slika 2.b), pokazuje da u prevlaci, na međufaznim granicama, i posebno na granici prevlaka-legura, dolazi do povećanja sadržaja aluminija, itrija i kisika, pa se na osnovu toga, može zaključiti da je došlo do formiranja aluminijevog oksida (Al2O3) i itrijevog oksida (Y2O3). Prisustvo itrija, u obliku fino dispergovanih čestica itrijevog oksida (Y2O3), može ojačati i povećati stabilnost aluminijevog oksida (Al2O3). Ispitivanjem površine prevlake nakon cikličnog oksidacionog žarenja na zraku na temperaturi 1000ºC u trajanju od 124 sata, na međufaznim i faznim granicama, EDS maping i linijskom analizom, potvrđeno je još izražajnije prisustvo oksida aluminija i itrija (Slika 3.a.b.c.d).

On the samples were carried out heat treatments by solution annealing at 980ºC and precipitation strengthening at 720ºC during a period of 12 hours. Oxidation kinetics and mechanism of the stabilization process of the microstructure at elevated temperatures, were tested after oxidation in air at a temperature of 1000ºC during a period of 124 hours. In order to determine the mechanisms that take place in the structure of the coating and at the phase boundaries, at high temperature, were examined microstructures in cross-section of samples in strengthen condition (Figure 2.a.b.), and surface of coating after oxidation (Figures 3.a.b.c. and 4.a.b.c.d). The smples were etched in a reagent Kalling, and structure tests were performed by Scanning Electron Microscopy Joel JSM 5610 (SEM) and X-ray analisis bay Panalitical X-Pert Pro. 3. RESULTS AND DISCUSSION Microstructure tests were conducted by Scanning Electron Microscopy (SEM). On SEM image (Figure 2a), we can see the microstructure of NiCrAlY coatings, joint coating -alloy, and interfacial boundaries between the molten and infusible particles. Line EDS analysis (Figure 2.b), shows increased content of aluminum, yttrium and oxygen in the coating, on the interphase boundaries, and especially on the border alloy-coating, and on that basis, it can be concluded that aluminium oxide (Al2O3) and yttrium oxide (Y2O3)are formed. The presence of yttrium, in the form of finely dispersed particles of yttrium oxide (Y2O3), can strengthen and increase the stability of aluminum oxide (Al2O3). Test of coating surface after cyclic oxidation annealing in air at a temperature of 1000ºC during a period of 124 hours, at the interphase and the phase boundaries, by EDS mapping and linear


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U početnoj fazi procesa oksidacije, formira se siva oksidna faza bogata sa kromom, i to pretežno na površinskom dijelu prevlake, između krhotina i pora, jer tu postoji velika reaktivna površina u koju lako prodire kisik. Ispod sive oksidne faze, na polu-rastopljenim česticama nalazi se tamna oksidna faza aluminijevog oksida, koja može biti ojačana oksidom itrija. Prisustvo oksida kroma i nikla, osiromašuje prevlaku na sadržaj aluminija, što uzrokuje pospješenje formiranja sive oksidne faze, koja mjenja termodinamičku ravnotežu, i na taj način pospješuje difuziju aluminija prema spoju prevlaka-legura. Ispitivanjem strukture na SEM, i EDS maping i linijskom analizom potvrđeno je, da siva oksidna faza bogata sa kromom, inicira stvaranje zaštitniog sloja aluminijevog oksida ispod sive oksidne faze (Slika 4.a.b.c).

analysis, it was confirmed even more expressive presence of aluminum oxide and yttrium (Figure 3.a.b.c.d). In the initial stage of the oxidation process, is formed a grey oxide phase rich in chromium, predominantly on the surface of the coating, between the debris and pore, because there is a large reactive surface which easily penetrates oxygen. Under the grey oxide phase, on the semi-molten particles is the dark phase of alumina oxide, which can be strengthen by yttrium oxide. With the presence of oxides of chromium and nickel, the coating becomes poor in aluminum content, which speeds up formation of the grey oxide phases, which changes the thermodynamic equilibrium, and thus improves the diffusion of aluminum towards the joint-alloy-coating. Testing the structure by SEM and EDS mapping and line analysis confirmed that grey oxide phase rich in chromium, initiates the formation of protective aluminum oxide layer under the grey oxide phase (Figure 4.a.b.c).

a b Slika 2. SEM struktura prevlake i legure (a) i EDS linijska analiza (b)

Figure 2. SEM structure of the coating and alloy (a) and EDS line analysis (b)


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d

Slika 3. SEM struktura površine prevlake nakon žarenja na 1000ºC od 124 sata (a), EDSmaping (b,c) i linijska analiza (d)

Figure 3. SEM structure of the coating surface after annealing at 1000ºC during a period of 124 hours (a), EDS mapping (b, c) and line analysis (d)

a b c

Slika 4. SEM struktura površine prevlake nakon žarenja na 1000ºC od 124 sata (a) i EDS maping analiza (b,c)

Figure 4. SEM structure of the coating surface after annealing at 1000ºC during a period of 124 hours (a) and EDS mapping analysis (b, c)

4. ZAKLJUČAK Za formiranje stabilnog zaštitnog sloja protiv dejstva visokih temperatura, potrebno je da se na međufaznim granicama unutar prevlake, te na sloju prevlaka-legura formira stabilni aluminijev oksid (Al2O3), ojačan oksidom itrija (Y2O3), i oksidom kroma (Cr2O3). Može se konstatovati, da je na osnovu ispitivanja sadržaja i raspodjele legirajućih elemenata, utvrđen mehanizam formiranja i evolucije oksida na prevlaci NiCrAlY, nakon oksidacije na temperaturi 1000ºC u trajanju od 124 sata. Polurastopljene čestice, krhotine i pore, u slabo prionljivom sloju, rezultiraju nastajanje sive oksidne mješavine i gubitkom oksidacione otpornosti ovog sloja.

4. CONCLUSION To form a stable protective layer against the effects of high temperatures, it is necessary to form stable aluminum oxide (Al2O3), strengthen with yttrium oxide (Y2O3) and chromium oxide (Cr2O3) on the interphase boundaries within the coating, and on the joint coating- alloy.It can also be concluded that on the basis of test content and distribution of alloying elements, is defined mechanism for the formation and evolution of oxide on the coating NiCrAlY after oxidation at 1000ºC during a period of 124 hours. The semi-molten particles, debris and pores in uncompact layer , result in the formation of grey oxide mixture and the loss of the oxidation resistance of this layer.


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Siva oksidna faza bogata sa kromom, inicira formiranje stabilnog aluminijevog oksida koji se raspoređuje po međufaznim granicama i na granici spoja prevlake i legure.

The grey oxide phase rich in chromium, initiates the formation of a stable aluminum oxide which is allocated on the interphase boundaries and on borders of the joint coating-alloys.

5. REFERENCES - LITERATURA [1] M.Rimac, M.Oruč, B. Fakić, N.E. Altilib:

Research possibilites improvement properties alloy 286 by modification surface by procedure Diamond Jet, 17th International Research/Expert Conference, TMT 2013, Istambul, Turkey, 10-11 September, 2013.

[2] M. Rimac: Istraživanje mogućnosti poboljšanja eksploatacionih osobina superlegure na bazi željeza A286 nanošenjem metalnih prevlaka NiCrAlY metodom HVOF Postupkom Diamond Jet, Doktorska disertacija, Univerzitet u Zenici,

Fakultet za metalurgiju i materijale, Zenica 2013.

[3] M.G.Hocking, V.Vasantasree, P.S.Sidky: Metallic and Ceramics Coatings Productions, Materials Department, Imperial College, London 1989.

Coresponding author: Milan Rimac University of Zenica Email: [email protected] Phone: +387 61 105 722

Mašinstvo 3(14), 125 – 142, (2017) I. Plančić et all: ACHIEVMENTS AND DIRECTIONS OF….

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DOSTIGNUĆA I PRAVCI RAZVOJA OSIGURANJA KVALITETA U VISOKOM OBRAZOVANJU BiH NA PRIMJERU UNIVERZITETA U

ZENICI

ACHIEVMENTS AND DIRECTIONS OF QUALITY ASSURANCE DEVELOPMENT IN HIGHER EDUCATION IN B&H ON THE

EXAMPLE OF THE UNIVERSITY OF ZENICA

Ibrahim Plančić, Malik Čabaravdić University of Zenica, Faculty for Mechanical Engineering Ključne riječi: osiguranje kvaliteta, visoko obrazovanje, ESG Keywords: quality assurance, higher education, ESG Paper received: 21.08.2017. Paper accepted: 26.09.2017.

Pregledni rad REZIME Očigledno je da visoko obrazovanje u cijeloj Europi u sklopu Bolonjskog procesa još uvijek prolazi kroz ozbiljne i dalekosežne reformske procese s krajnjim ciljem stvaranja europskog područja visokog obrazovanja. Osiguranje kvaliteta je identificirano kao jedan od ključnih segmenata tog procesa. U nizu komunikea sa ministarskih konferencija posvećenih provedbi ovog procesa kontinuirano se naglašava da je primarna odgovornost za osiguranje kvaliteta na visokoškolskim institucijama, dok je stvaranje pretpostavki i izgradnja institucionalnog okvira za eksterno osiguranje kvaliteta na državnim organima. Izazov bolonjske reforme u visokom obrazovanju je u Bosni i Hercegovini (B&H), zbog njenog kompleksnog dejtonskog ustavnog uređenja i njegove fragmentiranosti, daleko veći nego u drugim zemljama. Iako formalno još nije dio porodice zemalja Europske unije, B&H je potpisivanjem Bolonjske deklaracije u Berlinu 2003. godine prihvatila obavezu reformiranja i usklađivanja njenog visokog obrazovanja prema zahtjevima bolonjskog procesa. S tim u vezi, u B&H i su tokom posljednjeg desetljeća napravljeni značajni iskoraci. Univerzitet u Zenici kao jedan od osam javnih univerziteta u Bosni i Hercegovini aktivni je sudionik ovih procesa od samog početka i baštini značajna iskustva eksternih evaluacija njegovog rada u europskom području visokog obrazovanja. Stoga je ovaj rad usmjeren na sistematizaciju onoga što je do sada urađeno, identifikaciju problema i definisanje strateških pravaca za daljnji razvoj koncepta osiguranja kvaliteta u visokom obrazovanju B&H kroz aktivnosti i viziju Univerziteta u Zenici na ovom putu.

Review paper

SUMMARY It is obvious that higher education throughout Europe within the Bologna Process has been, and still is, undergoing serious and far-reaching reform processes with the ultimate goal of creating a European area of higher education. Quality assurance has been identified as one of the key segments of this process. In a series of communiques from ministerial conferences dedicated to the implementation of this process has been emphasized that higher education institutions are responsible for quality assurance in the first place, while the responsibility of creating preconditions and building an institutional framework for external quality assurance is on state bodies. The challenge of Bologna's reform in higher education in Bosnia and Herzegovina (B&H) is, due to its complex Dayton constitutional arrangement and its fragmentation, far greater than in other countries. Although, formally, not yet a part of the European Union, B&H, by signing the Bologna Declaration in 2003, accepted the obligation to reform and align its higher education with the requirements of the Bologna process. In this respect, significant advances have been made in Bosnia and Herzegovina over the past decade. The University of Zenica as one of the eight public universities in B&H has been an active participant in these processes since the beginning and until now it inherited a significant experience from the external evaluations of its work in the European area


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of higher education. Therefore, this paper focuses on systematizing what has been done so far, identifying problems and defining strategic directions for further development of the concept of quality assurance in higher education of B&H through the activities and vision of the University of Zenica on this path.

1. UVOD U junu 1999. godine, ministri visokog obrazovanja 29 europskih zemalja potpisali su u Bolonji Zajedničku deklaraciju europskih ministara obrazovanja, koja se popularno naziva Bolonjska deklaracija. Ovom deklaracijom zemlje potpisnice su se opredijelila za stvaranje jedinstvenog europskog prostora visokog obrazovanja (EHEA) kao odgovora na proces globalizacije i sisteme obrazovanja SAD, Indije, Kine i drugih zemalja u kojima se posljednjih desetljeća bilježi značajan tehnološki razvoj. Osnovna pretpostavka za uspostavljanje jedinstvenog europskog prostora visokog obrazovanja je stvaranje pretpostavki za potpunu prohodnost i mobilnost nastavnog osoblja i studenata, a stim u vezi i prepoznatljivost, te međusobno priznavanje diploma unutar nacionalnih sistema visokog obrazovanja europskih zemalja. Stoga su Bolonjskom deklaracijom ustvari definisani ciljevi čije ispunjavanje predstavlja najbolji odgovor na procese globalizacije u visokom obrazovanju. Uporedo sa razvojem bolonjskog procesa razvijali su se i dopunjavali postavljeni ciljevi koje treba ispuniti kako bi se zaista stvorio jedinstven europski prostor visokog obrazovanja. Tako su početno definisano ciljevi koji se odnose na: prihvatanje sistema zasnovanog na dva ciklusa studija, uvođenje europskog bodovnog sistema ECTS (European Credit Transfer System), dodatka diplomi, mobilnost nastavnika, studenata, istraživačkog i administrativnog osoblja i poticanje europske saradnje u osiguranju kvaliteta, te definisanje usporedivih kriterija, odnosno metodologija za procjenu kvaliteta, u kasnijim fazama prošireni sa: doktorskim studijem, cjeloživotnim učenjem, sudjelovanjem studenata u odlučivanju, učenju orjentiranom na studenta i kvalifikacijskim okvirom. Gledajući iz današnje perspektive, očigledno je da je potpisivanjem bolonjske deklaracije započelo najznačajnije razdoblje reformi visokog obrazovanja u Europi, a danas poznatije kao Bolonjski proces. Primjetno je da, u samoj deklaraciji i svim kasnijim zaključcima ministarskih konferencija (2001. Prag; 2003. Beč; 2012. Bukurešt; 2015. Jerevan) kojima se

1. INTRODUCTION In June 1999, the ministers of higher education of 29 European countries signed a Joint Declaration of European Ministers of Education in Bologna, which is now widely known as the Bologna Declaration. With this declaration, the signatory countries have opted for the creation of a single European Higher Education Area (EHEA) in response to the process of globalization and education systems in the United States, India, China and other countries where significant technological developments have been recorded over the past decade. The basic prerequisite for the establishment of a single European Higher Education Area is the creation of preconditions for the complete progression and mobility of teaching staff and students and, in this connection, recognition and mutual recognition of diplomas within the national higher education systems of European countries. Therefore, the Bologna Declaration has actually defined goals and their fulfillment is the best answer to the processes of globalization in higher education. Along with the development of the Bologna Process, the set of goals, that have to be fulfilled in order to truly create a single European Higher Education Area, has been developed and extended. Thus, the first defined goals reffered to: the acceptance of a two-cycle study system, the introduction of the European Credit Transfer System (ECTS), the diploma supplement, the mobility of teachers, students, research and administrative staff and the promotion of European cooperation in quality assurance, and the definition of comparable criteria, i.e. the methodologies for quality assessment. The mentioned was at later stages extended with: doctoral study, lifelong learning, student participation in decision-making, student-centered learning and qualification frameworks. Looking from today's perspective, it is obvious that by signing the Bologna Declaration, the most significant period of reforms in higher education in Europe, which is today known as the Bologna Process, has begun. It is noticeable that, in the declaration itself and in all subsequent conclusions of the ministerial conferences (2001 Prague; 2003 Berlin; 2005 Berlin; 2007 London; 2009


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Berlin; 2005. Bergen; 2007. London; 2009. Leuven/Louvain-la-Neuve; 2010. Budimpešta/ evaluira progres u ispunjavanju bolonjskih ciljeva, jedan od njegovih ključnih segmenata zauzima osiguranje kvaliteta (Quality Assurance - QA). Stoga je, sa aspekta ovog rada, značajno sagledati dosadašnji razvoj i bolonjski koncept osiguranja kvaliteta u Bosni i Hercegovini, kako zbog specifičnosti njenog visokog obrazovanja tako i zbog identifikacije pozitivnih efekata njegove primjene, problema, dilema i pravaca daljnjeg razvoja. 2. OSIGURANJE KVALITETA KROZ

PRIMJENU BOLONJSKOG PROCESA 2.1. Osvrt na razvoj bolonjskog koncepta osiguranja kvaliteta u Europi Kao osnova za uspostavu i funkcioniranje jedinstvenog EHEA osiguranje kvaliteta treba da omogući uporedivost visokoškolskih institucija i njihovih programa i priznavanje akademskih kvalifikacija bez obzira gdje su stečene. S tim u vezi osiguranja kvaliteta podrazumijeva i odnosi se na sredstva ili procese kojima institucija garantira sa sigurnošću da se standardi i kvalitet obrazovanja koje nudi održava i unaprijeđuje. Samo uspostavom i izgradnjom sistema osiguranja kvaliteta koji podrazumijeva sve politike, organizacionu strukturu, procese, postupke, aktivnosti i resurse kojima se priznaje, održava i razvija kvalitet visokog obrazovanja svaka institucija može da odgovori izazovima osiguranja, odnosno obezbjeđivanja kvaliteta. U nizu komunikea sa ministarskih konferencija posvećenih provedbi bolonjskog procesa kontinuirano je naglašavana uloga, značaj i potreba razvoja zajedničkih kriterija i metodologije osiguranja kvaliteta. Stoga su još na trećoj ministarskoj konferenciji u Bergenu 2005. godine donoseni minimalni Europski standardi i smjernice za osiguranje kvaliteta u visokom obrazovanju Europe (ESG), kao i način evaluacije samih sistema osiguranja kvaliteta u Europi kroz Europski Registar za Agencije za osiguranje kvaliteta i akreditaciju. Nešto kasnije 15.2.2006. preporukom Parlamenta i Vijeća EU broj 2006/143/EC, ESG su preporučeni kao bazični dokument za osiguranje kvaliteta u visokom obrazovanju u zemljama EU. ESG obuhvataju unutrašnje osiguranje kvaliteta u okviru visokoškolskih ustanova, vanjsko osiguranje kvaliteta visokog obrazovanja, te osiguranje kvaliteta agencija za vanjsko osiguranje kvaliteta.

Leuven Louvain-la-Neuve; 2010 Budapest/ Vienna; 2012 Bucharest; 2015 Jerevan) on evaluating the progress of fulfilling the Bologna goals, one of the key segments has been Quality Assurance (QA). Therefore, this paper takes into consideration both the Bologna concept of quality assurance and the current development in B&H, because both aspects are important: on the one side, there is the specificity of higher education in B&H and, on the other, the identification of the positive effects of the Bologna concept application, its problems, dilemmas and directions of further development. 2. QUALITY ASSURANCE WITHIN THE APPLICATION OF BOLOGNA PROCESS 2.1. A review of the Bologna concept of quality assurance in Europe As a basis for the establishment and functioning of a unique EHEA, quality assurance should enable the comparability of higher education institutions and their programs and the recognition of academic qualifications no matter where they are acquired. In this regard, quality assurance implies and relates to resources or processes by which the institution guarantees with the certainty that the standards and quality of offered education are maintained and improved. Only through the establishing and building of a quality assurance system that implies all policies, organizational structure, processes, procedures, activities and resources that are recognized, maintained and developed by the quality of higher education, each institution can respond to the challenges of quality assurance. In a series of communiqués from ministerial conferences devoted to the implementation of the Bologna process, the role, importance and need of development of common criteria and methodology of quality assurance were continuously emphasized. Therefore, at the third ministerial conference in Bergen in 2005, the minimum European standards and guidelines for quality assurance in higher education of Europe (ESG), as well as the method of evaluation of the quality assurance systems in Europe through the European Register for Quality Assurance and Accreditation Agencies, were adopted. Later on 15.2.2006., through the Recommendation of Parliament and Council of EU No. 2006/143 / EC, ESG are recommended as a basic document for quality assurance in higher education in EU countries. ESGs include internal quality assurance within higher education institutions, external quality assurance of higher education, and quality assurance of external quality assurance agencies.


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Pri tome, doneseni minimalni standardi podrazumjevaju upravo minimum koji svaki sistem osiguranja kvaliteta mora ispuniti, a svaka zemlja ima pravo razvijati svoje standarde šire i dublje od onih izloženih i usvojenih u ovom dokumentu. Pri tome su evaluacija programa ili institucija, uključujući internu (pr)ocjenu (samoevaluaciju), vanjsku evaluaciju/ kontrolu, učešće studenata i objavljivanje rezultata, odnosno sistem akreditacije, certifikacije ili usporedivih procedura definisani kao ključni mehanizam, metoda ili osnovni instrument osiguranja kvaliteta u visokoškolskim institucijama. Dakle, proces akreditacije programa i institucija je jedan od ključnih zahtjeva Bolonjskog procesa, ali i opšte prihvaćeni princip koji se provodi s ciljem unapređenja sistema osiguranja kvaliteta u visokoškolskim ustanovama i kontinuiranog podizanja standarda kvaliteta visokog obrazovanja. Nakon desetogodišnje primjene ESG europski ministri su 2012. godine zatražili analizu efekata primjene ESG. Nakon dostavljenog izvještaja o provedenoj analizi primjene ESG od strane Grupe E4 (ENQA, ESU, EURASHE i EUA), a zbog promjene uslova u EHEA s krajnjim ciljem poboljšanja njihove jasnoće, primjenjivosti i korisnosti, na Ministarskoj konferenciji u Jerevanu 14 i 15 maja 2015. godine usvojena revidirana verzija ESG-a (Revidirani Standardi i smjernice za obezbjeđivanje kvaliteta u Europskom prostoru visokog obrazovanja - Revidirani ESG). Tako je uporedo sa velikom revizijom standarda ISO 9001:2015 koji prevashodno definišu zahtjeve za sistem kvaliteta proizvodnih organizacija izvršena i revizija ESG standarda za oblast visokog obrazovanja. Revidirane ESG koriste ustanove i agencije za obezbjeđivanje kvaliteta kao referentni dokument za sisteme unutrašnjeg i spoljašnjeg obezbjeđivanja kvaliteta, ali i Europski registar za obezbjeđivanje kvaliteta (EQAR), koji je zadužen za registar agencija za obezbjeđivanje kvaliteta koje rade u skladu sa ESG-om. Ključna obaveza iz Revidiranih ESG je da institucije visokog obrazovanja u EHEA koriste odgovarajuću agenciju koju je registrovao Europski registar za obezbjeđivanje kvaliteta u visokom obrazovanju (EQAR) za njihov proces eksternog osiguranja kvaliteta, poštujući nacionalne aranžmane za donošenje odluka o ishodima osiguranja kvaliteta. Pored izmjene i proširenja broja kriterija revidirane ESG odlikuje i jedna zanimljiva terminološka odrednica.

In addition, the adopted minimum standards imply the minimum that every quality assurance system must fulfill, and each country has the right to develop its standards wider and deeper than those outlined and adopted in this document. Evaluation of the program or institution, including internal evaluation, external evaluation / control, student participation and publication of results, i.e. accreditation, certification or comparable procedures, is defined as a key mechanism, method or basic quality assurance instrument in higher education institutions. Therefore, the process of accreditation of programs and institutions is one of the key requirements of the Bologna process, but also the generally accepted principle that is being pursued with the aim of improving the quality assurance system in higher education institutions and continuously raising the quality standards of higher education. After ten years of ESG application, European ministers requested an analysis of the effects of ESG implementation in 2012. After the submission of the report of E4 group (EQA, ESU, EURASHE and EUA) about the implementation of the ESG, and due to changes in the EHEA conditions with the ultimate aim of improving their clarity, applicability and usefulness, at the Ministerial Conference in Yerevan on May 14th and 15th, the revised version of the ESG (Revised Standards and Guidelines for Quality Assurance in the European Higher Education Area - Revised ESG) was adopted in 2015. Doing so, the ESG standards in the field of higher education have been revised parallel to a major revision of the ISO 9001: 2015 standard, which primarily defines the requirements for the quality system of manufacturing organizations. Revised ESG standards are used by institutions and quality assurance agencies as a reference document for internal and external quality assurance systems, as well as by the European Quality Assurance Register (EQAR), which is in charge for register of quality assurance agencies, that use the ESG. The key obligation of the Revised ESGs is that the Higher Education Institutions in the EHEA use the appropriate agency registered by the European Quality Assurance Register (EQAR) for their external quality assurance process, while respecting national decision making arrangements for quality assurance outcomes. In addition to revising and expanding the number of criteria, revised ESG are characterized by an interesting terminology definition.


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Naime, termin ''obezbjeđivanje kvaliteta'' u ovom dokumentu se koristi za opis svih aktivnosti u okviru ciklusa kontinuiranog poboljšanja (tj. aktivnosti na osiguranju /obezbjeđenju i unapređenju/poboljšanju kvaliteta) [L Revidirani stadardi ESG]. S tim u vezi, logičnim se čini da se za sisteme osiguranja kvaliteta uspostavljene i bazirane na ESG u narednom periodu koristi termin sistem osiguravanja kvaliteta. Očigledno je da ovom terminu odgovara termin sistem upravljanja kvalitetom (QM sistem) kao faza razvoja sistema kvaliteta u proizvodnom sektoru koji pored osiguranja podrazumjeva i provođenje mjera poboljšanja kvaliteta. Generalno, pošto su preporukom Parlamenta i Vijeća EU, ESG preporučeni kao bazični dokument za osiguranje kvaliteta u visokom obrazovanju u zemljama Europske unije, to je očigledno da se sistem visokog obrazovanja zemalja koje žele da postanu članice EU u pogledu osiguranja kvaliteta treba bazirati na ESG standardima/ smjernicama i razvijati u skladu sa njihovom aktuelnom revizijom. Pošto je jasno opredjeljenje B&H u pogledu pristupanja EU u nastavku je predstavljena kraća analiza u implementaciji obaveza na osiguranju kvaliteta u visokom obrazovanju. 2.2. Primjena Bolonjskog procesa i osiguranja kvaliteta u BiH BiH je potpisivanjem Bolonjske deklaracije još 2003. godine prihvatila jedinstvenu europsku politiku u visokom obrazovanju sa svim obavezama koje su njen integralni dio. Naravno, izgradnja sistema osiguranja kvaliteta i u našoj zemlji je, bez obzira na njeno složeno ustavno uređenje i fragmentiranost visokog obrazovanja, rangirana kao značajaniji prioritet i važno reformsko pitanje u ovom procesu. Cjelokupna reforma visokog obrazovanja i izgradnja novih institucionalnih kapaciteta u visokom obrazovanju u BiH dodatno je omogućena usvajanjem Okvirnog zakona o visokom obrazovanju u BiH (Okvirni zakon) u augustu 2007 godine. Ovim zakonom, pored ostalog, osnovana je Agencija za razvoj visokog obrazovanja i osiguranje kvaliteta (Agencija) kojoj je, kao što je to definirano i u samom njenom nazivu, dodijeljena posebna uloga i zaduženje u pogledu vanjskog osiguranja kvaliteta u visokom obrazovanju. U konačnici rezultat rada Agencije treba da bude akreditacija visokoškolskih (vš) institucija i uspostavljanju državnog registra akreditiranih ustanova u BiH, kao i njeno članstvo u ključnim evropskim asocijacijama za kvalitet u visokom obrazovanju.

Namely, the term "quality assurance" in this document is used to describe all activities within a continuous improvement cycle (i.e., activities for quality insurance/assurance and improvement /upgrade)[4]. In this connection, it seems logical in the forthcoming period to use the term „quality assurance system“ for quality systems established and based on the ESG. It is obvious that this term corresponds to the quality management (QM) system as a stage of quality system development in the manufacturing sector, which besides insurance also implies the implementation of quality improvement measures. In general, since the ESG standards are recommended as a basic document for quality assurance in higher education in the countries of the European Union by the Recommendation of the Parliament and the Council of the EU, it is obvious that the higher education system of countries wishing to become EU members in terms of quality assurance should be based on ESG standards /guidelines and developed in accordance with their current revision. Given the clear commitment of B&H in terms of EU integration, a short analysis of the implementation of obligations on quality assurance in higher education is presented below. 2.2. Application of the Bologna Process and Quality Assurance in B&H In 2003, by signing the Bologna Declaration, B&H adopted a common European policy in higher education with all the obligations that were its integral part. Regardless of the complex constitutional arrangement of B&H and the fragmentation of its higher education, building of a quality assurance system in our country has been ranked with a significant priority and recognized as an important reform issue in the whole process. The overall reform of higher education and the building of new institutional capacities in higher education in B&H was additionally enabled by the adoption of the Framework Law on Higher Education in B&H (Framework Law) in August 2007. This law, among other things, has established the Agency for the Development of Higher Education and Quality Assurance (Agency), which, as its name says, has been assigned a special role and responsibility in terms of external quality assurance in higher education. Ultimately, the result of the Agency's work should be the accreditation of higher education institutions and the establishment of a state registry of accredited institutions in B&H as well as the membership of the Agency in key European associations for quality in higher education.


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Stoga se sa sigurnošću može utvrditi da je najznačajniji korak za oblast osiguranja kvaliteta u BiH, u legislativnom smislu, donošenje Okvirnog zakona u BiH, iako su i mnogo ranije postajale značajne aktivnosti i inicijative u pogledu osiguranja kvaliteta u vš institucijama u BiH. Ovaj zakon je temeljni dokument za uspostavu sistema osiguranja kvaliteta u visokom obrazovanju BiH sa jasno propisanom obavezom akreditacije vš institucija. Nešto kasnije, a na osnovu odredbi okvirnog zakona Vijeće ministara BiH je donijelo Odluku o usvajanju dokumenata potrebnih za dalju implementaciju Bolonjskog procesa u Bosni i Hercegovini1. Sa aspekta osiguranja kvaliteta među usvojenim dokumentima najznačajni su Standardi i smjernice za osiguranje kvaliteta u visokom obrazovanju u BiH i Preporuke za implementaciju osiguranja kvaliteta u visokom obrazovanju u BiH. Donošenjem navedenih dokumenata stvorene su pretpostavke za otpočinjanje procesa akreditacije i njegovo detaljnije legislativno uređenje. Ipak, zbog niza objektivnih okolnosti uzrokovanih složenim ustavnim uređenjem i podjelom nadležnosti nad visokim obrazovanjem, kriteriji za akreditaciju visokoškolskih ustanova u Bosni i Hercegovini usvojeni su tek u julu 2010. godine. Akreditacija/rekreditacija je proces kojim se na osnovu vanjske revizije i ocjene kvaliteta potvrđuje da je vš ustanova u svom radu ispunila propisane standarde i kriterije. Kriterije za akreditaciju je donijela Agencija i oni su jedinstveni i obavezni za sve vš ustanove u BiH bilo da su one javne ili privatne. Po navedenim kriterijima vš ustanove provode samoevaluaciju i pripremaju samoevaluacioni izvještaj (SEI) kao osnovu za njihovu akreditaciju. Provjeru ispunjenosti kriterija vrši nezavisna komisija stručnjaka za akreditaciju koju imenuje Agencija na osnovu prijedloga nadležnih obrazovnih vlasti (NOV). Dodatno vrijeme za ozbiljnije akreditiranje visokoškolskih ustanova utrošeno je na donošenje provedbenih akata na nižim nivoima (entiteti, kantoni, Distrikt Brčko), način izbora i rada Komisije stručnjaka koja će vršiti eksterne evaluacije i operativnu razradu postupka akreditacije tako da akreditiranje vš institucija u BiH dobija na intenzitetu tek 2013 i 2014 godine. Primjenom kriterija za akreditaciju iz 2010. godine do sada je akreditovano 27 visokoškolskih ustanova u Bosni i Hercegovini2.

1 Službeni glasnik Bosne i Hercegovine, broj 13/08

There were many important activities and initiatives in the field of quality assurance in higher education institutions in B&H in the past, but the most important step in the area of quality assurance in the legislative sense, most certainly, was the adoption of the Framework Law in B&H. This law is the basic document for establishing a quality assurance system in B&H's HE with a clearly prescribed obligation of accreditation of higher education institutions. Later on, based on the regulations of the framework law, the B&H Council of Ministers made a Decision on the adoption of the documents needed for the further implementation of the Bologna Process in B&H. From the point of view of quality assurance, among the adopted documents, the most important are the Standards and Guidelines for QA in HE in B&H and Recommendations for the Implementation of QA in HE in B&H. By adopting these documents, the preconditions for starting the accreditation process and its more detailed legislative regulation have been created. However, due to the series of objective circum-stances caused by complex constitutional arrange-ments and the division of jurisdictions over HE, criteria for accreditation of HE institutions in B&H were adopted later, in July 2010. Accreditation /reaccreditation is a process based on external audit and quality assessment if the HE institution has fulfilled the prescribed standards and criteria in its work. The criteria for accreditation are made by the Agency and they are unique and compulsory for all HE institutions in BiH whether they are public or private. According to the above mentioned criteria, a HE institutions perform self-evaluation and prepare a self-evaluation report (SER) as a basis for their accreditation. The verification of the fulfillment of the criteria is carried out by an independent accreditation commission appointed by the Agency on the basis of proposals from the competent education authorities. In order to assure the seriousness of accreditation of HEIs, an additional time was spent on adopting the implementing acts for entities, cantons and Brcko District, i.e. lower-level bodies, regarding the method of selection and work of Commissions of Experts, since they undertake external evaluations, and the operational issue was, also, elaborated here, what contributed to intensification of the accreditation process of HE institutions in B&H during 2013 and 2014. By applying the criteria for accreditation from 2010, up to now, 27 higher education institutions have been accredited in B&H.

2 http://www.hea.gov.ba/akreditacija_vsu/Default.aspxG, pristup septembar 2017. godine


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Međutim, kako je u tokom 2015. godine prihvaćena Revidirana verzija ESG-a na Ministarskoj konferenciji u Jerevanu 14 i 15 maja 2015. godine nastala je potreba i za korekcijom kriterija za akreditaciju u Bosni i Hercegovini. S tim u vezi, a pored razloga revizije ESG i u cilju poboljšavanja kriterija na osnovu iskustva stečenog tokom dotadašnjih aktivnosti na unutrašnjem i vanjskom osiguranju kvaliteta, Agencija je pokrenula postupak konsolidacije kriterija. Konsolidovani kriteriji za akreditaciju visokoškolskih ustanova u Bosni i Hercegovini su usvojeni od strane Upravnog odbora Agencije 23.11.2016. godine i objavljeni u Službenom glasniku Bosne i Hercegovine, broj 96/16. Konsolidovani kriteriji imaju ukupno 10 kriterija za razliku od ranijih 9 kriterija. Shodno tome, visokoškolske institucije koje u narednom periodu budu akreditirale ili reakreditirale svoje sisteme osiguranja kvaliteta trebaju prilagoditi aktivnosti i sadržaje internih evaluacija stanja konsolidovanim kriterijima za akreditaciju. Istovremeno u sklopu predstojeće institucionalne reakreditacije, izazov koji očekuje visokoškolske institucije je i akreditacija studijskih programa. Naime, u Odluci o usvajanju prioriteta za razvoj visokog obrazovanja u Bosni i Hercegovini za period 2016.-2020. koju je usvojio Savjet ministara Bosne i Hercegovine, u dijelu koji se odnosi na osiguranje kvaliteta, precizno je navedeno da je potrebno uspostaviti preduslove i sprovesti efikasan, transparentan i pristupačan proces akreditacije studijskih programa. Shodno ovom opredjeljenju, Agencija je izradila model akreditacije studijskih programa, prema kojem su koraci u akreditaciji studijskih programa isti, kao i kod akreditacije visokoškolskih ustanova, s tim da će biti neophodno posebno definisati proceduralna pitanja, uključujući i finansijski aspekt ovih postupaka. U međuvremenu Agencija je donijela i Odluku o kriterijima za akreditaciju studijskih programa prvog i drugog ciklusa studija u Bosni i Hercegovini3, te su time stečeni uslovi i za akreditaciju studijskih programa. Stanovište Agencije je da se u narednom 'krugu akreditacija/reakreditacija' istovremeno sa institucionalnom akreditacijom/ reakreditacijom vrši i postupak akreditacije studijskih programa prema modelu za koji se opredjeli visokoškolska ustanova (svi studijski programi, selektovani programi ili klasterisani programi).

3 Službeni glasnik BiH, broj 47/17

However, as the revised version of the ESG at the Ministerial Conference in Yerevan was adopted in 2015, there was a need for the correction of the criteria for accreditation in B&H. In addition to the ESG revision and the need to modify the criteria, and in order to improve them on the basis of the experience gained during the previous activities on internal and external quality assurance, the Agency has initiated a consolidation process of criteria. Consolidated criteria for accreditation of higher education institutions in B&H were adopted by the Agency's Management Board on 23.11.2016. published in the Official Gazette of B&H, No. 96/16. Consolidated criteria have a total of 10 criteria unlike the previous 9 criteria. Consequently, higher education institutions that will accredit or reaccredit their quality assurance systems in the forthcoming period should adapt the activities and contents of the internal evaluation to the consolidated accreditation criteria. At the same time, within the framework of forthcoming institutional reaccreditation, the additional challenge for higher education institutions represents accreditation of study programs. Namely, in the Decision on Adoption of Priorities for Higher Education Development in B&H for the period 2016-2020 adopted by the Council of Ministers of B&H, in the part related to quality assurance, it is precisely stated that it is necessary to establish preconditions and to carry out an efficient, transparent and accessible process of accreditation of study programs. In accordance with this commitment, the Agency has developed a model of accreditation of study programs, according to which steps in the accreditation of study programs are the same as for accreditation of higher education institutions, with the need to specifically define procedural issues, including the financial aspect of these procedures. Meanwhile, the Agency has also adopted a Decision on the criteria for accrediting study programs of the first and second cycle of studies in B&H, acquiring the conditions for accreditation of study programs. The Agency's attitude is that in the next „accreditation /reaccreditation cycle“, institutional accreditation /reaccreditation will be carried out simultaneously with the accreditation of study programs according to the model chosen by the higher education institution (accreditation: all study programs, arbitrarily selected programs or programs classified in clusters).


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Ovo opredjeljenje će u narednom periodu zahtjevati znatno veći angažman visokoškolskih institucija, Agencije i NOV s ciljem efikasno provedenih postupaka sistemske akreditacije /reakreditacije (istovremena institucionalna i programska akreditacija /reakreditacija). Iako je tek 2014. godine proces izgradnje i akreditacije sistema osiguranja kvaliteta u visokom obrazovanju BiH 'trasiran' jasnim kriterijima i transparentnim procedurama visokoškolske ustanove u BiH su i znatno ranije vršile aktivnosti na uspostavljanju sistema osiguranja kvaliteta čiji je obim, sadržaj i kvalitet realiziranih elemenata sistema osiguranja kvaliteta različit. Stepen uspostave pojedinih elemenata sistema osiguranja kvaliteta je uglavnom u funkciji veličine i vremena postojanja visokoškolske institucije, ali i opredjeljenosti kako njihovog menadžmenta tako i nadležnih obrazovnih vlasti. Ovo stanovište je istaknuto i u zaključcima nedavno održanog okruglog stola u organizaciji Asocijacije za kvalitet u BiH, a u čijem radu su učestvovali predstavnici svih 8 javnih univerziteta u BiH, 4 privatna univerziteta, Agencije za razvoj visokog obrazovanja i osiguranje kvaliteta, Vanjsko-trgovinske komore BiH, Privredne komore Federacije BiH, dvije konsultantske kuće iz područja kvaliteta i drugi zainteresovani [10]. U nastavku je prikazan proces razvoja sistema osiguranja kvaliteta do njegove akreditacije na jednoj javnoj visokoškolskoj ustanovi sa svim specifičnostima koje su pratile ovaj proces u BiH. 3. STANJE I PERSPEKTIVE SISTEMA

OSIGURANJA KVALITETA NA UNIVERZITETU U ZENICI U SVJETLU BOLONJSKOG PROCESA

Prema europskim standardima i smjernicama za osiguranje kvaliteta u europskom području visokog obrazovanja (ESG) koji prate implementaciju Bolonjskog procesa u sferi osiguranja kvaliteta, svaka institucija visokog obrazovanja treba da definiše, uspostavi i dalje razvija vlastite, interne mehanizme i programe osiguranja kvaliteta. Praktično, svaka visokoškolska institucija treba da izgradi, primjeni i razvija vlastiti, unutrašnji sistem osiguranja kvaliteta, ESG su samo smjernice u radu i pokazatelj šta treba napraviti, a ne ukazuju na koji način to treba uraditi. Univerzitet u Zenici je kao jedan od najmlađih javnih univerziteta u BiH u dosadašnjem funkcionisanju prošao različite faze na putu uspostave i funkcionisanja sistema osiguranja kvaliteta.

This commitment will require a significantly greater involvement of HE institutions, agencies and competent educational authorities in the forthcoming period with the aim of efficiently implemented systematic accreditation /reaccre-ditation, which implies simultaneous institutional and program accreditation /reaccreditation. Although the process of building and accrediting the quality assurance system in higher education in B&H was "guided/routed" by clear criteria and transparent procedures, it only began in 2014, and due to this late start, many higher education institutions in BiH significantly earlier performed activities to establish a quality assurance system, which scope, content and quality of implemented elements were different from the ones later prescribed within QA system. The degree of establishment of certain elements of the quality assurance system is largely dependent on the size and tradition of a higher education institution, but also on the commitment of both their management and responsible education authorities. This standpoint was also highlighted in the conclusions of the recently held round table organized by the Association for Quality in B&H, which was attended by representatives of all 8 public universities in BiH, 4 private universities, Higher Education Development Agency and Quality Assurance, Foreign Chamber of Commerce of B&H, Chamber of Commerce of the Federation of B&H, two consultants in the field of quality and others interested [10]. 3. THE POSITION AND PERSPECTIVES OF QUALITY ASSURANCE SYSTEM AT THE UNIVERSITY OF ZENICA IN THE FRAMEWORK OF THE BOLOGNA PROCESS According to the ESG quality assurance standards in the European Higher Education Area that follow the implementation of the Bologna Process in the field of quality assurance, each higher education institution should define, establish and further develop its own internal mechanisms and quality assurance programs. Practically, each higher education institution should build, implement and develop its own internal quality assurance system. In doing so, ESGs provide only guidelines in their work and indicate what has to be done, but do not define how to do this. The University of Zenica (University), as one of the youngest public universities in B&H, has undergone various stages in the past, on the path to the establishment and functioning of the quality assurance system.


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Faze razvoja sistema osiguranja kvaliteta na Univerzitetu se uglavnom mogu poistovjetiti sa fazama razvoja osiguranja kvaliteta u visokom obrazovanju u BiH, odnosno donošenjem i implementacijom njene zakonske regulative koja je pratila europske trendove u ovoj oblasti. Na sličan način su i druge, a posebno javne, visokoškolske ustanove sa većim ili manjim intenzitetom provodile navedene aktivnosti. Generalno, razvoj sistema osiguranja kvaliteta na Univerzitetu se može podijeliti u tri ključne faze, a one obuhvataju: period do kraja 2005. godine i aktivnosti OJ Univerziteta na ovom polju, period od 2006. do 2014. godine ili period početka funkcionisanja Univerziteta do njegove akreditacije i postakreditacioni period do reakreditacije, a koji obuhvata razdoblje od 2015. do 2018. godine. Period do 2005 godine karakteriše odsutnost jasnih smjernica i preciznih zakonskih odrednica u pogledu uspostave sistema osiguranja kvaliteta. Ipak, to nije bila prepreka aktivnostima nekih visokoškolskih institucija u svijetu, pa i u BiH za razvoj i uspostavu internih mehanizama za poboljšanje kvaliteta kroz sistem osiguranja kvaliteta na iskustvima i dostignućima savremenog svijeta. Kao odraz svijesti o važnosti kvaliteta u visokom obrazovanju i težnji da se uspješno integrira u EHEA na pojedinim organizacionim jedinicama Univerziteta ideja o uspostavi kulture kvaliteta zaživjela je znatno prije nego što je BiH potpisala Bolonjsku deklaraciju 2003 godine, a paralelno sa razvojem ESG-a. Shodno tome, osnivanje i razvoj Univerziteta pratila je uspostava i razvoj sistema osiguranja kvaliteta baziranog na dugogodišnjim iskustvima Mašinskog fakulteta i Metalurškog instituta ’’Kemal Kapetanović’’ u izgradnji i certifikaciji sistema kvaliteta prema standardu ISO 9001:2000. Time su iskustva i tradicija u uspostavi sistema kvaliteta na ovim organizacionim jedinicama (OJ) doprinijela njegovoj efikasnijoj institucionalnoj implementaciji na nivou Univerziteta prema ESG zahtjevima. Dakle, u periodu do 2005. godine briga za kvalitet nije bila na univerzitetskom nivou, već se bazirala na pojedinačnom djelovanju članica i institucija Univerziteta i ’’lutanju’’ u izboru modela institucionalnog sistema osiguranja kvaliteta. To je period u kome su stvorene ozbiljne pretpostavke za univerzitetsko osiguranje kvaliteta.

The stages of development of the quality assurance system at the University can mostly be identified with the stages of development of quality assurance in higher education in B&H, i.e. by the adoption and implementation of the legislation that follows the European trends in this field. Similarly, other, especially public higher education institutions, have implemented these activities with higher or lower intensity. In general, the development of a quality assurance system at the University can be divided into three key stages, including: the period until the end of 2005 and the activities of the organizational units of the University in this field; the period from 2006 to 2014 or the period of commencement of functioning of the University until its accreditation; and post-accreditation period until its reaccreditation, which covers the period from 2015 to 2018. The period until 2005 is characterized by the absence of clear guidelines and precise legislation regarding the establishment of a quality assurance system. Nevertheless, this was not an obstacle to the activities of some higher education institutions in the world, as well as in B&H for the development and establishment of internal quality improvement mechanisms through a system of quality assurance on the experiences and achievements of the contemporary world. As a reflection of the awareness of the importance of quality in higher education and the aspiration to successfully integrate into the EHEA, the idea of establishing a quality culture on some organizational units of the University became significant even before B&H signed the Bologna Declaration in 2003 and ran parallel to the development of ESG. Consequently, the establishment and development of the University was followed by the establishment and development of a quality assurance system based on the long experience of the Faculty of Mechanical Engineering and the Metallurgical Institute „Kemal Kapetanović“ in the building and certification of the quality system according to the series of ISO 9000 standard. Numerous advantages and benefits of implementation of these standards in manufacturing organizations around the world have been recognized as a good basis for improvement and reengineering of processes within these OUs of the University. Thus, the experience and tradition in establishing a quality system at this OUs contributed to their more efficient institutional implementation at the University level according to ESG requirements.


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Intenzivniji rad na implementaciji internog sistema osiguranja kvaliteta na Univerzitetu odvijao se u periodu poslije 2005. godine paralelno sa procesom integracije njegovih funkcija i realizacijom značajnog broja bolonjskih projekata. Kao rezultat ovih aktivnosti početkom 2006. godine sa sjedištem u Rektoratu Univerziteta otvorena je Kancelarija za kvalitet, a donesena je i Odluka o formiranju institucionalne strukture-mreže za osiguranje kvaliteta i imenovanju koordinatora-menadžera za kvalitet na nivou Univerziteta i na svim OJ. Tako je, još tokom 2006. godine institucionalno na nivou Univerziteta formiran Odbor za kvalitet i Odbori za kvalitet OJ sa osnovnim zadatkom izgradnje i razvoja sistema kvaliteta na Univerzitetu i širenja kulture kvaliteta u svim sferama njegovog rada uključujući upravljanje, administraciju, obrazovanje (nastavu), istraživanje i pružanje drugih usluga zajednici. Od tada do danas, Odbori za kvalitet su odigrali ključnu ulogu u podizanju svijesti o kvalitetu u visokom obrazovanju, razvoju sistema kvaliteta i pripremi Univerziteta za proces akreditacije kroz provođenje redovnih godišnjih internih evaluacija stanja, kontinuirano semestralno anketiranje studenata, izradu nove i korekciju postojeće dokumentacije sistema kvaliteta, brojne interne i međunarodne projektne aktivnosti, obrazovanje o i za kvalitet kao i druge aktivnosti koje su proizilazile, planirane i realizovane kroz kontinuirano održavanje sastanaka, seminara i radnih sesija. Institucionalnoj mreži osiguranja kvaliteta pridruživani su novoformirani Odbori za kvalitet drugih OJ koje su ulazile u sastav Univerziteta, a njena uproštena sadašnja struktura je prikazana na slici.

More intensive work on the implementation of the internal quality assurance system at the University took place in the period after 2005, in parallel with the process of integration of its functions and realization of a significant number of Bologna projects. As a result of these activities, the Office for Quality was established within the Rectorate of the University in early 2006, and the Decision on the establishment of the institutional structure (the Quality Assurance Network) and the appointment of the coordinator (Quality Assurance Manager) at the University level and coordinators on all OUs was adopted. In line with this, during 2006, the Quality Committee at the University level and Quality Committees on OUs were established, with the basic task of building and developing a quality system at the University and spreading a quality culture in all spheres of its work including management, administration, education (teaching), researching and providing other community services. Since then, quality committees have played a key role in raising awareness of quality in higher education, developing a quality system and preparing the University for the accreditation process. They did it on the basis of regular annual internal evaluations, continuous semesteral student surveys, creating new and correcting existing documentation of quality system, numerous internal and international project activities, education about quality and other activities that have emerged. All the mentioned have been planned and implemented through the continuous organization of meetings, seminars and working sessions by the newly formed quality committees of the organisational units, which entered the University structure and were joined to the institutional quality assurance network. The simplified current structure of this network is shown in the figure 1.

Slika 1. Strukturalna šema sistema osiguranja kvaliteta Univerziteta

Figure 1. Structural scheme of the quality assurance system at the University

Legenda: 0J1 – Fakultet za metal. i materijale- Faculty of Metallurgy and Materials 0J2 – Mašinski fakultet- Faculty of Mechanical Eng. 0J3 – Filozofski fakultet- Faculty of Philosophy 0J4 – Pravni fakultet- Faculty of Law 0J5 – Ekonomski fakultet- Faculty of Economics 0J6 – Politehnički fakultet-Faculty of Polytechnics 0J7 – Medicinski fakultet- Faculty of Medicine 0J8 – Islamski pedagoški fakultet- Islamic Pedagogical Faculty 0J9 – Metalurški institut- Metallurgical Institute 0J10 – Studentski centar- Student Center


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U sklopu institucionalne strukture za osiguranje kvaliteta na Univerzitetu su nešto kasnije formirane: Kancelarija za razvoj karijera i kompetencija, kao i Kancelarija za osobe sa posebnim potrebama. Njihovo formiranje i rad u sklopu strukture sistema kvaliteta jasno ilustruje kontinuirano širenje aktivnosti i kulture kvaliteta u svim segmentima rada i daljnjeg razvoja Univerziteta. U ovom periodu, pored redovnih godišnjih internih evaluacija rada (za 2004-2006.; 2007; 2008; 2009; 2010; ...; 2014) Univerzitet je prošao i značajne vanjske evaluacije koje uključuju: eksternu evaluaciju od strane Nacionalnog komiteta za visoko obrazovanje Slovenije – Savjet za evaluaciju 2008. godine, eksternu evaluaciju od strane Evropske asocijacije univerziteta (EUA- European University Association iz Brisela) 2009. godine i eksternu evaluaciju četiri studijska programa kod inostranih evaluacijskih agencija i eksperata (studijski programi na Mašinskom, Metalurškom, Pedagoškom i Ekonomskom fakultetu) 2012. godine. Kao rezultat svih dugogodišnjih aktivnosti i uspješno provedenih ‘pilot’ eksternih evaluacija, a aktivno participirajući u svim značajnijim aktivnostima u implementaciji bolonjskih principa u visokom obrazovanju, posebno u području osiguranja kvaliteta, Univerzitet je među prvim javnim univerzitetima u BiH izvršio neophodne pripreme za njegovu akreditaciju. Međutim, zbog pomenutih problema u provođenju postupka akreditacije, a zbog potrebe ispunjavanja zakonom propisane obaveze akreditacije visokoškolskih institucija Univerzitetu je 24.04.2009. godine dodjeljeno Rješenje o privremenoj akreditaciji Ministarstva za obrazovanje, nauku, kulturu i sport Zeničko-dobojskog kantona (Ministarstvo). Poslije opsežnih priprema i rješavanja niza zakonskih nedorečenosti u postupku akreditacije, a nakon eksterne evaluacije od strane Komisije eksperata koje je imenovala Agencija za razvoj visokog obrazovanja i osiguranje kvaliteta (HEA BiH), Univerzitetu je 07.09.2014 godine od strane Ministarstva za obrazovanje, nauku, kulturu i sport Zeničko-dobojskog kantona (ZDK) uručeno Rješenje o akreditaciji na period od 4 godine (do 07.09.2018). Time je Univerzitet u Zenici postao prvi akreditovani univerzitet u Federaciji BiH. Istovremeno HEA BiH je 16.09.2014 godine Univerzitetu izdala Rješenje o upisu u Državni registar akreditovanih visokoškolskih ustanova u BiH i tako omogućila njegovo povezivanje sa europskim i međunarodnim strukturama koje se bave osiguranjem kvaliteta.

Office for career development and competences as well as Office for people with special needs were later formed as parts of the institutional structure for quality assurance of the University. Their establishment and work within the structure of the quality system clearly illustrate continuous expansion of the activities and quality culture in all segments of the work and further development of the University. In addition to the regular annual internal work evaluations (for 2004-2006, 2007, 2008, 2009, 2010; ...; 2014), the University also underwent significant external evaluations: by the National Committee for Higher Education of Slovenia - Evaluation Council in 2008 and by the European University Association (EUA - European University Association in Brussels) in 2009. Also, in 2012, four study programs (of the faculties of Mechanical Engineering, Metallurgy, Pedagogy and Faculty of Economics) were externally evaluated by the foreign evaluation agencies and experts. As a result of all long-term activities, successfully implemented 'pilot' external evaluations, and the active participation in all major activities in the implementation of Bologna principles in higher education, especially in the field of quality assurance, the University was among the first public universities in B&H that made the necessary preparations for the accreditation. However, due to the mentioned problems in the implementation of the accreditation procedure, and due to the need to fulfill the legally prescribed obligation of accreditation of higher education institutions, the Decision on temporary accreditation of the Ministry of Education, Science, Culture and Sports of the Zenica-Doboj Canton (Ministry) was granted to the University on April 24, 2009. After the extensive preparation and resolution of a number of legal inconsistencies in the accreditation process, and after an external evaluation by the Commission of Experts appointed by the Agency for Development of Higher Education and Quality Assurance (Agency), on September 7, 2014, the Ministry of Education, Science and Culture and Sports of the Zenica-Doboj Canton (ZDC) awarded the Decision about Accreditation to the University for a period of 4 years (until September 7, 2018). Thus, the University of Zenica became the first accredited university in the Federation of BiH. At the same time, on September 16, 2014, the Agency issued the Decision on registration in the State Register of Accredited Higher Education Institutions in B&H to the University, enabling its connection with European and international structures dealing with quality assurance.


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Tokom 2014. godine takođe je izvršena eksterna evaluacija studijskog programa III ciklusa na Zdravstvenom fakultetu od strane odabrane ekspertske inostrane komisije. Dakle, ovo je jedan od najznačajnijih perioda za razvoj sistema osiguranja kvaliteta na Univerzitetu, a pored navedenog odlikuje se kontinuiranim radom Odbora za kvalitet Univerziteta i OJ, redovnim semestralnim evaluacijama nastavnog procesa putem anketiranja studenata, organizacijom međunarodne naučno stručne konferencije o kvalitetu svake druge godine, kontinuiranom obrazovanju o kvalitetu putem internih i eksternih seminara, učešćem u domaćim i međunarodnim projektima iz domena osiguranja kvaliteta, redovnim izvještavanjem i upoznavanjem Senata i drugih stručnih organa o stanju, planovima i aktivnostima osiguranja kvaliteta na Univerzitetu. Navedene aktivnosti su obilježje i postakreditacionog perioda u kome Univerzitet održava tempo ovih aktivnosti i vrši pripreme za reakreditaciju tokom 2018 godine. U tom smislu, a postupajući po odredbama člana 17. Pravilnika o akreditaciji visokoškolskih ustanova na području ZDK (Pravilnik), te shodno Rješenju o akreditaciji, Senat Univerziteta je u aprilu 2015. godine na prijedlog Odbora za kvalitet Univerziteta, usvojio Akcioni plan naknadnih aktivnosti za poboljšanje kvaliteta. Isti je nastao kao rezultat niza radnih sastanaka i rasprava na svim organizacionim jedinicama Univerziteta posvećenih sačinjavanju prijedloga mjera i aktivnosti na otklanjanju uočenih negativnosti i ispunjavanju preporuka iz izvještaja komisije eksperata tokom postupka akreditacije. Prema obavezama iz Rješenja o akreditaciji akcioni plan naknadnih aktivnosti za poboljšanje kvaliteta je objavljen na web stranici Univerziteta4. Plan sadrži 63 konkretne mjere za realizaciju preporuka iz izvještaja komisije, vremenski okvir i nosioce aktivnosti, kao i set kratkoročnih mjera i aktivnosti proisteklih iz redovne godišnje interne evaluacije za 2014 godinu. Jednom godišnje Odbor za kvalitet i Senat razmatraju izvještaj o preduzetim aktivnostima na realizaciji akcionog plana. Navedeni izvještaj predstavlja osnovu za proces institucionalne reakreditacije jer se prilikom reakreditacije provjerava ispunjenost uslova za nastavak obavljanja djelatnosti visokog obrazovanja, uzimajući u obzir napredak postignut od prethodnog postupka akreditacije. 4 http://unze.ba/bitni-dokumenti/

In 2014, the external evaluation of the third cycle study program at the Faculty of Health was also performed by a selected foreign expert commission. Thus, this is one of the most important periods for the development of the quality assurance system at the University, and in addition to this, it is marked by the continuous work of the Quality Committee of the University and OUs, regular semesteral evaluations of the teaching process through student surveys, organization of an international scientific expert conference on quality every second year, continuous quality education through internal and external seminars, participation in domestic and international projects in the domain of quality assurance, regular reporting to the Senate and other expert bodies on the state, plans and activities of quality assurance of the University. These activities are a characteristic of the post-accreditation period in which the University maintains the pace and prepares for reaccreditation during 2018. In this regard, and in accordance with the provisions of Article 17 of the Rulebook on Accreditation of HE Institutions in the Area of the ZDC (Rulebook), and following the Accreditation Decision, the Senate of the University, based on the proposal of the Quality Committee of the University, adopted an Action plan for quality improvement in April 2015. This was the result of a series of working meetings and discussions at all organizational units of the University devoted to the drafting of measures and activities to eliminate the observed deficiencies and to fulfill the recommendations from the report of commission of experts during the accreditation process. According to the obligations in the Accreditation Decision, the action plan for subsequent quality improvement activities is published on the University's website. The plan contains 63 concrete measures for implementing recommendations from the Commission's report, a time frame and implementers, as well as a set of short-term measures and activities derived from regular annual internal evaluation for 2014. Once a year, the Quality Committee and the Senate are considering a report on the activities undertaken on the implementation of the action plan. This report is the basis for the process of institutional reaccreditation, because during the reaccreditation the fulfillment of the conditions for continuation of higher education activities will be checked, taking into account the progress made since the previous accreditation procedure.


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Pored praćenja i realizacije mjera iz akcionog plana poboljšanja, u ovom periodu je rađeno na izradi novih i reviziji postojećih dokumenata sistema osiguranja kvaliteta, vršeno prilagođavanje dokumentacije zahtjevima revidiranih ESG, odnosno konsolidovanim kriterijima za akreditaciju, uspješno je uspostavljen i sistem za praćenje pedesetak ključnih indikatora stanja (KPI) na nivou Univerziteta. Na slici 2. predstavljen je prozor aplikacije za unos i proračun ključnih indikatora stanja koji mogu efikasno da posluže za donošenje strateških odluka, a dobra su osnova i za interna i/ili eksterna rangiranja i komparaciju sa drugim visokoškolskim institucijama.

In addition to the monitoring and implementation of the measures from the Action Plan for improvements, in this period it has been worked on development of new and revision of existing documents of the quality assurance system, as well as on adaptation of documentation to the requirements of the revised ESGs, i.e. consolidated accreditation criteria. Also, a system for monitoring of about 50 key performance indicators (KPI) at the University level has been established. Figure 2 presents a window of application for the input and calculation of key performance indicators which can effectively help by making strategic decisions, and in addition, they provide a good basis for internal and/or external ranking and benchmarking with other higher education institutions.

Slika 2. Izvod sa web platforme softverskog prikaza vođenja i izračuna KPI na Univerzitetu [8]

Figure 2. Excerpt from the web platform of the KPI management and calculation software at the University [8]

4. PRAVCI DALJNJEG RAZVOJA

SISTEMA OSIGURANJA KVALITETA S obzirom na dosadašnju praksu i trendove razvoja ESG standarda očigledno je da razvoj sistema kvaliteta u visokom obrazovanju ide u pravcu osiguravanja kvaliteta kroz daljnji razvoj akreditacionog procesa i uspostavu registra akreditiranih visokoškolskih institucija. Potvrđuju to i obaveze pristupanja BiH europskoj uniji.

4. DIRECTIONS OF FURTHER DEVELOPMENT OF QUALITY ASSURANCE SYSTEM Considering the current practice and trends in the development of ESG standards, it is obvious that the development of the quality system in higher education will be based on ensuring quality through further development of the accreditation process and the establishment of a register of accredited higher education institutions. It is also confirmed by the obligations of joining B&H to the European Union.


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Naime, stupanjem na snagu Sporazuma o stabilizaciji i pridruživanju5 između Evropskih zajednica i njihovih država članica, sa jedne strane i BiH sa druge strane, 01.06.2015.godine, članom 100., BiH se obavezala da će ''prioriteti za sisteme visokog obrazovanja biti da postignu ciljeve iz Bolonjske deklaracije u okviru međuvladinog Bolonjskog procesa''. To naravno podrazumjeva i jasno opredjeljenje u pogledu daljnjeg razvoja sistema osiguranja kvaliteta u visokom obrazovanju BiH sa nastavkom evaluacionog i akreditacionog postupka kao osnovom za obezbjeđenje i poboljšanje kvaliteta u skladu sa trendovima njegovog razvoja u EHEA. Dakle, Univerzitet kao i druge visokoškolske ustanove, po isteku roka važenja postojećeg Rješenja o akreditaciji, treba reakreditirati. S obzirom da je proces reakreditacije suštinski identičan postupku akreditacije, a zbog njene složenosti i učešća većeg broja aktera (studenti, nastavno i administrativno osoblje, predstavnici Ministarstva, stakeholderi) neophodno je izvršiti adekvatne pripreme za ovaj proces. To sa aspekta Univerziteta podrazumijeva identifikaciju zahtjeva u tom pogledu, otklanjanje administrativnih problema i rješavanje eventualnih dilema koje prate taj proces. Osnovni preduslov za otpočinjanje procesa i podnošenje zahtjeva za reakreditaciju nadležnom ministarstvu je izrada interne evaluacije stanja za period od posljednje akreditacije do podnošenja zahtjeva za reakreditaciju. Stoga je, zbog usvajanja konsolidovanih kriterija za akreditaciju neophodno izvršiti i prilagoditi sadržaj internih evaluacija na nivou institucije i studijskih programa navedenim kriterijima. Sljedeće pitanje koje visokoškolske institucije moraju razrješiti je pitanje načina akreditacije studijskih programa u sklopu institucionalne akreditacije/reakreditacije. Zbog većeg broja studijskih programa na svim visokoškolskih institucijama, a posebno javnim univerzitetima, a s tim u vezi i potrebnim finansijskim sredstvima za akreditaciju studijskih programa pojedinačno ovo može biti ozbiljniji problem. Stoga je neophodno analizirati preporuke i načine mogućeg objedinjavanja većeg broja studijskih programa u klastere za koje bi se onda vršila akreditacija.

5http://www.dei.gov.ba/bih_i_eu/ssp/doc/default.aspx?id=743&langTag=bs-BA

Namely, by the coming into force of the Stabilization and Association Agreement6 between the European Community and its Member States, on the one side, and B&H, on the other side, on June 1, 2015, throgh the Article 100, B&H committed itself that "the priorities for higher education systems will bevto achieve the goals of the Bologna Declaration within the intergovernmental Bologna Process". This, of course, implies a clear commitment to the further development of the quality assurance system in higher education in B&H, with the continuation of the evaluation and accreditation process as a basis for ensuring and improving quality in accordance with the trends of its development in EHEA. Therefore, the University as well as other higher education institutions, after the expiring of the validity of the existing Accreditation Decision, should be reaccredited. Given that the reaccreditation process is essentially identical to the accreditation process, due to its complexity and participation of a large number of actors (students, teaching staff, administrative staff, representatives of the Ministry, stakeholders) it is necessary to make adequate preparations for this process. This from the University's point of view implies the identification of requirements in this regard, the removal of administrative problems and the resolution of possible dilemmas that accompany this process. The basic prerequisite for starting the process and submitting a request for reaccreditation to the relevant ministry is to develop an internal evaluation of the state for the period from the last accreditation to the submission of the re-accreditation request. Therefore, due to the adoption of consolidated accreditation criteria, it is necessary to make and adjust the content of internal evaluations at the level of both, the institution and the study programs, to the above criteria. The next issue that the higher education institutions need to resolve is the issue of how to accredit study programs as part of institutional accreditation/reaccreditation. Due to the large number of study programs at all higher education institutions, and in particular at public universities, considering the necessary financial resources for the accreditation of study programs, this can be a serious individual issue. Therefore, it is necessary to analyze the recommendations and ways of possible joining of a large number of study programs in clusters for which accreditation would then take place.

6http://www.dei.gov.ba/bih_i_eu/ssp/doc/default.aspx?id=743&langTag=bs-BA


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Time se može utjecati na dobijanje znatno manjeg finansijskog opterećenja u postupku akreditacije, a moguće i efikasnijim učiniti postupak pripreme za recenziju i eksternu evaluaciju cijele lepeze studijskih programa koji se realizuju na visokoškolskoj ustanovi. Nakon toga neophodno je definisati radne timove za pripremu nastavnog i administrativnog osoblja, potrebne dokumentacije i raspoloživih resursa za proces eksterne evaluacije i pružanje dokaza za navode iz interne evaluacije komisiji stručnjaka koja će vršiti eksternu evaluaciju, uključujući i posjetu visokoškolskoj instituciji. Za realizaciju ovih zadataka, kao i razrješenje brojnih problema i dilema koje prate proces reakreditacije, ali i kompletan proces uspostave i razvoja sistema osiguranja kvaliteta najvažnija je opredjeljenost rukovodstva/menadžmenta, istrajnost na putu poboljšanja, obezbjeđenje održivosti funkcionisanja sistema, njegovo integriranje u organizacionu strukturu i uključenost svih ili većine aktera i zainteresiranih strana u ovom procesu. Stoga je projektnim pristupom ovoj problematici neophodno definisati i planirati potrebne aktivnosti, identificirati njihove nosioce i učesnike, te terminirati vrijeme i rokove realizacije. Primjena projektnog pristupa se podrazumjeva kako za visokoškolske institucije koje tek kreću u proces izgradnje sistema osiguranja kvaliteta prema njegovoj neophodnoj institucionalnoj ili akreditaciji studijskih programa tako i za visokoškolske institucije koje vrše pripreme ili ulaze u proces reakreditacije. 5. ZAKLJUČNA RAZMATRANJA Nakon pristupanja Bolonjskom procesu, u BiH su učinjeni značajni iskoraci na institucionalnom uspostavljanju sistema osiguranja kvaliteta u visokom obrazovanju. Bolonjskim procesom uspostavljeni su ciljevi i jasan okvir za osiguranje kvaliteta kroz donošenje i razvoj ESG. Iako je nacionalni okvir za razvoj visokog obrazovanja u Bosni i Hercegovini prilično kompleksan, dosadašnje aktivnosti i postignuti rezultati na uspostavi sistema osiguranja kvaliteta pokazuju da je bolonjski zahtjev u ovom pogledu provodiv i pruža mogućnosti za njegov daljnji razvoj. Međutim, ozbiljnija analiza ukazuje da je dosadašnja izgradnja i razvoj sistema osiguranja kvaliteta više formalnog karaktera, s osnovnim ciljem ispunjavanja zahtjeva i dobijanja akreditacije.

This can affect a significant reduction in the financial burden in the accreditation process, making the preparation process for review and external evaluation of the entire range of study programs that are implemented at a higher education institution more efficient. After that, it is necessary to define working teams for the preparation of teaching and administrative staff, the necessary documentation and available resources for the external evaluation process, and providing evidence for internal evaluation findings to the commission of experts who will carry out an external evaluation, including a visit to a higher education institution. For the realization of these tasks, as well as for solving of many problems and dilemmas that follow the reaccreditation process, but also the whole process of establishing and developing the quality assurance system, the most important is the commitment of the management, the persistence on the way of improvement, ensuring the sustainability of the functioning of the system, its integration into the organizational structure and involvement of all or most of the stakeholders in this process. Therefore, the project approach to this problem requires definition and planning of the necessary activities, identification of their implementers and participants, and scheduling of the timing and deadlines for realization. The application of the project approach is understood for both, higher education institutions that are just starting the process of building a quality assurance system towards their necessary institutional or accreditation of study programs, as well as for higher education institutions that are preparing or entering the reaccreditation process. 5. FINAL CONSIDERATIONS After accession to the Bologna Process, significant steps have been taken in B&H on the institutional establishment of the quality assurance system in higher education. The Bologna Process has set goals and a clear framework for quality assurance through the adoption and development of ESG. Although the national framework for the development of higher education in B&H is rather complex, the past activities and achieved results on the establishment of a quality assurance system show that the Bologna requirement in this respect is implemented and provides opportunities for its further development. However, a more serious analysis suggests that the current build-up and development of the quality assurance system has more formal character, with the basic aim of meeting the requirements and obtaining accreditation.


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Pri tome se vrlo malo ili gotovo nikako razvoj sistema osiguranja kvaliteta ne koristi za poboljšanje procesa, odnosno brojne benefite koji iz tog procesa prozilaze. Osnovni benefiti koje većina visokoškolskih institucija prepoznaje se odnose na institucionalnu akreditaciju/reakreditaciju i akreditaciju studijskih programa. Naime, akreditacija je indirektno zakonom propisana obaveza visokoškolskih institucija. Propisuje to kako Okvirni zakon tako i Zakon o visokom obrazovanju na području Kantona. Naime, Članom 54. Okvirnog zakona istaknuto je da će nadležni državni organi, te drugi organi i organizacije u Bosni i Hercegovini, u svrhu zaposlenja ili javne funkcije, priznavati samo one akademske stupnje i diplome koje izdaju akreditirane visokoškolske ustanove, a članom 32. Zakona o visokom obrazovanju ZDK da je akreditirana i licencirana visokoškolska ustanova jedina ovlaštena dodjeljivati akademske titule i zvanja i izdavati diplome navedene u rješenju o akreditaciji, te se neće priznati akademske titule, stručna i naučna zvanja i diplome koje su izdale visokoškolske ustanove bez akreditacije i licence. Dakle, akreditacija je jedan od ključnih zahtjeva Bolonjskog procesa pretočen u zakonske odredbe. Vjerovatno je zbog toga ona najčešće samo formalnog karaktera. Suštinski akreditacija treba da se provodi s ciljem unaprijeđenja sistema osiguranja kvaliteta na visokoškolskim ustanovama i kontinuiranog podizanja standarda kvaliteta visokog obrazovanja u Bosni i Hercegovini na bazi pozitivnih iskustava i prakse razvijenih europskih država u ovoj oblasti. Benefiti akreditacije, pored formalnog ispunjavanja zakonske obaveze sadržani su u pogodnostima koje akademske institucije mogu dobiti uspostavom priznatog, odnosno akreditiranog sistema osiguranja kvaliteta na nivou programa, fakulteta ili univerziteta na nacionalnom i internacionalnom nivou. Prednosti su brojne, a neke od ključnih sadržane su u: uspostavljanju i postizanje realnih ciljeva; ispunjenju očekivanja i zahtjeva svih zainteresiranih strana; većoj odgovornosti, kako pojedinačnoj tako i institucionalnoj; privlačenju većeg broja korisnika, uključujući prije svega studente; udaljavanju visokoškolskih institucija od ''gašenja požara'' prema dugoročnom planiranju; motivaciji svih koji su uključeni u rad i djelatnost visokoškolske ustanove; integraciji rada i objedinjavanje organizacije visokoškolske

Doing so, the development of the quality assurance system is not significantly used for improvement of the process, or for numerous benefits that come from that process. The basic benefits that most higher education institutions recognize are institutional accreditation /reaccreditation and accreditation of study programs. Namely, accreditation is an indirectly prescribed obligation of higher education institutions. It is prescribed by the Framework Law and by the Law on Higher Education in the Canton area. Thus, Article 54 of the Framework Law emphasizes that the relevant state authorities, as well as other bodies and organizations in Bosnia and Herzegovina, for the purpose of employment or performing public function, will only recognize those academic degrees and diplomas issued by accredited higher education institutions, and Article 32 of the Law on higher education of ZDC underlines that an accredited and licensed higher education institution is the only authorized to award academic titles and titles and issue the diplomas listed in the accreditation decision, and will not recognize academic titles, professional and scientific degrees and diplomas issued by higher education institutions without accreditation and license. Therefore, accreditation is one of the key requirements of the Bologna Process which is transferred to legal regulations. Probably because of this, it has usually only a formal character. In essence, accreditation should be carried out with the aim of improving the quality assurance system at higher education institutions and continuously raising the quality standards of higher education in Bosnia and Herzegovina based on the positive experiences and practices of the developed European countries in this field. In addition to the formal fulfillment of the legal obligation, the benefits of accreditation for academic institutions include also establishing of a nationally or internationally recognized, or accredited quality assurance system at the level of programs, faculties or universities. The advantages are numerous, and some of the most important are: establishing and achieving realistic goals; meeting the expectations and demands of all stakeholders; greater responsibility, both individually and institutionally; attracting a large number of users, primarily students; the shifting of higher education institutions from short-term to long-term planning; the motivation of all those involved in the work and activities of the higher education institution; organizational integration and unification of the higher education institution;


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ustanove; efikasnijem korištenju ukupnih resursa; javnom priznanju i kredibilitetu visokoškolske institucije; dostignućima opšte prihvaćenih standarda koja se mogu dokazati i demonstrirati; poređenju sa drugim ustanovama u oblasti visokog obrazovanja; lakšem prihvatanju i suočavanju sa promjenama; standardizaciji dobre prakse; upravljanjem na sistematičan i transparentan način; spriječavanjem nepravilnosti, neizvijesnosti, mita i korupcije; efikasnijem inoviranju nastavnih planova i programa; atraktivnošću studija i zainteresovanošću studenata; povećanjem obima domaće i međunarodne akademske saradnje; ponašanjem svih u skladu sa utvrđenim pravilima ponašanja; precizno datim ovlaštenjima i odgovornostima za procese te se zna ko šta radi, kako, kada i zašto; većem stepenu planiranja svih procesa rada; razvoju kadrova i boljom motiviranošću; boljom saradnjom između nastavnog osoblja, osoblja podrške i studenata; adekvatanijim odgovorom na trendove i sl. Kroz dosadašnji ustroj i akreditaciju sistema osiguranja kvaliteta na visokoškolskim institucijama u BiH zapaženo je da tek uspostavljeni sistem i početna akreditacija ne pružaju promptno sve navedene efekte i rezultate. Stoga se mora voditi računa da je osiguranje kvaliteta putem njegove akreditacije dugoročan proces koji se razvija kroz organizacijsku kulturu, obrazovanje i proces učenja. S tim u vezi, svaka visokoškolska institucija sa novim akreditacionim ciklusom ili internom evaluacijom treba da nastavlja sa identifikacijom prilika za poboljšanje i ostvaranjem gore pomenutim benefita kao preduslova za kontinuirano unaprijeđivanje djelatnosti i njihovih razvojnih potencijala u budućnosti. Ovim radom autori su nastojali pored formalne strane izgradnje sistema osiguranja kvaliteta zbog akreditacije upravo ukazati i na njenu suštinsku stranu koja se ogleda u integraciji sistema osiguranja kvaliteta u opće prihvaćene norme i pravila ponašanja unutar visokoškolske organizacije. Kroz iskustva jedne javne visokoškolske institucije u Bosni i Hercegovini koja prati aktuelne trendove u osiguranju kvaliteta pokazano je da koncept primjene ESG putem evaluacije i akreditacije programa i institucija omogućava lakše prihvatanje i ispunjavanje propisanih zadataka koji su ranije smatrani suvišnim, beznačajnim i frustrirajućim.

more efficient use of total resources; public recognition and credibility of a higher education institution; the achievements of generally accepted standards that can be proved and demonstrated; benchmarking with other institutions in the field of higher education; easier acceptance and confrontation with changes; standardization of good practice; managing in a systematic and transparent manner; preventing irregularities, uncertainties, bribery and corruption; more effective innovation of curricula; the attractiveness of studies and students' interest; increasing the scope of domestic and international academic cooperation; behaving in accordance with established rules of behaviour; precisely defining of authority and responsibility for processes, by defining who is doing what, how, when and why; a greater degree of planning for all work processes; development of personnel and better motivation; better co-operation between teaching staff, support staff and students; more adequate response to trends and more. Through the current structure and accreditation of the quality assurance system at higher education institutions in B&H, it has been noticed that the newly established system and initial accreditation do not provide promptly all the stated effects and results. Therefore, care must be taken to ensure that quality assurance through its accreditation is a long-term process that is being developed through organizational culture, education and learning process. In this regard, each higher education institution with a new accreditation cycle or internal evaluation should continue to identify opportunities for improvement and achievement of the above mentioned benefits as a prerequisite for the continuous improvement of its activities and its development potentials in the future. Through the experience of a public higher education institution in Bosnia and Herzegovina that follows current trends in quality assurance, it has been shown that the concept of ESG application through the evaluation and accreditation of programs and institutions enables easier acceptance and fulfillment of prescribed tasks that were previously considered as excessive, insignificant and frustrating.


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Nametnutom obavezom primjene ESG i ispunjavanjem kriterija za potrebe akreditacije malo po malo propisane aktivnosti osiguranja kvaliteta postaju dio svakodnevnice i sastavni dio filozofije rada, odnosno kulture kvaliteta unutar visokoškolske organizacije. Takav način funkcionisanja visokoškolskih institucija i prihvatanje koncepta osiguranja kvaliteta od svih učesnika i jeste smisao stvaranja jedinstvenog prostora visokog obrazovanja kao krajnjeg cilja bolonjskog procesa.

Through the imposed application of ESG standards and by fulfilling the criteria for the needs of accreditation, prescribed quality assurance activities progressively become a part of everyday life and an integral part of the philosophy of work and of the organizational culture of the higher education organization. This way of functioning of higher education institutions leads to the development of a culture of quality and acceptance of the concept of quality assurance from all participants, what is the purpose of creating of a unique area of higher education as the ultimate goal of the Bologna Process.

5. REFERENCES - LITERATURA [1] Muhamedbegović, B., DŽanić, E., Dedić, E.,

plančić, I.: Revised ESG – Additional Impetus for Development of Higher Education in B&H, 10. Naučno-stručni skup sa međunarodnim učešćem”QUALITY 2017”, 263-268, Neum, B&H, 17. - 20 maj 2017.

[2] Petković, D., Plančić, I., Čabaravdić, M., Oruč, M.: Razvoj sistema osiguranja kvaliteta na Univerzitetu u Zenici, Bosna i Hercegovina – od osiguranja kvaliteta (QA) do poboljšanja kvaliteta (QI), ICRAE 2015 - 3rd International conference on:"research and education – challenges towards the future", Shkodra, Albania, October 23-24, 2015,

[3] Plančić, I., Abazović, A.: Doprinos tumačenju i implementaciji Europskih standarda i smjernica (ESG) u visokom obrazovanju u BiH, Zbornik radova, str. 829-834, 7. Naučno-stručni skup sa međunarodnim učešćem ”KVALITET 2011”, Neum, B&H, 01. – 04. juni 2011.

[4] Standardi i smjernice za obezbjeđivanje kvaliteta u Europskom prostoru visokog obrazovanja (ESG), Revidirana verzija ESG-a odobrena na Ministarskoj konferenciji u Jerevanu 14. i 15. maja 2015.

[5] Samoevaluacijski izvještaj, Agencija za razvoj visokog obrazovanja i osiguranje kvaliteta BiH, Banja Luka, decembar 2016.

[6] Akcioni plan naknadnih aktivnosti za poboljšanje kvaliteta, Univerzitet u Zenici, 2015.

[7] Upravljanje kvalitetom na visokoškolskim organizacijama u Bosni i Hercegovini, zaključci sa okruglog stola održanog 07.06.2017. godine na Mašinskom fakultetu u Sarajevu u organizaciji Asocijacije za kvalitet u BiH, Časopis Mašinstvo, Godina 14, br. 2, april-jun 2017.

[8] http://kpi.unze.ba:8080/apex/f?p=111:101:4102822931861966:::::

Coresponding author: Plančić Ibrahim University in Zenica, Faculty of Mechanical Engineering Email: [email protected] Phone: +387 (0)32 449 120

Mašinstvo 3(14), 143 – 150, (2017) S. Brdarević, et all.: SOME PROBLEMS OF…

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NEKI PROBLEMI UPRAVLJANJA VISOKOŠKOLSKIM INSTITUCIJAMA

SOME PROBLEMS OF MANAGING HIGHER EDUCATION

INSTITUTIONS

Brdarević Safet, Nermina Zaimović-Uzunović University of Zenica, Faculty of Mechanical Engineering Ključne riječi: visokoškolske institucije, problemi upravljanja Keywords: Higher education institutions, problems of managing Paper received: 01.08.2017. Paper accepted: 18.09.2017.

Stručni rad REZIME Visokoškolske institucije su posebni organizacijski i poslovni sistemi sa važnom ulogom u sistemu ukupne društvene reprodukcije. U skladu s tim sama djelatnost, misija, oblici organiziranja, glavne konture procesa, strukture, izlazi i ograničenja su, u većoj i manjoj mjeri, određeni od nadsistema države različitih nivoa organizacije. Visokoobrazovne institucije su složeni sistemi u kojima se odvijaju specifični procesi kojima se mora upravljati da bi se zadovoljila očekivanja različitih učesnika i zainteresiranih strana studenata (kupci), države (takođe kupac), poslodavaca i zaposlenika visokoškolskih institucija. U procesu upravljanja visokoškolskim institucijama javljaju se određeni problemi koji smanjuju rezultat rada. U radu su obrađeni neki problemi upravljanja visokoškolskim institucijama u Bosni i Hercegovini.

Professional paper

SUMMARY Higher education institutions are special organizational and business systems with an important role in the system of overall social reproduction. Accordingly, the activity itself, the mission, the forms of organization, the main contours of the process, structure, outcomes, and constraints are, to a greater or lesser extent, determined by the supersystem of the state at different levels of organization. Higher education institutions are complex systems where specific processes are underway to be managed in order to meet the expectations of the various participants and stakeholders of the students (customers), state (also customer), employers and employees of higher education institutions. In the process of managing higher education institutions, there are some problems that reduce the results of the work. This paper deals with some issues of management of higher education institutions in Bosnia and Herzegovina.

1. UVOD Visoko obrazovanje je jedan od važnih temelja razvoja svakog društva.Sve promjene koje se dešavaju u društvu odražavaju se na rad i funkcioniranje visokog obrazovanja. Promjene koje se dešavaju u okruženju i standardi koji se postavljaju pred visoko obrazovanje, imaju za cilj ujednačavanje visokog obrazovanja u evropskom prostoru. Bolonjski proces [1] je reformski proces započet potpisivanjem Bolonjske deklaracije definira visoko obrazovanje kao javno odgovorno. Kroz dokumente, koji su potom uslijedili [1], jasnije se uređuju obaveze i odgovornosti visokoškolskih institucija i cijelog sistema visokog obrazovanja.

1. INTRODUCTION Higher education is one of the most important basis of the development of every society. All changes that take place in society reflect on the work and functioning of higher education.The changes that take place in the surroundings, and the standards set for higher education, aim to equalize the higher education in the European space. The Bologna process has started the reform process by signing the Bologna Declaration [1] defining higher education as a public responsibility. Through the documents, [1] that followed, the responsibilities in general and responsibilities of higher education institutions and the entire higher education system are more clearly regulated.


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Univerziteti se, kao nosioci visokoškolskog obrazovanja i naučno istraživačkog rada, nalaze pred velikim izazovima. Uzroci tome su brojni i složeni. Danas su univerziteti na raskrsnici, a niko ne daje odgovor; kako dalje. Javni univerziteti suočeni su sa jakom konkurencijom privatnih univerziteta, odlaskom mladih na studije van BiH i nedostatkom motivacije nastavno istraživačkog osoblja i nekompetentnog menadžmenta univerziteta. Nauka kao ključna djelatnost univerziteta svedena je na najniži nivo. Finansiranje rada univerziteta nije adekvatno niti u dijelu nastavnih niti istraživačkih aktivnosti. Rad univerziteta, izazovi koji se postavljaju pred univerzitet, budućnost i sigurnost rada i razvoja univerziteta nisu razmatrani unutar univerziteta niti kroz bilo kakve analize društvenih pojava u tranzicijskom društvu. Procesi koji se odvijaju na različitim institucijama visokog obrazovanja nisu dovoljno istraženi jer se još uvijek uspostavljaju. Zbog toga nema ni jedinstvene ocjene reformskih procesa u visokom obrazovanju ni njihove naučne validacije. Postoje analize civilnog društva o pojedinim pojavama koje su posljedica promjena, kao i informacije o nekim pojavama koje se dešavaju unutar reformskih procesa. Izazovi su brojni i nije ih moguće sve analizirati u okviru jedne analize. Promjene koje se dešavaju u visokom obrazovanju zavise od vanjskih faktora iz okruženja i unutrašnjih faktora koji su povezani sa pojedinim institucijama visokog obrazovanja. Na vanjske faktore institucija može malo ili nikako da utiče, ali za unutrašnje faktore društveno je odgovorna isključivo institucija i njen menadžment i svi donosioci odluka. Zato treba posebnu pažnju posvetiti problemima koji su u nadležnosti menadžmenta, a prije svega definirati ključne probleme. 2. KRATKI PREGLED STANJA U

VISOKOM OBRAZOVANJU Broj visokoškolskih ustanova nakon 2000. naglo je rastao [2]. Pojava privatnih univerziteta u cijeloj regiji znatno je uticala na promjene unutar javnih visokolškolskih institucija. Za razliku od privatnih javni univerziteti nisu profitne institucije iako i jedni i drugi imaju društvenu odgovornost. Sada postoji 10 javnih institucija visokog obrazovanja od čega osam univerziteta i dvije visoke škole. Privatnih visokoškolskih institucija ima znatno više, čak 37, od čega se 18 naziva univerzitetima, a ostalo su visoke škole i koledži .

Universities are, as holders of higher education and scientific research, facing with great challenges. The causes are numerous and complex. Today, universities are at the crossroads, and no one answers; what to do next. Public universities are faced with the strong competition of private universities, the departure of young people to studies outside B&H and the lack of motivation of teaching research staff and incompetent university management. Science as the core activity of the university is reduced to the lowest level. Funding of university work is not adequate either in the part of teaching or research activities. The university's work, the challenges posed to the university, the future and the safety of university work and development are not considered within the university or through any analysis of social phenomena in a transition society. Processes that take place at various institutions of higher education are not sufficiently explored because they are still being established. Because of this, there are no unique grades of reform processes in higher education or their scientific validation. There are civil society analyzes of individual phenomena that are the result of changes, as well as information on some phenomena that occur within the reform processes. Challenges are numerous and it is not possible to analyze them all within one analysis. The changes that take place in higher education depend on external factors from the environment and internal factors associated with individual institutions of higher education. The institution have little or no influence on external factors, but institution and its management and all decision-makers inside the university are responsible for solvig problems. Therefore, special attention should be paid to the problems that are within the competence of the management and, above all, to define key issues. 2. BRIEF OVERVIEW OF THE SITUATION IN HIGHER EDUCATION The number of higher education institutions since 2000 has grown rapidly [2]. The emergence of private universities throughout the region has made a significant impact on changes within public higher education institutions. Unlike private public universities, public universities are not profitable institutions, although each and every one has social responsibility. There are now 10 public higher education institutions, of which eight universities and two high schools. Private higher education institutions have far more than 37, of which 18 are called universities, and there are still high schools and colleges.


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Broj studenata od početka 2000. je rastao sa porastom broja visokoškolskih ustanova što se vidi u Tabeli 1. Nakon 2012. godine broj upisanih studenata na univerzitete u BiH opada. Razlozi za pad broja studenata su višestruki, ali pojave nisu istražene i ne može se sa sigurnošću govoriti o tome koji su razlozi dominantni.

The number of students since the beginning of 2000 has increased with the increase in the number of higher education institutions, as shown in Figure 1. After 2012, the number of students enrolled in universities in B&H is declining. The reasons for the drop in the number of students are multiple, but the occurrences are not explored and can not be safely talked about the reasons that are dominant.

Tabela 1. Broj studenata na univerzitetima u BiH [2] Table 1. Number of students at universities in B&H [2]

Akademska godina Academic year 2012/13 2013/14 2014/15 2015/16 2016/17

Broj studenata Number of students 116567 112922 109259 105304 100000

Broj diplomanata naglo je porastao od 2003. do 2012. a potom opada, što je prikazano na slici 1.

The number of graduates increased sharply from 2003 to 2012 and then declined, as shown in Figure 1.

Slika 1. Studenti koji su diplomirali na BiH univerzitetima [2]

Figure 1. Graduated students in B&H universities [2] Bez obzira na pad broja studenata broj nastavnika i saradnika koji izvode nastavni proces vrlo malo se mijenja. Da li se kapaciteti preusmjeravaju na naučne aktivnosti trebalo bi vidjeti na osnovu broja objavljenih radova ili realiziranih projekata. Nastavno osoblje u stalnom radnom odnosu čini cca 50% zaposlenih u visokom obrazovanju. Ostalih 50% su angažirani u dodatnom radnom odnosu. 5301 stalno zaposlenih nastavnika i saradnika realizira nastavni proces što znači da 20 studenata opslužuje jedan stalno angažovani nastavnik/saradnik.

Regardless of the drop in the number of students, the number of teachers and associates is not changed significantly. Whether the capacities are diverted to scientific activities should be seen on the basis of the number of published works or realized projects. Teaching staff in permanent employment make up about 50% of the employed in higher education. The other 50% are engaged in part time employment. 5301 full-time employed teachers and associates realize the teaching process, which means that 20 students are served by one permanently employed teacher / associate.

60396848

8127

10003

12199

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1698118177 17955 18365 18618

1692215788

14487

0

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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Broj diplomiranih po godinama - Number of graduates per year


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3. TRENUTNI IZAZOVI U VISOKOM OBRAZOVANJU

Svaka visokoškolska ustanova deklarira svoju misiju i viziju kao dugoročne okvirne ciljeve svog rada i interesovanja. Često je to obrazac koji svaki univerzitet u startu prepisuje ne vodeći računa o ostvarivosti i specifičnosti svoje misije. Ako se pitanje misije i vizije smatra formalnim, šta je to što treba da provodi rukovodstvo univerziteta. Šta su pravci djelovanja rukovodstava univerziteta i da li je na sceni stagnacija univerziteta? Koji su to problemi koji su nastali unutar institucija visokog obrazovanja sa kojima se suočavaju visokoškolske institucije i njihova rukovodstva? 4. AUTONOMIJA VISOKOŠKOLSKIH

INSTITUCIJA Autonomija visokoškolskih institucija određena je Okvirnim zakonom o visokom obrazovanju BiH [3]. Različiti aspekte autonomije visokoškolskih ustanova analizirani su u studiji koju su uradili Tomas Esterman i Terhi Nokkala, Neovisnost univerziteta u Evropi, [4]. Pominju se najvažniji aspekti autonomije dati u Lisabonskoj deklaraciji. Aspekti autonomije se mogu svesti na četiri osnovne kategorije i to su: organizacijska, finansijska, kadrovska i akademska autonomija. Sve one zajedno daju sliku autonomije visokoškolskih institucija. 4.1. Organizaciona autonomija Univerziteti- visokoškolske institucije su snažne i neovisne institucije koje samostalno odlučuju o svojoj strukturi. Autonomija univerziteta ogleda se u činjenici da univerziteti mogu donositi samostalno odluke o različitim aspektima koji se tiču univerziteta bez uticaja političkih partija i struktura izvršne vlasti.Upravljački sistemi visokoškolskih institucija određeni su zakonima. Dvojni upravljački sistem sastoji se od upravnog odbora i senata koji dijele ovlasti. Upravni odbor, koga imenuje poslodavac odgovoran za dugoročne strateške odluke, (odluka o strukturama, strateškim planovima, eventualnom izboru rektora, usvajanju izvještaja o radu univerziteta i rektora, planova rada i budžeta univerziteta) Senat je odgovoran za akademska pitanja kao što su nastavni planovi i programi, ocjenjivanje, izbori u nastavna i istraživačka zvanja.

3. CURRENT CHALLENGES IN HIGHER EDUCATION

Each higher education institution declares its mission and vision as the long-term framework of its work and interest. Often this is a form that every university at the beginning is overlooked without taking into account the feasibility and specificity of its mission. If the issue of mission and vision is considered formal, what should be done by the leadership of the University. What are the directions of the leadership of the university and whether the stagnation of the university is on the scene? What are the problems that have arisen in the institutions of higher education faced by higher education institutions and their leadership? 4. AUTONOMY OF HIGHER

EDUCATION INSTITUTIONS Autonomy of higher education institutions is defined by the Framework Law on Higher Education in BiH [3]. Various aspects of the autonomy of higher education institutions were analyzed in a study by Tomas Esterman and Terhi Nokkala, Independence of the University of Europe, [4]. They mention the most important aspects of autonomy given in the Lisbon Declaration. Autonomy aspects can be reduced to four basic categories, namely: organizational, financial, human and academic autonomy. All of them give a picture of the autonomy of higher education institutions. 4.1. Organizational autonomy Universities - higher education institutions are strong and independent institutions that independently decide of their structure. The autonomy of the university is reflected in the fact that universities can make independent decisions about different aspects concerning the university without influencing political parties and the structures of executive power. The governing systems of higher education institutions are defined by the laws. Universities in B&H as public institutions have a dual governance structure. The dual control system consists of the Steering board and Senate whose are sharing the powers. The Steering board appointed by the employer is responsible for long-term strategic decisions (decision on institucional structures, strategic plans, eventual election of a rector, adoption of university and rector reports, work plans and university budgets) The Senate is responsible for academic issues such as the academic staffing are curricula and sulabys, evaluation, appointments of teaching and research stuff.


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Upravni odbor je vanjska kontrola univerzitetskog rada koju provodi društvo nad univerzitetom. Univerziteti u BiH kao javne ustanove imaju dvojnu upravljačku strukturu. Tendencije da se dio autonomije uskrati univerzitetima i prenese na vladajuće strukture je permanentna opasnost za autonomiju univerziteta. Izbor upravljačke strukture bira nadležno ministarstvo, a potvrđuje skupština kantona (entiteta) u čijoj je nadležnosti univerzitet. Glavni faktor sadašnjih i budućih reformi visokog obrazovanja je uvođenje odgovornosti prema društvu a ne samo prema trenutnoj vlasti. Javna je tajna da izbor vodeće osobe-rektora bira senat univerziteta, kad je potpuno jasno da tekuće političke strukture biraju rektore. Zbog takvog izbora proizlaze i posljedice, da izabrani na čelu institucije ne predstavlja autonomnu instituciju, nego instituciju koja djeluje u skladu sa voljom vlasti koja ga je postavila. U pravilu to nije najbolje rješenje ni sa aspekta stručnih i rukovodnih kompetencija koje se formalno verificiraju kroz provedenu proceduru i konkursne kriterije. Upravni odbor koji imenuje nadležno ministarstvo također je rezultat volje vlasti a ne kompetencija i stručnosti njegovih članova i njihove vizije i uloge univerziteta. 4.2. Finansijska autonomija Finansijska autonomija je pravo visokoškolske institucije na kontrolu i raspoređivanje budžeta namijenjenog instituciji i osnovni je stub autonomije. Naime, u ovom dijelu autonomija se najmanje poštuje. Više je oblika na osnovu kojih se finansijska autonomija krši. Posebno je to vidljivo kroz trezorski način poslovanja u kom osnivač – nadležni organ kontrolira potrošnju sredstava. Ne odobravaju se isplate ili se kasni više mjeseci pa i godina. Vrši se blokiranje potrošnje dodijeljenih grantova. Učešće u međunarodnim projektima je onemogućeno ili jako otežano zbog uskraćivanja korištenja sredstava iz međunarodnih projekata. Najveći problem je ograničavanje raspodjele vlastitih nebudžetskih prihoda koja zaposelni na visokoškolskim institucijama zarade kroz usluge na tržištu rada i sredstava od školarina.

The Steering Board is the external control of the university work carried out by the university society. The tendency for a part of autonomy to be denied to universities and transferring to governing structures is a permanent threat to the autonomy of the university. The election of the governing structure is chosen by the competent ministry and is confirmed by the assembly of the canton in whose jurisdiction the university is. The main factor of current and future higher education reform is the introduction of responsibility towards society and not just to current government. It is a public secret that the choice of the leading person-rector is chosen by the university senate, when it is clear, that rector is chosen by the current political structures. Because of such kind of choice, the consequences is , that the election of the leading executive person of the institution is not an autonomous in making decisions, and operates in accordance with the will of the government that set it up. In general, this is not the best solution either from the aspect of professional and managerial competences. Competences are formally verified through the procedure and the public competiotion established criteria. The Steering board nominated by the competent ministry is also a result of the will of the authorities, not the competence and expertise of non-members and their vision and the role of the university. 4.2 Finacial autonomy Financial autonomy is the right of a higher education institution to control and arrange the budget allocated to the institution and it is the basic pillar of autonomy. Namely, in this part of autonomy, the least respect is given. There are more ways in which financial autonomy is violated. This is especially evident through the treasury mode of operation in the founder - the competent body controls the spending of funds. Payments are not approved or are delayed for several months and years. Blocking the use of grants has been assigned. Participation in international projects is disabled or very difficult because of the denial of the use of tracking funds of international projects. The biggest problem is limiting the distribution of institutional own non-wage income to the higher education institutions earned through labor market services and scholarships.


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Sva nabrojana ograničenja finansijske autonomije utiču na kvalitet rada visokoškolskih institucija u kome se gubi kontakt sa privredom i društvenim organizacijama. Institucije visokog obrazovanja postaju vršioci nastavnih aktivnosti bez kontakta sa budućim poslodavcima diplomanata. Poseban aspekt finansijske autonomije su plate zaposlenih i mogućnost uticaja unutar univerziteta na stimuliranje rada. Visokoškolske ustanove predlažu pravilnike po kojima će se plaćati rad zaposlenih unutar univerziteta. Odluke donose nadležne državne institucije. Zapošljavanje novih nastavnika i asistenata nije u nadležnosti visokoškolskih institucija i o tome odlučuju u potpunosti državni organi. Isto se odnosi i na ostale zaposlenike koji obavljaju administrativno tehnike poslove. Posljedica takvog odnosa je smanjenje broja nastavnog osoblja mlađe dobi pa sve veći dio nastave vode asistenti - spoljni saradnici. Otvaranje novih studijskih odsjeka je dodatno opterećenje za nastavnike zbog čega ostaje malo vremena za naučni i stručni rad. Okretanje univerziteta sve više ka edukaciji, a sve manje prema naučnom i stručnom opasno je i vodi ka degradaciji kvaliteta nastavnog procesa. 4.3. Akademska autonomija Akademska autonomija je pravo univerziteta da određuju svoju institucionalnu strategiju , da otvaraju nove studijska programe i njihove sadržaje, odlučuju o osiguranju kvaliteta studijskih programa i diploma i biraju nastavnike i saradnike u nastavna i istraživačka zvanja. Ima slučajeva kada državni organi nalažu, vođeni političkim odlukama, otvaranje novih studijskih odsjeka, bez obzira što ih nisu predložili univerziteti. Resorna ministarstva donose odluke o prihvatanju ili odbijanju predloženih studijskih odsjeka, derogirajući obrazloženja, odluke i kompetencije predlagača. Na taj način se najgrublje i bez obrazloženja ruši autonomija univerziteta u njenom izvornom obliku. Univerziteti definiraju svoje strategija u skladu sa startegijama ministarstava i razvojnim planovima, a subjekat su licenciranja i akreditiranja u skladu sa usvojenim kriterijima koje su propisale institucije.

All listed limitations of financial autonomy affect the quality of work of higher education institutions. Institutions lose contact with the economy and social organizations, and the institutions of higher education become practitioners of educational activities without contact with employers for graduated students. The particular aspect of financial autonomy is the payroll of employees and the possibility of influencing the university to stimulate work. The Institutions of higher education propose rules for paying the work of the employees within the university. Decisions are made by competent state institutions. The recruitment of new teachers and assistants is not within the competence of higher education institutions and it is entirely decided by the state organs. The same applies to other employees who perform administrative work. The consequence of such a relationship is the decrease in the number of young persons in teaching staff, and the greater part of the teaching is provided by assistants - external associates. New study units and corresponding programs are additional tasks on teaching stuffs and leave them less time for scientific and professional work. Turning universities increasingly into education, less to scientific and professional work is dangerous and leads to the degradation of the quality of the teaching process. 4.3 Academic autonomy Academic autonomy is the right of the university to determine its institutional strategy, to open new study programs and their content, to decide on the quality assurance of study programs and diplomas, and to select teachers and associates in teaching and research professions. There are instances where state organs claim, driven by political decisions, the opening of new study units, regardless of the fact that universities have not proposed them couse of lack of resources. Respective ministries make decisions on accepting or rejecting the proposed study units, derogating proofs and explanations, decisions and competencies of the proposers. In this way, the worst and most unjustified way is to undermine the autonomy of the university in its original form. Universities define their strategies in line with the ministries' strategies and development plans, and are subject of licensing and accreditation in accordance with the criteria adopted by the institutions.


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5. ZAKLJUČCI U radu su prezentirani samo neki od problema upravljanja visokoškolskim institucijama. Najveći dio problema pripada proizlaz nedovoljno ili na neodgovarajući način uspostavljene autonomije deklarirane kroz dokumente po kojima rade visokoškolske institucije. Univerziteti rješavaju manje ili više uspješno probleme koji su unutrašnje prirode, dok se problemi vanjske prirode uglavnom ne rješavaju i njihovo jasno definiranje zahtijeva posebno istraživanje.

5. CONCLUSIONS Only some of the problems of managing higher education institutions are presented in this paper. Most of the problem lies in insufficient or inadequate way of establishing autonomy declared through the documents by which higher education institutions work. Universities solve less or less successful internal issues, while external issues are largely unresolved and their clear definition requires special research.

6. REFERENCES - LITERATURA [1] https://www.ehea.info/pid34363/ministeria

l-declarations-and-communiques.html [2] http://www.bhas.ba/index.php?option=com

_publikacija&view=publikacija_pregled&ids=1&id=21&n=Obrazovanje

[3] http://www.hea.gov.ba/Dokumenti/Zakoni-propisi/?id=105

[4] http://www.eua.be/Libraries/publications/University_Autonomy_in_Europe_II_-_The_Scorecard.pdf?sfvrsn=2

Coresponding author: Nermina Zaimović-Uzunović University in Zenica, Faculty of Mechanical Engineering Email: [email protected] Phone: +387 (0)32 449 120


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Mašinstvo 3(14), 151 – 161, (2017) P. Krebelj: TRENDS IN MAINTENANCE

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TRENDOVI U ODRŽAVANJU

TRENDS IN MAINTENANCE

Peter Krebelj, mag. posl. stud. SŠTS Ljubljana, Slovenia Ključne riječi: Industrija 4.0, pametni uređaji, IoT, Big Data Keywords: Industry 4.0, smart devices, IoT, Big Data Paper received: Paper accepted:

Prethodno saopštenje REZIME Održavanje se s vremenom mijenjalo. Danas ulazimo u četvrti period, što dovodi do velikih promjena u oblasti proizvodnje, rada i njihovog razumijevanja. Integrišući uređaje koji će osigurati povezivanje i razmjenu informacija između mašina i uređaja, stići ćemo u svijet u kojem će svaki pojam počinjati riječju "pametni". S razvojem industrije razvijalo se i razmišljanje o radu. Povezivanje uređaja vodi nas do nove sfere pametnih uređaja povezanih u veliku mrežu. IoT (Internet of Things) predstavlja rješenje za budućnost. Prikupljanje informacija dobilo je novo značenje. Masovni podaci (Big Data) su ključ za pronalaženje novih načina i dobijanje novih ideja iz sadašnjih informacija.

Preliminary notes

SUMMARY Maintenance has been changing over the period. Today we are moving to the fourth generation of Industry, where we are talking about great changes in field of production, work and understanding thereof. With device integration we will take care of the integration and exchange of information between machines and devices. Everything we start with word smart. With the development of the industry it has developed a mentality works. Connecting devices into one big network is leading us to the new sphere and new opportunities. IoT is answer for the future. Collecting of the information has got new meaning. Big Data is a key, to find new ways and get new idea out of the current information’s.

1. UVOD Održavanje danas predstavlja važan faktor i istovremeno važan doprinos ciljevima održivog razvoja u društvu. Uključuje i aspekte životne sredine, i uštedu energije, aspekte sigurnosti i ekonomske aspekte. Napredno održavanje igra ključnu ulogu, kako u poboljšanju, tako i u samom razvoju društva. Bez uspješnog upravljanja, tehnološki napredak ne bi bio onakav kakav bi mogao biti. Zbog toga pouzdanost i dostupnost mašina i uređaja predstavlja ključni faktor konkurentnosti, posebno sa stanovišta razvoja aplikacija, sigurnosti i dostupnosti. Automatizacija i integrirana obrada omogućili su razvoj boljih i naprednijih tehnoloških sistema, koje je opet teže kontrolirati, održavati i osigurati da se izbjegnu ranjivosti koje bi utjecale na funkcioniranje sistema. U ovom trenutku, svi su čuli za različite ranjivosti, kao što je na primjer virus WannaCry, koji je u jednom trenutku onesposobio čak i neke slovenačke kompanije.

1. INTRODUCTION Maintenance is today an important factor and simultaneously an important contribution to the goals of sustainable development in society. It also includes aspects of the environment, energy savings, aspects of security and economic aspects. Advanced maintenance plays a key role both in improvement and in development of the society. Without successful management, technological advancement would not be as it may have been. Therefore, the reliability and availability of machines and devices is a key factor of competitiveness, especially from the point of view of application development, security and availability. Automation and integrated processing enabled the development of better and more advanced technology systems, which are again more difficult to control, maintain and ensure to avoid vulnerabilities that would affect the functioning of the system. At this point, everyone has heard of various vulnerabilities, such as the WannaCry virus, which once disabled even some Slovenian companies.


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Pouzdanost, dostupnost i životni vijek pri dizajniranju nekog sistema ključni su faktori prilikom odlučivanja o nadogradnjama ili novim investicijama u industrijskom okruženju. Popravke su prihvatljive samo ako je vrijeme potrebno za popravku i ponovno pokretanje sistema dovoljno kratko.

Reliability, availability and lifetime within system design are the key factors in deciding on upgrades or new investments in an industrial environment. Corrections are only acceptable if the time needed for repair and restart of the system is short enough.

Slika 1. Vizija napretka tehnologije održavanja

Figure 2. The vision of the advancement of maintenance technology

Ako pogledamo malo unazad, vidimo da se u posljednjih 40 godina način održavanja tehnologije promijenio više nego što se moglo predvidjeti. Tehnički gledano, i sa stanovišta metodoloških pristupa, možemo reći da su promjene bile velike. Današnje održavanje nije ograničeno samo na jednostavne popravke kada dođe do kvara sistema, već utječe i na dalji razvoj društva i životne sredine, ličnu sigurnost i sigurnost zaposlenih, energetsku efikasnost i finansijske aspekte. Kompanije su s vremenom otkrile da održavanje danas ne znači samo prekid rada, već i kritičan faktor utjecaja na konkurentnost kompanije na tržištu. Kako je Moubray napisao u svom radu Održavanje usmjereno na pouzdanost, održavanje se može podijeliti na tri generacije:

Looking back slightly, we see that in the last 40 years, the character of technology maintenance has changed more than it could have been predicted. Technically speaking, from a standpoint of methodological approaches, we can say that the changes were large. Today's maintenance is not limited to simple repairs when the system has malfunctions, but also affects the further development of society and the environment, personal safety and security of employees, energy efficiency and financial aspects. Over time, companies have discovered that the maintenance today does not only mean a break from work, but also a critical factor in influencing the company's competitiveness in the market. As Moubray wrote in his paper Maintenance focused on reliability, maintenance can be divided into three generations:


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- Prva generacija, koja pokriva period do Prvog svjetskog rata. Tokom ovog perioda u industriji su se koristile jednostavnije mašine i uređaji. Rukovodstvo nije bilo previše zabrinuto kad se proizvodnja prekidala zbog kvara. Kad se ispostavilo da neki uređaj ipak radi, samo je trebalo potrošiti malo vremena na podmazivanje. Nije bilo potrebe za sistematskim održavanjem ili posebnim vještinama za radnike na održavanju.

- Drugu generaciju predstavlja period poslije Drugog svetskog rata do 1970. godine. Zbog samoga rata došlo je do povećanja potražnje za robom, što je dovelo do smanjenja vremena potrebnog za proizvodnju. 1950-ih godina došlo je do razvoja složenijih uređaja i mašina kao rezultat smanjenog učešća ljudskog rada. Da bi se smanjio rad ljudi, bilo je potrebno osigurati da mašine i uređaji funkcionišu pouzdano. Trajanje zastoja je postalo važan faktor kojeg su nastojali smanjiti. Godine 1960. razvijeni su planirani zastoji i radovi održavanja, čime su sprečavali neplanirane zastoje u proizvodnji. Pojavila se i ideja da se životni ciklus uređaja mora produžiti, jer to smanjuje i troškove novih investicija.

- Treća generacija započela je negdje polovinom 1970-ih godina. Neplanirani zastoji postajali su sve manje prihvatljivi jer su samo utjecali na produktivnost, povećane troškove rada kao i utjecaj na potrošače. Tokom ovog perioda, počeo se primjenjivati sistem pravovremenosti (engl. just-in-time) koji je dodatno doprinio smanjenju troškova materijalnih zaliha i posljedično troškova rada.

Ako pogledamo industriju u proteklih nekoliko godina, može se vidjeti da je automatizacija postala ključ uspeha, s obzirom na to da se time dodatno smanjuje broj zaposlenih, troškovi se dalje smanjuju, zastoji mašina i uređaja moraju biti minimizirani. Otkazi uređaja i mašina mogu se lako reflektovati u negativnom toku novca, itd. Danas je važan i utjecaj same industrije na životnu sredinu, u kojoj se nalazi. Kroz razvoj i nove zahtjeve, promijenio se i stav, a umjesto sistema "popravi kad se pokvari", dobili smo model "dizajna i poboljšanja".

- The first generation, covering the period until the World War One. During this period, the industry used simpler machines and devices. The management was not too worried when the production broke off due to a malfunction. When it turned out that a device still works, it only took a bit of lubrication time. There was no need for systematic maintenance or special skills for maintenance workers.

- The second generation represents a period after the World War Two until 1970. Due to the war, there was an increase in demand for goods, which led to a reduction in production time. The 1950s saw the development of more complex devices and machines as a result of reduced participation of human labour. In order to reduce human work, it was necessary to ensure that machines and devices function reliably. The deadlock duration has become an important factor that they have been trying to reduce. In 1960, planned downtimes and maintenance works were developed, thus preventing unplanned downtime in production. There was also the idea that the lifecycle of the device must be extended, as this also reduces the costs of new investments.

- The third generation started sometime in the mid-1970s. Unplanned downtimes became less and less acceptable as they only affected productivity, increased labour costs and impact on consumers. During this period, a just-in-time system began to be used, which additionally contributed to cost reduction of material supplies and consequently the labour cost.

If we look at the industry in the past few years, it can be seen that automation has become the key to success, since it further reduces the number of employees, the costs are further reduced, machine and device downtimes have to be minimized. Malfuctions of devices and machines can be easily reflected in the negative cash flow, etc. Today, the environmental impact of the industry itself is also important. Through development and new demands, the attitude has changed, and instead of the system "fixing when it breaks down," we get a "design and improvement" model.


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Neophodno je razumjeti zašto dolazi do zastoja, a ne samo kako riješiti problem zastoja mašina i uređaja. 2. INDUSTRIJA 4.0 Polako dolazimo do današnjih dana i uvida u budućnost, što je presudno za razvoj novih vještina i pristupa. U svom izvještaju "Budući projekti", njemačka vlada je spomenula i strategiju "Strategija visoke tehnologije 2020", gdje možemo pronaći plan razvoja za duži period, gdje se spominje i Industrija 4.0. Šta sada predstavlja Industrija 4.0? Industrija 4.0 predstavlja industrijsku revoluciju, poput onih iz prošlosti npr. parna mašina, transportna traka, elektrifikacija ili automatizacija. Očekuje se da će Industrija 4.0 dovesti do radikalnih promjena, kako u ekonomskom razvoju, tako i u organizaciji rada. U osnovi Industrija 4.0 predstavlja pametne fabrike, pametne proizvode i sve što će promijeniti pogled na trenutnu proizvodnju. Proizvodni procesi će se kontrolisati putem pametnih mreža i pametnih sistema. Takozvanom pametnom proizvodnjom će se upravljati inteligentnim softverskim alatima koji će povezati pametne mašine i uređaje. I u Sloveniji se pojavio trend razvoja Industrije 4.0. Slovenačka vlada usvojila je Strategiju pametne specijalizacije (u daljem tekstu: SPS), koja predstavlja jedan od stubova budućeg razvoja. Rezultati ovakvog razvoja ne mogu se predvidjeti, ali činjenica je da se industrijska revolucija približava. Razlike u razvoju su unutar zemalja, ali i kontinenata. Kao što smo spomenuli, ta priča u Evropi je krenula od Njemačke. U 2010. godini usvojena je inicijativa koja se kasnije pretvorila u strategiju. Glavni cilj je proizvodnja pametnih proizvoda, postupaka i procesa koji će predstavljati savremene pristupe u fabrikama. Termin "Industrija 4.0" izvan Evrope nije u širokoj upotrebi. Potrebno je shvatiti da su SAD započele sličnu priču, ali su je nazvali Koalicija za liderstvo u pametnoj proizvodnji (Smart Manufacturing Leadership Coalition - SMLC). Glavni cilj SMLC-a je saradnja poslovnih subjekata i proizvodnje s ciljem istraživanja i razvojnih ciljeva koji će pomoći poboljšanju konkurentnosti. Postoje četiri principa dizajna unutar temelja Industrije 4.0. Ovi principi podržavaju identifikaciju organizacija i implementaciju savremenih pristupa kroz četiri scenarija:

It is necessary to understand why there is a deadlock, instead of just determine how to solve the problem of machine and device downtime. 2. INDUSTRY 4.0 We slowly come to the present day and look into the future, which is crucial for the development of new skills and approaches. In its "Future Projects" report, the German government also mentioned the "High Technology Strategy 2020", where we can find a development plan for a longer period, mentioning Industry 4.0. What is Industry 4.0 now? Industry 4.0 is an industrial revolution, like those of the past, for example, steam engine, conveyor belt, electrification or automation. Industry 4.0 is expected to lead to radical changes both in economic development and in the organization of labour. Basically Industry 4.0 represents smart factories, smart products and everything that will change the view of current production. Production processes will be controlled through smart grids and smart systems. The so-called smart production will be managed by intelligent software tools that will connect smart machines and devices. Even in Slovenia, the development trend of Industry 4.0 has appeared. The Slovenian government has adopted the Smart Specialization Strategy (hereinafter: SPS), which is one of the pillars of future development. The results of such a development cannot be predicted, but the fact is that the industrial revolution is approaching. Differences in development are within countries as well as continents. As we mentioned, this story in Europe started from Germany. In 2010, an initiative was adopted, which later turned into a strategy. The main goal is the production of smart products, procedures and processes that will present modern approaches in factories. The term "Industry 4.0" is not widely used outside Europe. It is necessary to understand that the United States started a similar story, but it was called the Smart Manufacturing Leadership Coalition (SMLC). The main goal of SMLC is the cooperation between business entities and production with the goal of research and development goals that will help improve competitiveness. There are four design principles within the foundation of Industry 4.0. These principles support the identification of organizations and the implementation of modern approaches through four scenarios:


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Slika 3. Prelazak na Industriju 4.0

(1. Mehanizacija, vodeni sistemi, para, 2. Masovna proizvodnja, transportna traka, električna struja, 3. Računari i automatizacija, 4. Kibernetičnko-fizički sistemi)

Figure 4. Transfer to Industry 4.0 (1. Mechanization, water systems, steam, 2. Mass production, conveyor belt, electric current, 3. Computers and

automation, 4. Cyber-physical systems) - Interoperabilnost: sposobnost mašina, uređaja,

senzora i ljudi da se međusobno povezuju preko "Interneta stvari" ili putem "Interneta ljudi". Veze se implementiraju putem "Inter-neta stvari" (eng. Internet Of Things - IoT).

- Transparentnost informacija: sposobnost informacionog sistema da kreira kopiju fizičkog sveta u virtuelnom okruženju, koristeći podatke prikupljene pomoću različitih senzora. Podaci moraju biti pravilno obrađeni i implementirani.

- Tehnička pomoć: ne govorimo o tehničkoj pomoći drugim zaposlenima, nego o mogućnosti da mašine pomažu i daju podršku u okviru proizvodnje, olakšavajući tako rad i rješavanje problema. Podaci se pomoću informacionih sistema mogu spajati, vizualizirati i na osnovu tih postupaka prilagođavati potrebama i zahtjevima. Može se podržavati i rad koji je ponavljajući, prljav, fizički stresan, opasan, itd.

- Decentralizacija odlučivanja: donošenje odluka od strane kibernetičkih sistema o izvršavanju zadataka i njihovoj implementaciji. Takve zadatke može preuzimati čovjek samo u izuzetnim slučajevima, kod kvarova ili prelaska na više nivoe.

- Interoperability: the ability of machines, devices, sensors and people to interconnect themselves through the Internet of Things. Links are implemented through the Internet of Things (IoT).

- Transparency of information: the ability of the information system to create a copy of the physical world in a virtual environment, using data collected by different sensors. The data must be properly processed and implemented.

- Technical assistance: we are not talking about technical assistance to other employees, but about the ability of the machines to help and support the production, making it easier to work and solve problems. Data can be merged, visualized using information systems, and adjusted to the needs and requirements based on these procedures. It can also support work that is repetitive, dirty, physically stressful, dangerous, etc.

- Decentralization of decision making: decision making by cyber systems on execution of tasks and their implementation. Such tasks can be taken by a person only in exceptional cases, in failures or in transfer to higher levels.


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Pored svega napisanog, potrebno je biti svjestan izazova koji proizlaze iz pisanih podataka. Izazovi su posebno: - sigurnost informacionog okruženja, - pouzdanost i stabilnost funkcionisanja veza

između različitih sistema, - potreba da se očuva integritet proizvodnih

procesa, - Izbjegavanje zastoja u proizvodnji koji

mogu biti posljedica problema u IKT okruženjima,

- zaštita tehnoloških znanja, - nedostatak znanja i vještina koji

omogućavaju prelazak na novu industrijsku revoluciju,

- prijetnje informatici i potencijalni gubici informacija, tehnoloških prednosti, znanja,

- gubitak usluga kao rezultat automatizacije. Analiza podataka i upravljanje masovnim podacima (eng. Big Data) takođe igraju važnu ulogu. Primjenom modernih informacionih i komunikacionih sistema (u daljem tekstu: IKT), javlja se potreba za odgovarajućom obradom podataka s aspekta analize. Istovremeno, neophodno je biti svjestan promjena u oblasti rješenja računarstva u oblaku koja nude skladištenje velikih količina podataka. Pomoću ranog otkrivanja grešaka u proizvodnji, odgovarajuće zaštite od tih grešaka, povećanja produktivnosti, kvaliteta i vještina, kompanija će dobiti ključnu konkurentsku prednost. Očekuje se da će Industrija 4.0 imati širi utjecaj, kako na kompanije, tako i na metode rada, gdje će se prvenstveno fokusirati na: usluge i poslovne modele, pouzdanost i produktivnost, sigurnost informacionih sistema, sigurnost mašina, životni ciklus proizvoda, lanac vrijednosti, obrazovanje i vještine zaposlenih, socio-ekonomski aspekt, razumijevanje utjecaja na novu industriju i povoljne efekte koji bi se mogli razviti kao rezultat promjena. Gdje je sve ovo počelo sa pridjevom pametno? Veliki efekat su imali pametni telefoni i tableti, koji su se već dobro usidrili u naš svakodnevni život. Tradicionalna proizvodnja je prilično kruta, lokacije fabrika su statične, veze između uređaja su ožičene i trajne, postavljeni su fiksni kontrolni centri, itd. Globalna tržišta i zahtjevi za konkurentnošću zahtijevaju promjene koje se mogu posmatrati uglavnom kao kraći radni ciklusi, individualiziranija proizvodnja i povećanje međunarodne konkurencije.

In addition to everything written, it is necessary to be aware of the challenges arising from written data. Challenges are especially: - security of the information environment, - reliability and stability of functioning of

connections between different systems, - the need to preserve the integrity of

production processes, - avoiding downtime in the production that

can be a consequence of problems in ICT environments,

- protection of technological knowledge, - lack of knowledge and skills that enable the

transition to a new industrial revolution, - threats to informatics and potential losses of

information, technological advantages, knowledge,

- loss of services as a result of automation.

Data Analysis and Big Data also play an important role. By using modern information and communication systems (hereinafter: ICT), there is a need for proper data processing from the aspect of analysis. At the same time, it is necessary to be aware of the changes in the cloud computing solution that offer the storage of large amounts of data. By early detection of manufacturing errors, proper protection against these errors, increased productivity, quality and skills, the company will gain a key competitive advantage. Industry 4.0 is expected to have a wider impact, both on companies and on working methods, where it will primarily focus on: services and business models, reliability and productivity, information security systems, machine safety, product life cycle, value chain, education and skills of employees, a socio-economic aspect, an understanding of the impact on the new industry and favourable effects that could be developed as a result of changes. Where did all this begin with the adjective "smart"? Smart phones and tablets have great impact, which have already been well-anchored in our everyday life. Traditional production is fairly rigid, the locations of the factories are static, connections between the devices are wired and fixed, fixed control centres are installed, etc. Global markets and demand for competitiveness require changes that can be viewed mainly as shorter working cycles, more individualized production and increasing international competition.


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Kvalitet proizvoda mora biti ponovljiv, u samu proizvodnju uvode se različite promjene rada i na taj način vrši se optimizacija. Modularna konstrukcija sistema, procesa i proizvoda predstavlja nove načine rada. Uvođenje bežičnih komunikacija, distribuiranih sistema, dinamičkog kretanja po lokacijama, i šta još treba dodati, predstavlja nove izazove i istovremeno doprinosi efikasnijem korištenju resursa. Sve to vodi u pravcu pametne fabrike, ali to i dalje neće biti dovoljno. Potreba za pametnim proizvodima, mašinama i procesima biće posljednji korak da bi se govorilo o pametnim fabrikama. U međuvremenu, od pametnih telefona koje smo ranije pomenuli, polako smo počeli da gradimo pametne kuće, pametne automobile i druge pametne uređaje. Pametni telefoni već su obilježili našu percepciju sveta i promijenili način na koji radimo. Takve promjene mogu se očekivati i u fabrikama. S druge strane, infrastruktura računarstva u oblaku će postati važan dio promjena u prenosu usluga i podataka na neka web rješenja. Važno pitanje koje se tu javlja je, prije svega, pitanje bezbjednosti i privatnosti. Uz jači razvoj usluga računarstva u oblaku, države mogu očekivati veći uvid, kontrolu i intervencije u same podatke, kao i u tehnologije koje se koriste. Naravno da se pri tome svi pitaju da li je to dozvoljeno, zakonito, prihvatljivo? To je drugi aspekt korištenja rješenja računarstva u oblaku, gdje nikada nećemo znati šta se zapravo dešava s podacima. Treba dodati i treći aspekt, naime, virtualne mreže koje će omogućavati komunikaciju između uređaja. Povezivanjem će se stvoriti kibernetički prostor proizvodnih sistema. Tehnologije s kojima se danas susrećemo su QR kodovi, NFC i RFID. Prednosti pametnih fabrika, koje se obećavaju su: - različiti proizvođači komponenti proizvoda, - komuniciranje komponenti među sobom

korištenjem nekog standardiziranog jezika, - početak proizvodnje na zahtjev, - informiranost kupca kroz cijeli proces

proizvodnje, - proizvodnja tačnog broja proizvoda prema

zahtjevima tržišta.

Takvi potezi bit će mogući ako pređemo iz centraliziranog sistema na decentralizirani. Bit će potrebna analiza podataka u realnom vremenu, što znači da se prenos podataka, analiza podataka i obrada podataka vrše u trenutku kad su podaci dostupni.

The quality of the product must be reproducible, different production changes are introduced in the production itself, and optimization is performed. Modular construction of systems, processes and products presents new ways of working. Introducing wireless communications, distributed systems, dynamic location dynamics, and what needs to be added presents new challenges and at the same time contributes to more efficient use of resources. All this leads towards a smart factory, but it will still not be enough. The need for smart products, machines and processes will be the last step to talk about smart factories. In the meantime, from the smart phones we mentioned earlier, we slowly began to build smart homes, smart cars and other smart devices. Smartphones have already marked our perception of the world and changed the way we work. Such changes can also be expected in factories. On the other hand, cloud computing infrastructure will become an important part of the changes in the transmission of services and data to some web solutions. The important issue that arises here is, above all, the issue of security and privacy. With the stronger development of cloud computing services, countries can expect greater insight, control and interventions in the data itself, as well as in the technologies used. Of course, everyone is wondering whether this is allowed, lawful, acceptable? This is another aspect of using computing solutions in the cloud, where we will never know what is actually going on with the data. A third aspect, namely, virtual networks that will allow communication between devices, should be added. Connecting will create a cyber space of production systems. The technologies we are facing today are QR codes, NFC and RFID. The advantages of smart factories that are promising are: - different manufacturers of product

components, - components communicating with each

other using a standardized language, - start of production on demand, - informed customer through the entire

production process, - production of the exact number of products

according to market requirements. Such moves will be possible if we move from a centralized system to a decentralized one. Real-time data analysis will be needed, which means that data transfer, data analysis and data processing are performed at the time the data is available.


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Radi se o takozvanim masovnim informacijama (eng. Big Data). Među svim podacima, bit će neophodno izdvojiti one koji su važni, ključni, oni koji su neophodni za dalji rad. 3. SMISAO I ULOGA MASOVNIH

PODATAKA Analiza masovnih podataka predstavlja šest C na engleskom jeziku, koji moraju biti integrirani unutar Industrije 4.0. Radi se o: - povezivanju (eng. Connection), - rješenjima računarstva u oblaku (eng.

Cloud), - kibernetici (eng. Cyber), - sadržaju/kontekstu (eng. Content/Context), - zajednici (eng. Community), - prilagodljivosti (eng. Customization).

Kada govorimo o masovnim podacima, i oni moraju biti masivni, jer je to njihov smisao, da se prilikom njihovog obrađivanja dobiju neki konkretni rezultati. Koristeći alate za napredne analize i za rudarenje podataka, moći ćemo pronaći neke obrasce u masovnim podacima kojih možda nema u manjim bazama podataka. Problem koji predstavljaju takve baze podataka mogu biti, prije svega, lični podaci ili zaštićeni podaci koji su možda sadržani ili bi se mogli pojaviti u takvim bazama. Za proizvođače, prikupljanje i integracija podataka predstavljaju izazov, a istovremeno otvaraju potencijal da se iz baze podataka dobije više. Na primjer, proizvođači vozila mogu poboljšati performanse vozila povezivanjem podataka i, s druge strane, povezati vozila sa putnom signalizacijom. Kroz sisteme podataka i interakciju sa regulacijom životne sredine i saobraćaja, polako se krećemo u period u kojem se uvode autonomna vozila. Stoga rizik nije samo na strani krajnjeg korisnika. Ulaskom u takve sporazume i prikupljanjem podataka u neke masovne baze, preduzeća moraju osigurati i da ne dođe do curenja ključnih informacija, koje mogu predstavljati i konkurentnu prednost. Te vrste informacija mogu obuhvaćati tržišne strategije, politiku cijena, razvoj proizvoda i inovacije koje su ključne za uspjeh i postojanje preduzeća na tržištu. Da bi se smanjila zabrinutost i rizik, predlaže se nekoliko principa koji će pomoći u planiranju takvih zajedničkih masovnih baza podataka:

This is the so-called Big Data. Among all the data, it will be necessary to distinguish those that are important, crucial, those that are necessary for further work. 3. THE MEANING AND ROLE OF BIG DATA The Big Data analysis presents six C's, which must be integrated within Industry 4.0. It is about: - Connection, - Cloud, - Cyber, - Content/Context, - Community, - Customization.

When we talk about Big Data, they also must be big, because it is their purpose, that when they are processed, they get some concrete results. Using advanced analytics and data mining tools, we will be able to find some patterns in Big Data that may not be available in smaller databases. The problem posed by such databases can be, first of all, personal data or protected data that may or may be contained in such databases. For manufacturers, collecting and integrating data poses a challenge, while at the same time opening up the potential to get more from the database. For example, vehicle manufacturers can improve vehicle performance by connecting data and, on the other hand, to connect vehicles with road signalling. Through data systems and interaction with environmental regulation and traffic, we slowly move towards the period in which autonomous vehicles are introduced. Therefore, the risk is not just on the end-user side. By entering into such agreements and collecting data in some massive databases, businesses must ensure that key information is not leaked, which can also represent a competitive advantage. These types of information can include market strategies, price policy, product development, and innovation that are key to the success and existence of an enterprise in the market. In order to reduce concern and risk, several principles are suggested that will help to plan such common mass databases:


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Slika 5. Masovne baze podataka (Big Data) Figure 6. Big Data

- Kompanije i organizacije mogu poslati

podatke pouzdanoj spoljnoj organizaciji koja verifikuje podatke i dodaje ih u zajedničku masovnu bazu podataka bez indikacija koje bi ukazale da su ti podaci vlasništvo neke određene organizacije.

- Kompanije i organizacije bi ograničile skup podataka koje bi dijelili u masovnim bazama. To bi spriječilo odliv podataka, koji bi se mogli koristiti kao konkurentska prednost.

Gore navedeno je prijedlog koji je dao komisionar Vestagar. Pored toga, neophodno je ispoštovati i zakone zemalja i pravilnike kompanija, kako ne bi došlo do njihovog kršenja u različitim zemljama. Pri tom se takođe postavlja i pitanje da li se smije vjerovati spoljnoj organizaciji koja će upravljati ovim informacijama i da li postoji mogućnost da ih ona koristi za svoje potrebe. 4. INTERNET STVARI (IoT) Pojednostavljeno se može reći da Internet stvari (eng. Internet of Things ili kraće IoT) predstavlja sve veze kojima se međusobno komunicira preko Interneta. Takav pristup postaje dio našeg svakodnevnog života i mijenja načine našeg svakodnevnog života i komunikacije. Grubo rečeno, IoT obuhvata tri vrste komunikacija: komunikacija uređaja sa ljudima, komunikacija između uređaja i komunikacija između stvari. Internet stvari se zasniva na interkonekciji mnoštva uređaja koji imaju ugrađene različite senzore, koji omogućavaju prikupljanje različitih informacija i njihovu razmjenu.

- Companies and organizations can send data to a trusted external organization that verifies data and adds them to a common mass database without indications that would indicate that these data are the property of a particular organization.

- Companies and organizations would limit the set of data they would share in massive databases. This would prevent the leak of data that could be used as a competitive advantage.

The above is the proposal given by the commissioner Vestagar. In addition, it is necessary to comply with the laws of the countries and company regulations, so as not to violate them in different countries. It also raises the question of whether it is possible to trust an external organization that will manage this information and whether it is possible to use it for its own needs. 4. INTERNET OF THINGS (IoT) Simply said, Internet of Things (IoT) represents all the links used for interaction over the Internet. Such an approach becomes part of our everyday life and changes the ways of our everyday life and communication. Roughly speaking, IoT encompasses three types of communication: communicating devices with people, communicating between devices and communicating between things. The Internet of Things is based on the interconnection of a multitude of devices that have built-in sensors, which allow the collection of different information and their exchange.


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Uređajima se upravlja kroz postojeću infrastrukturu, odnosno WIFI, mobilne mreže (UMTS, 3G, 4G/LTE) i drugo. To otvara mogućnosti za direktnu integraciju podataka fizičkog svijeta u virtualni, čime se poboljšava efikasnost i tačnost povezanih uređaja. Shodno tome, Internet stvari otvara nove poslovne mogućnosti i poslovne modele. Kada je Internet stvari povezan sa svim senzorima i aktuatorima, takav sistem može biti uključen u opću kategoriju kibernetičko-fizičkih sistema. Svaki senzor, svaki uređaj, svaka stvar koja je povezana sa Internetom stvari može se identifikovati i integrirati u Internet infrastrukturu. IoT i Industrija 4.0 su dva koncepta koja su međusobno povezana. Oba koncepta, kao što se može vidjeti, nemaju tačne definicije. Međutim, to su koncepti koji međusobno povezuju i istovremeno predstavljaju novi trend koji nas već okružuje.

The devices are managed through existing infrastructure, ie WIFI, mobile networks (UMTS, 3G, 4G / LTE) and others. This opens the possibilities for direct integration of the physical world's data into virtual, which improves the efficiency and accuracy of connected devices. Accordingly, Internet of Things opens new business opportunities and business models. When the Internet is connected to all sensors and actuators, such a system can be included in the general category of cyber-physical systems. Each sensor, each device, everything that is connected to the Internet of Things can be identified and integrated into the Internet infrastructure. IoT and Industry 4.0 are two concepts that are interconnected. Both concepts, as you can see, do not have the exact definitions. However, these are concepts that connect each other and at the same time represent a new trend that already surrounds us.

Slika 7. Koncept Interneta stvari Figure 8. Internet of Things concept

5. REFERENCES - LITERATURA [1] The future of maintenance management.

Dostupno 22.5.2017 na adresi: https://www.mpulsesoftware.com/The-Future-of-Maintenance-Management-Part-1-11-Trends-Shaping-Your-Workplace-Blog

[2] Industrije 4.0. Dostupno 23.5.2017 na adresi: http://193.2.78.22/ventil/revije/2016/Nekateri_tehnoloski_izzivi_Industrije_4_0.pdf

[3] Industrija 4.0 mora dokazati svojo gospodarsko upravičenost. Dostupno


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23.5.2017 na adresi: https://www.svet-el.si/o-reviji/predstavljamo/3588-235-14

[4] Industrija 4.0. Dostupno 23.5.2017 na adresi: https://en.wikipedia.org/wiki/Industry_4.0

[5] Internet stvari. Dostupno 24.5.2017 na adresi: http://iprom.si/slovar/?q=internet%20stvari

[6] Moubray, J. (1997): Realiability centered maintenance, Oxford. Boston

Coresponding author: Peter Krebelj Srednja šola tehniških strok Šiška Litostrojska cesta 51 1000 Ljubljana e-mail: [email protected] tel.: +386 1 5133 628

Rad je objavljen u Časopisu VZDRŽAVALEC , junij-avgust 2017, str. 12-17 The paper was published at the Journal “VZDRŽEVALEC”, june-august 2017, pp. 12-17 Rad na bosanski i engleski jezik preveo Van. prof. dr. Samir Lemeš

Mašinstvo 3(14), 162 – 167, (2017) INFORMACIJE

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OKRUGLI STO NA TEMU „AKTUELNA PITANJA RADA I RAZVOJA UNIVERZITETA U ZENICI“

„Najveća nada svake zemlje leži u primjerenom školovanju mladih” pisao je Erazmo Roterdamski, no kako to obično i biva značaj poruka poznatih mislilaca ne uzimamo u razmatranje, sve do momenta kada se pred nama pojave problemi.

Posljednjih nekoliko sedmica aktuelna tema u Bosni i Hercegovini jeste smanjeni broj upisanih studenata u prve godine studija na svim javnim univerzitetima, što je iniciralo održavanje sastanaka na javnim univerzitetima na kojima je pokušano identificirati razloge takvom negativnom trendu upisa, te iznaći rješenja za prevazilaženje navedenog problema.

Kao mogući uzroci smanjenog broja brucoša na javnim univerzitetima identifikovani su prije svega: pad nataliteta na prostoru Bosne i Hercegovine, ekonomske migracije stanovnika u zemlje Evropske unije, povećan broj privatnih fakulteta i neusklađenost potreba tržišta rada sa vrstama i brojem izlaznih zvanja stečenih na univerzitetima.

Kao i ostali javni univerziteti, i Univerzitet u Zenici se suočio sa problemom smanjenog upisa studenata na prve godine studija, te prepoznavši problem, zajedno sa Osnivačem, Vladom Zeničko – dobojskog kantona, organizirao je tematski okrugli sto. Okrugli sto na temu „Aktuelna pitanja rada i razvoja Univerziteta u Zenici”, kojem je prisustvovalo više od četrdeset učesnika održan je u utorak, 10.10.2017. godine od 10,00 do 12,00 sati u

prostorijama Ekonomskog i Pravnog fakulteta Univerziteta u Zenici,

Pored predstavnika Univerziteta u Zenici, odnosno rektora prof.dr.sc. Damira Kukića, prorektorâ, dekanâ i direktorâ Univerziteta u Zenici, učestvovali su i predstavnici Osnivača, tj. Vlade Zeničko – dobojskog kantona na čelu sa gosp. Miralemom Galijaševićem, premijerom Zeničko-dobojskog kantona, gđom Zahidom Šišić, šeficom Ureda premijera, gosp. Mensurom Sinanovićem, ministrom Ministarstva za obrazovanje, nauku, kulturu i sport Zeničko-dobojskog kantona i gosp. Željkom Bodulom, pomoćnikom za visoko obrazovanje. Pored navedenih, učesnici su bili i predstavnici privrede, prije svega gosp. Mirsad Jašarspahić, potpredsjednik privredne komore FBiH, gosp. Šefkija Botonjić, predsjednik privredne komore Zeničko-dobojskog kantona, te predstavnici privrednih subjekata Zeničko-dobojskog kantona.

Rektor i prorektori Univerziteta u Zenici, prisutnima su, svaki iz svog domena rada, prezentirali rad Univerziteta u Zenici, te ukazali na prednosti i nedostatke, uočili probleme i ukazali na moguća rješenja istih.

• Prof.dr.sc. Damir Kukić, rektor Univerziteta u Zenici - „Predstavljanje Univerziteta sa osvrtom na strateška pitanja rada i razvoja Univerziteta“

• Prof.dr.sc. Enes Hašić, prorektor za nastavu i studentska pitanja Univerziteta u Zenici - „Pitanja upisnih politika i


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mogućnosti zapošljavanja diplomiranih studenata“

• Prof.dr.sc. Aleksandar Karač, prorektor za naučno-istraživački rad Univerziteta u Zenici - „Naučnoistraživački rad na Univerzitetu u Zenici i podrška u realizaciji“

• Prof.dr.sc. Hasan Mahmutović, prorektor za finansije i razvoj Univerziteta u Zenici – „ Stanje infrastrukture Univerziteta u Zenici

• Predstavnik Odbora za kvalitet „Aktivnosti i značaj reakreditacija Univerziteta u Zenici u 2018“

Nakon prezentacija uslijedila je jako zanimljiva diskusija, te je zaključeno da:

Univerzitet u Zenici jeste jedan od važnih subjekata sadašnjeg i budućeg sveukupnog razvoja Zeničko-dobojskog kantona, te da je postao moderna i cijenjena visokoškolska institucija uključena u zajednički akademski prostor Evrope i svijeta. Potrebno je omogućiti brže izmjene i dopune postojećih nastavnih planova i programa, kao i kreiranje dvopredmetnih studija, te studijskih programa na stranim jezicima. Jedna od mogućnosti razvoja ogleda se i u uvođenju novih studijskih programa u skladu sa potražnjom na tržištu rada.

Jedno od najvažnijih pitanja za razvoj Univerziteta u Zenici jeste pitanje upisa novih studenata i zapošljavanje svršenih studenata. U posljednjih nekoliko godina uočen je trend smanjenja upisa na prve godine studija na Univerzitetu u Zenici, iako se radi o pojavi sa kojom su suočeni i drugi univerziteti u BiH i

regionu. Univerzitet u Zenici će u narednom periodu preduzeti niz aktivnosti da se ovaj trend zaustavi.

Kada je u pitanju naučnoistraživački rad na Univerzitetu u Zenici moraju se, u narednom periodu, uložiti dodatni napori na jačanju načnoistraživačkog i razvojno-investicionog rada saglasno stvarnim potrebama šire društvene zajednice i aktuelnog stanja nauke u svijetu. Menadžment Univerziteta treba zajedno sa predstavnicima Osnivača i nadležnih vlasti iznaći načine za daleko veći stepen naučnoistraživačke i komercijalne iskoristivosti svih potencijala kojima Univerzitet raspolaže.

Također, potrebno je omogućiti stipendiranje većeg broja studenata, razmotriti mogućnosti stipendiranja iz vlastitih sredstava, te je potrebno iznaći načine za provođenje aktivnosti zapošljavanja najboljih studenata i izraditi posebne programe za obavljanje pripravničkog staža u firmama sa kojima Univerzitet sarađuje.

Uz naprijed navedeno, potrebno je poboljšati infrastrukturne kapacitete kako bi studentima stvorili optimalne uslove za rad, zatim potrebno je izraditi Strategiju razvoja naučnoistraživačke djelatnosti i poboljšati informativne i promotivne aktivnosti Univerziteta u Zenici.

Zahirović Derviša


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Projekat zapošljavanja mladih (YEP) i Institut inženjera elektrotehnike i elektronike (IEEE) pozivaju vas na prezentaciju Javnog poziva za učešće u YEP/IEEE Inovacijskom izazovu 2017, koj se održao u amfiteatru Mašinskog fakulteta Univerziteta u Zenici, u utorak 11.07.2017. godine sa početkom u 11.00 sati.

YEP/IEEE Inovacijski izazov 2017, prvenstveno je namijenjen studentima i nastavnom osoblju tehničkih fakulteta u BiH ali aplicirati mogu i mladi profesionalci i članovi IEEE, bez obzira na godine. Puni tekst javnog poziva dostupan je ovdje. Učesnicima izazova YEP i IEEE pripremili su program podrške u razvoju inovacija i njihovoj transformaciji u uspješne biznise. Podrška obuhvata program jačanja preduzetničkih vještina, mentorstvo u izradi poslovnog plana i stručnu i finansijsku podršku u izradi prototipa inovacija.

Najbolje inovacije – poslovne ideje, biće predstavljene javnosti i investitorima na IEEE Student and Young Professional Kongresu koji se održava na međunarodnom Burch univerzitetu u Sarajevu od 01 – 04.12.2017. godine. Nakon kongresa, idejama čiji komercijalni potencijal bude ocijenjen pozitivno biće ponuđena dugoročna saradnja u pokretanju poslovnog poduhvata u obliku investicija i nastavku stručne i mentorske podrške.

Projekat zapošljavanja mladih (YEP), se u Bosni i Hercegovini realizuje od 2008. godine. Trenutna, treća faza projekta, obuhvata period od 2016 – 2020. godine. YEP realizuje njemačka konsultantska kuća GOPA a podržava Vlada Švajcarske. Jedna od ključnih komponenti Projekta je podrška preduzetništvu, koja za očekivani rezultat ima osnivanje 60 novih startupa do 2020. godine, od čega polovina socijalnih preduzeća. Pod socijalnim preduzećima podrazumijevaju se poslovni poduhvati koji na inovativan način rješavaju društvene probleme, npr. u oblasti zaštite okoline, kulturnih ili prirodnih vrijednosti, smanjenja nezaposlenosti i sl. Više informacija o Projektu zapošljavanja mladih dostupno je na www.yep.ba. Institut inženjera elektrotehnike i elektronike (IEEE) je međunarodna neprofitna stručna organizacija za unaprjeđenje tehnologija vezanih za električnu energiju i elektroniku. IEEE ima više od 365.000 članova, od čega 68.000 studenata, u preko 150 zemalja svijeta, raspoređenih u 311 sekciju u deset geografskih područja. IEEE izdaje 128 transakcija, žurnala i magazina, organizuje više od 300 godišnjih konferencija širom svijeta te ima oko 900 aktivnih i 400 IEEE standarda u razvoju. Više informacija o IEEE dostupno je na www.ieee.org. Saradnja YEP i IEEE započeta je organizacijom YEP/IEEE Innovation Ideathon/Hackathon 2016. Njegovi rezultati predstavljeni su na IEEE Students and Young Professionals Kongresu, održanom na


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Elektrotehničkom fakultetu Univerziteta u Sarajevu u decembru 2016 godine. Na prvom Hackathonu učestvovalo je 13 timova sa 8 elektrotehničkih, mašinskih, ekonomskih i fakulteta informacijskih tehnologija iz Banja Luke, Istočnog Sarajeva, Mostara, Sarajeva, Tuzle i Zenice. YEP/IEEE saradnja nastavlja se organizacijom YEP/IEEE innovation Challenge-a 2017, u okviru kojeg se objavljuje ovaj Poziv. Propozicije 1. Predmet poziva – Prijavom na ovaj poziv, zainteresovani aplikanti prijavljuju se za učešće u sistemu za inkubaciju inovativnih preduzetničkih ideja. 2. Predmet poslovne ideje – poslovne ideje podnesene po ovom Javnom pozivu trebaju sadržavati elemente inovativnosti. Inovacija može ali ne mora biti sadržana u potpuno novom tehničkom rješenju za određeni problem. Pod inovacijom se može podrazumijevati i originalan način adaptacije postojećeg poslovnog koncepta na novo tržište ili ciljnu grupu, inoviranje načina vođenja posla, prodaje ili načina pružanja usluga, itd. 3. Podnosioci – Ovaj javni poziv otvoren je za prijave: • Studentima dodiplomskog, postdiplomskog i doktorskog studija fakulteta u BiH, • Asistentima, profesorima i drugom nastavnom osoblju fakulteta u BiH, • Mladim profesionalcima (svršeni studenti do 35 godina starosti), i • Članovima IEEE, bez obzira na starosnu dob i angažman na institucijama visokog obrazovanja. Aplikanti se ohrabruju da formiraju timove od više članova koji zajednički učestvuju u realizaciji određene inovativne poslovne ideje. Pri formiranju timova, aplikantima se sugeriše da u timove uključuju osobe sa kompetencijama iz različitih oblasti. Timovi mogu imati članove koji uključuju studente, mlade profesionalce i/ili članove nastavnog osoblja sa jednog ili više fakulteta/univerziteta. U radu timova mogu iznimno učestvovati i mladi koji ne pripadaju navedenim kategorijama (npr. srednjoškolci). 4. Postupak prijave – prijave je moguće podnijeti u periodu 07.06 – 31.07.2017. godine, putem portala http://preduzetnik.berzarada.ba. Registracija se provodi kroz sljedeće korake: 1. Lična registracija svih članova tima; 2. Lider tima ili nosilac poslovne ideje, unutar aplikacije registruje poslovnu ideju; 3. Nosilac poslovne ideje pridružuje ostale članove tima poslovnoj ideji. Ovaj korak se izostavlja kod timova koji imaju samo jednog člana; 4. U posljednjem koraku vrši se prijava formiranog tima i poslovne ideje na Innovation Challenge, podnošenjem elektronskog zahtjeva za učešće. Opis procesa: nakon zatvaranja ovog Poziva, počinje proces inkubacije preduzetničkih ideja, koji sadrži više koraka, opisanih u nastavku teksta. Proces završava javnim predstavljanjem najboljih poslovnih inovacija na IEEE SYP Kongresu, 4.12.2017. godine. Podrška u formi investicija i mentorstva može biti pružena i dugoročno, nakon kongresa, ukoliko se ovaj korak ocijeni kao koristan za pokretanje poslovnih ideja. 5. Sadržaj podrške – Učesnici Innovation Challenge-a kroz sudjelovanje u inkubaciji poslovnih ideja mogu dobiti: 1. Stručnu podršku u jačanju preduzetničkih vještina: vrijednost do 1.000 KM 2. Podrška u javnom i prezentiranju ideje: vrijednost do 1.000 KM 3. Konsultantsku (mentorsku) podršku u razradi i finalizaciji poslovnog plana: vrijednost do 1.000 KM 4. Finansijsku podršku u izradi prototipa inovacije: vrijednost do 500 KM 5. Investicija, nakon uspostave startupa, zavisno od pokazatelja biznis plana, u okviru raspoloživog budžeta projekta.


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Ukupna vrijednost podrške u procesu razvoja poslovne ideje je do 3.500 KM. Podrška se timovima stavlja na raspolaganje besplatno a procijenjena je na osnovu komercijalne protuvrijednosti. Ukupni iznos će biti ponuđen samo onim timovima koji budu uspješno savladavali pojedinačne cikluse programa. Podrška u svakom narednom ciklusu uslovljena je uspješnim završetkom prethodnog ciklusa inkubacije ideja. Iznosi prikazani gore, mogu biti modificirani kako bi optimalno odgovorili specifičnim potrebama timova. U slučaju neispunjavanja preuzetih obaveza od strane timova, YEP i IEEE zadržavaju pravo da u bilo kom trenutku isključe bilo koji tim iz procesa pružanja podrške. Proces podrške Inkubacija poslovnih ideja se sastoji od više ciklusa. Na kraju svakog ciklusa, timovi koji su uspješno završili postavljene zadatke, prelaze u naredni ciklus: 1. juni – juli 2017: Ciklus početne procjene ličnih kapaciteta, posvećenosti članova tima i kvaliteta poslovne ideje. Sastoji se od četverodnevnog događaja u toku kojeg se procjenjuje kvalitet i originalnost poslovne ideje te kompetencije i posvećenost članova tima realizaciji ideje. Uspješan završetak ove faze podrazumijeva demonstraciju spremnosti za prihvatanje novih znanja iz oblasti preduzetništva, komercijalni potencijal poduhvata i posvećenost članova tima realizaciji poslovne ideje. 2. juli – august 2017: Ciklus inkubacije poslovnih ideja kroz jačanje preduzetničkih kapaciteta i validaciju poslovnih ideja. U ovaj ciklus uključuju se timovi koji su uspješno završili prvi ciklus podrške. Podrazumijeva dvomjesečni proces koji uključuje tri četverodnevna događaja i seriju zadataka za samostalni rad. 3. septembar – novembar 2017: Ciklus izrade detaljnog biznis plana. U ovaj ciklus uključuju se timovi koji su uspješno završili drugi ciklus. Podrazumijeva tromjesečnu mentorsku podršku u definiranju svih elemenata biznis plana, uključujući i finansijske projekcije i očekivano vrijeme do postizanja održivosti. 4. juli – novembar 2017: Proces izrade prototipa inovacije. Proces se izvodi paralelno sa drugim i trećim ciklusom. Na izradi prototipa svojih inovacija, timovi generalno rade samostalno. Pored toga, u ovoj fazi od YEP/IEEE je moguće dobiti dvije vrste podrške: a. Ukoliko nabavka, montaža i/ili testiranje dijelova i opreme zahtijevaju sredstva koja tim na drugi način nije u mogućnosti osigurati, moguće je aplicirati za ograničena sredstva. b. Ukoliko timu u procesu izrade prototipa nedostaju stručna znanja, moguće je aplicirati za IEEE mentorstvo. IEEE će u svojoj međunarodnoj strukturi identificirati mentore koji su zainteresovani i u mogućnosti doprinijeti razvoju prototipa, nakon čega će biti dodijeljeni timu u obimu i na način koji će biti dogovoren između mentora i članova tima. 5. 04.12.2017: Predstavljanje poslovnih modela na IEEE Students and Young Professionals Kongresu 2017. 6. Nakon 04.12.2017: Investiranje i dugoročna podrška. Poslovnim poduhvatima čiji komercijalni potencijal bude pozitivno ocijenjen tokom evaluacije na Kongresu, biće ponuđen paket dugoročne podrške koji uključuje stručnu podršku (mentorstvo) i investicijski paket (finansijsku podršku).


167

Ključni događaji: 07.06.2017 – Objava Javnog poziva za učešće, početak roka za prijave 31.07.2017 – Krajnji rok za prijave za učešće u YEP/IEEE Innovation Challenge 2017 20.07.2017 – Izvršena selekcija timova koji su uspješno završili prvi ciklus podrške i sa njima potpisani ugovori o nastavku saradnje 01.09.2017 – Dodijeljeni certifikati učesnicima koji su uspješno završili proces inkubacije poslovnih ideja prema CEFE metodologiji 20.11.2017 – Finalizirani poslovni planovi timova koji učestvuju u Challenge-u / završeni tehnički prototipi inovacija 25.11.2017 – Izvršena selekcija timova, na osnovu poslovnih planova i stanja prototipa, za predstavljanje na Kongresu. 04.12.2017 – IEEE SYP Kongres – predstavljanje najboljih inovacija i poslovnih modela potencijalnim investitorima i mentorima.

Poslovnim poduhvatima odabranim na IEEE SYP Kongresu, biće ponuđen model dugoročnog nastavka saradnje koji uključuje stručnu i finansijsku podršku u formi mentorstva i investicija.

Mašinstvo 2(14), 168 – 172 (2017) N. Surname 1 et al.: TITLE OF PAPER….

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INSTRUKCIJE ZA AUTORE (Style: Times New Roman, 14pt, Bold)

INSTRUCTIONS FOR AUTHORS (Style: Times New Roman, 14pt, Bold)

Name Surname 1, Name Surname 2, Name Surname X (Author's name, Co-author's name - Style: Times New Roman, 11pt, Bold) Authors’Institution (Style: Times New Roman, 11pt) Ključne riječi: abecedni popis ključnih riječi na bosanskom, hrvatskom ili srpskom jeziku (Style: Times New Roman, 10pt) Keywords: Alphabetic list of keywords in English (Style: Times New Roman, 10pt) Paper received: xx.xx.xxxx. Paper accepted: xx.xx.xxxx.

Kategorizacija članka (Style: Times New Roman, 10pt, Bold, Italic) REZIME (Style: Times New Roman, 10pt, Bold) Naslov rada (do 15 riječi). Puna imena i prezimena autora (bez navođenja zvanja i akademskih titula). Rezime rada (do 150 riječi). Rezime treba što vjernije odražavati sadržaj rada. U njemu se navode upotrebljene metode i ističu ostvareni rezultati kao i doprinos rada. Naslov, rezime rada i ključne riječi autori sa ex-YU prostora pišu i na bosanskom, hrvatskom ili sprskom jeziku. Ključne riječi u pravilu su iz naslova rada, a samo eventualno iz sažetka rada. Ovaj dio rada se ne lektoriše i autori su odgovorni za njegovu jezičnu i gramatičku ispravnost. Nakon završetka recenzentskog postupka autori mogu biti zamoljeni da naprave određene popravke ili dopune svoj rad. (Style: Times New Roman, 10pt, Italic)

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SUMMARY (Style: Times New Roman, 10pt, Bold) Title of the paper (up to 15 words). The full list of authors (without specifying grades and ranks). Summary (up to 150 words). Summary should be as faithfully reflect the content of the paper. It outlines the methods used and highlight the results achieved as well as the contribution of the paper. Title, summary of paper and keywords, authors from ex-Yugoslavia area, write to the Bosnian, Croatian or Serbian languages. Keywords are generally from the title of paper, and just possibly from the summary. This part of the paper is not proofread and authors are responsible for the linguistic and grammatical correctness. After completion of the review process, authors may be asked to make certain repairs or additions to their paper. (Style: Times New Roman, 10pt, Italic)

1. INTRODUCTION (Style: Times New Roman, 11pt, Bold)

Upon its acceptance the article is categorized as follows: original scientific paper, preliminary notes, subject review, professional paper and conference paper. Original scientific papers should report original theoretical or practical research results. The given data must be sufficient in order to enable the experiment to be repeated with all effects described by the author, measurement results or theoretical calculations. Preliminary notes present one or more new scientific results but without details that allow the reported data to be checked. The papers of this category inform about experimental research, small research projects or progress reports that are of interest.

Subject reviews cover the state of art and tendencies in the development of the specific theory, technology and application with given remarks by the author. Such a paper ends with a list of reference literature with all the necessary items in the related field. Professional papers report on the original design of an instrument, device or equipment not necessarily resulting from the original research. The paper contributes to the application of well-known scientific results and to their adaptation for practical use. Papers presented at scientific conferences can also be published in the journal upon the agreement of the conference organizer and the author. (Style: Times New Roman, 11pt, Normal) Papers to be published in the journal Tehnički vjesnik/Technical Gazette, should be written in


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English. The metrology and terminology used in the paper have to meet legal regulations, standards and International System of Units (SI) 1.1. Subtitle 1 (Writing Instructions)

(Style: Times New Roman, 11pt, Bold) The text of the paper is arranged in sections and when necessary into subsections. Sections are marked with one Arabic numeral and subsections with two Arabic numerals, e.g. 1.1., 1.2., 1.3., ... When a subsection is arranged in smaller parts, each of them is marked with three Arabic numerals, e.g. 1.1.1., 1.1.2., ... Further divisions are not allowed. The text has to be organized in the following order: Title of the paper (up to 15 words). Papers should be headed by a concise but informative title that clearly reflects the subject of the paper. Authors' full names (without grades and ranks). Summary-Abstract (up to 150 words) should present a brief and factual account of content and conclusions of the paper, and an indication of the relevance of the new material presented. Title and abstract in Bosnian/Croatian/Serbian (BCS). Only for authors from ex-Yugoslavian area. Alphabetic list of keywords in English and in (BCS). Keywords normally originate from the title and from the abstract. Introduction should state the reason for the work, with brief reference to previous work on the subject. It informs about the applied method and its advantages. Central part of the paper may be arranged in sections. Complete mathematical procedures for formula derivations should be avoided. The necessary mathematical descriptions may be given in an appendix. Authors are advised to use examples to illustrate the experimental procedure, applications or algorithms. In general all the theoretical statements have to be experimentally verified. In Conclusions all the results are stated, and all the advantages of the used method are pointed out. The limitations of the method should be clearly described as well as the application areas. List of references should be brought together at the end of the article and numbered in square brackets in order of their appearance in the text followed by other literature. Coressponding authors' full names followed by the name and address of the institution in which the work was carried on. A List of used symbols and theirs SI units is optional after list of references.

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The paper should be written using Latin characters. Greek letters may be used for symbols. The volume of the article is limited to 10 pages (A4 format). That includes blanks and equivalent number of characters covered by figures and tables. Number of pages must be even. The text should be sent to the Editorial Board using e-mail. For the text preparing may be used only MS Word for Windows respectively *.doc, *.docx (Word Document) or *.rtf (Rich Text Format) format of records. The text has to be prepared in accordance with this template. The Editorial Board may exceptionally request the CD-ROM with recorded articles and figures and tables. In that case the figures (drawings, diagrams and photographs) should be submitted stored on the CD-ROM in JPG/JPEG, PNG, TIF (TIFF Bitmap) or BMP (Windows Bitmap) format, min. resolution of 300 dpi. Each figure is labelled the same as it is in the paper and recorded format (e.g. fig-1.JPG). If figures inserted into text they must be also with min. resolution of 300 dpi. Latin or Greek characters in italics are used for physical symbols and normal characters for measuring units and numerical values. Text in figures is also written with normal letters. Character size is to be chosen on the basis of the following criteria: after expected figure size reduction a capital Latin character should be about 2 mm high (no less than 6pt). All figures in the Journal will be printed in black and white technique. Coloured figures will be seen only in the PDF format on the Web address http://www.mf.unze.ba/index.php?option=com_content&view=article&id=118&Itemid=107 Tables are created with the word processing program. Each table is positioned in the desired place in the text. In the case of decimal numbers use comas (e.g. 0,253); use a small gap separating the thousands (e.g. 25.000, but not in the case of 1500). The texts under figures and table titles are in English language and in BCS for authors from ex-YU area. Section titles and titles of subsections are typed in small letters only in English language. Equations are numbered with Arabic numerals in parenthesis at the right margin of the text. In the text an equation is referenced by its number in parenthesis like "... from Eq. (3) follows ...".


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Create equations with MS Word Equation Editor (some examples are given below).

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(Notice: If you convert and save your document as a MS Word 2010 file and then add equations to it, you will not be able to use previous versions of MS Word to change any of the new equations.). Figures and tables are numbered with Arabic numerals (1 ÷ n). In the text in figure or table is referenced by its number (e.g. in Fig. 1, in Tab. 1, etc.).

Slika 1. Tekst unutar formula (samo za autore sa ex-YU prostora)

Figure 1 The texts under figures (Style: Times New Roman, 11pt, Italic)

Figure 2. Simplified musculoskeletal model of an arm

(Style: Times New Roman, 11pt, Italic)

When reference to literature is made the publication number from the list of references in square brackets is used like "... in [7] the authors showed ...". In the list of references literature is cited in accordance with examples in Section. 2 COPYRIGHT TRANSFER AGREEMENT Copyright assignment. The author hereby assigns to the journal "Mašinstvo" the copyright in the above article (for U. S. government employees: to the extent transferable), throughout the world, in any form,

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Figure X. Photography resolution of 300 dpi (min) (Style: Times New Roman, 11pt, Italic) 3. PUBLICATION ETHICS AND PUBLICATION MALPRACTICE STATEMENT The publication of an article in a peer reviewed journal is an essential model for our journal "Mašinstvo". It is necessary to agree upon standards of expected ethical behaviour for all parties involved in the act of publishing: the author, the journal editor, the peer reviewer and the publisher. Publication decisions. The editor of the "Mašinstvo" is responsible for deciding which of the articles submitted to the Journal should be published. The editor may be guided by the policies of the Journal's editorial board and constrained by such legal requirements as shall then be in force

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Table 1. Table titles (Style: Times New Roman, 11pt, Normal)

Engineering stress σe / MPa

Engineeringplastic strain εe,pl / %

True stress σt / MPa

True plastic strain εt,pl / %

250,0 0,00 250,8 0,00 250,0 0,21 250,8 0,21 285,7 1,35 290,0 1,34 322,7 2,13 330,1 2,10 358,4 3,06 370,0 3,00 393,1 4,35 411,0 4,24 423,6 6,05 450,1 5,85 449,7 8,76 490,1 8,36 457,0 15,79 530,1 14,59 467,9 21,58 570,0 19,45 475,0 29,77 617,5 25,94

(Style in table: Times New Roman, 11pt, Normal) X. CONCLUSION Paper manuscripts, prepared in accordance with these Instructions for Authors, are to be submitted to the Editorial Board of the "Mašinstvo" journal. Manuscripts and the CD-ROM are not returned to authors. When being prepared for printing the text may undergo small alternations by the Editorial Board. Papers not prepared in accordance with these Instructions shall be returned to the first author. When there are several authors the first author is to be contacted. The Editorial Board shall accept the statements made by the first author. The author warrants that the article is original, written by stated author/s, has not been published before and it will not be submitted anywhere else for publication prior to acceptance/rejection by "Mašinstvo", contains no unlawful statements, does not infringe the rights of others, and that any necessary written permissions to quote from other sources have been obtained by the author/s.

XX. REFERENCES (Style: Times New Roman, 11pt, Normal) [1] P.E. Nikravesh, Computer-Aided Analysis

of Mechanical Systems, Prantice Hall Inc.,Englewood Cliff,NJ,1988.

[2] Gordon Robertson, Graham Caldwell, Joseph Hamill, Gary Kamen, Saunders Whittlesey: Research Methods in Biomechanics, Human Kinetics; 2nd edition, 2014.

[3] Imai, M.: KAIZEN: the key to Japan’s competitive success, Editorial CECSA, Mexico. In Spanish, 1996.

[4] Nemoto, M.: Total quality control for management. Strategies and techniques from Toyota and Toyoda Gosei, Prentice-Hall, Englewood Cliffs, NJ, 1987.

[5] Cheser, R.: The effect of Japanese KAIZEN on employee motivation in US manufacturing, Int J Org Anal 6(3):197–217, 1998.

[6] Aoki, K.: Transferring Japanese KAIZEN activities to overseas plants in China, Int J Oper Prod Manag 28(6):518–539, 2008.

[7] Tanner, C.; Roncarti, J.: KAIZEN leads to breakthroughs in responsiveness and the Shingo prize at Critikon, Natl Prod Rev 13(4):517–531, 1994.

[8] Rink, J.: Lean can save American manufacturing. Reliable plant. http://www.reliableplant.com/Read/330/lean-manufacturing-save. Accessed at 14 April 2014.

[9] SolidWorks, http://www.solidworks.com (12.5.2015)

Coresponding author: Name and surname Institution Email: [email protected] Phone: +xxx xx xxxxxx (Style: Times New Roman, 11pt, Bold)

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