Lean Higher Education Case Study
Although its origins are in manufacturing, Lean has been increasingly applied to a wide variety of settings, including Higher education with excellent success (Balzer, 2010). Lean higher education is the adaptation of Lean thinking to higher education, both in administration (admissions, add/drop, purchasing, facilities, hiring, budgeting) and academic activities (course design and teaching,improving degree programs,student feedback, handling of assignments). Comm and Mathaisel (2003) were among the first authors who provide a framework for developing and implementing Lean initiative at universities and identifying the best Lean practice at the institutional level, which can contribute to the sustainability of universities (2005).
Emiliani …show more content…
Higher education requires clear direction and guidance to ensure the job will be completed, as many projects demonstrated less than adequate level of progress, return on investment and invested capital (Thomas et al., 2015). According to Byrne (2013) the failure of leaders to embrace Lean Higher education is the most likely reason why Lean is not widely accepted within and across Higher Education. Emiliani (2015) shares this oppinion and points out that words and actions of senior leaders, including their control over the resource allocation, strategy and organizational obligations (business commitments, reward system), will have powerful influence regardless whether the work environment supports or hinders the implementation of any Lean Higher education …show more content…
Antony et al. (2012) have identified the critical success factors of Lean implementation in the Higher education sector, which include inter alia, strategic and visionary leadership and organisational culture. The same authors stated the lack of communication at various levels, along with the lack of resources (time, budget) and weak link between projects of continuous improvement and strategic goals of higher education, as main brakes in the Lean implementation. Byrne (2013) rightfully advises that Lean cannot be just one of the 10 elements of business strategy, but foundational core for everything that needs to be done in order to become the part of organizational culture. He points out - Don’t just do Lean, be
Emiliani …show more content…
Higher education requires clear direction and guidance to ensure the job will be completed, as many projects demonstrated less than adequate level of progress, return on investment and invested capital (Thomas et al., 2015). According to Byrne (2013) the failure of leaders to embrace Lean Higher education is the most likely reason why Lean is not widely accepted within and across Higher Education. Emiliani (2015) shares this oppinion and points out that words and actions of senior leaders, including their control over the resource allocation, strategy and organizational obligations (business commitments, reward system), will have powerful influence regardless whether the work environment supports or hinders the implementation of any Lean Higher education …show more content…
Antony et al. (2012) have identified the critical success factors of Lean implementation in the Higher education sector, which include inter alia, strategic and visionary leadership and organisational culture. The same authors stated the lack of communication at various levels, along with the lack of resources (time, budget) and weak link between projects of continuous improvement and strategic goals of higher education, as main brakes in the Lean implementation. Byrne (2013) rightfully advises that Lean cannot be just one of the 10 elements of business strategy, but foundational core for everything that needs to be done in order to become the part of organizational culture. He points out - Don’t just do Lean, be