| Description |
1 online resource (451 pages) |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Contents; Foreword; Acknowledgments; List of Contributors; Introduction; Making the Most of this Book; Section I Starting Out; 1 Establishing Process Improvement Capability in Higher Education; Introduction; Data; What Are the Drivers for Establishing Process Improvement Capability in Higher Education; What Is the Current Pattern of Activity of Process Improvement Initiatives in Higher Education; Date Established; Trends in Continental Areas; Where Is Team-Based/Location in the Organisational Structure; Size of Team |
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Job Titles and Language Used within Higher EducationWhat Methodologies Are Currently Being Used; What Services or Activities Constitute the Remit of Process Improvement; Key Areas of Success; What Are the Challenges and Success Factors for Establishing Process Improvement Capability; Conclusions; Bibliography; 2 Tools to Get You Started; What Is Lean and Continuous Improvement; Where Are You Going; Why Lean and Why Now; What Do You Expect to Achieve; What Are the Benefits to the Organization; How Will It Benefit Employees |
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Potential Impact to Students, Employees, Customers, and the Institution If You Do NothingPlanning the Trip; Begin by Evaluating Your Current Condition or Current State; Identify and Prioritize Improvement Opportunities; Determine Tools or Approaches for Each Priority 1 Opportunity; Fueling Up And Who's Driving; Internal Staff; External Consultant; Advisory Team or Steering Committee; Leaders on the Bus; All Aboard; Trip Activities -- First-Year Calendar; Daily Announcements -- Communication Plan; Report Card -- Importance of Metrics |
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Work with Leaders to Build Lean into the Strategic Plan and Job Performance ExpectationsAlign Projects with Strategic Initiatives; Gather Baseline and Progress Metrics for Each Project; Concluision; Bibliography; 3 Value Stream Mapping (VSM) as a Tool for Creating a Lean Culture in a University; Introduction; Part 1: Lean Culture in a University -- Approaches to Defining and Creating; Part 2: VSM -- The Barriers and Benefits of Using This Tool in a University; The Key Notions in VSM Include Value and Waste; a. Defining Values |
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B. Determining Which Actions and Activities Make up Value Stream Flowsc. Measuring Time and Other Quantities Used in Process Mapping; Part 3: A Case Study -- Simplifying the Process of Awarding Doctoral Degrees in the University; Stage I Preparing for Project Execution; Stage II Training and Project Execution; The Identification of Process Customers, Their Requirements and Expectations; Process Mapping; Stage III Completion of the Project; The Results of the Project in the Organisational and Technical Spheres |
| Summary |
Higher education (HE) is amongst the hardest sectors in which to apply lean. Universities resist change, their organizational cultures being far from the manufacturing environment where lean was born. The way HE organizations are structured, funded, and function globally is idiosyncratic; one size is unlikely to fit all. However, the sector is also dynamic and a mature understanding of lean, as a philosophy, led by principles, suggests there are many ways HE could grow through lean. This collection of work reflects the state-of-the-art in the global practical application of lean for higher education. It aims to demonstrate the diverse applications of lean in universities inspiring others to deeply engage with lean thinking in their own unique context and to drive successful, sustainable, lean work. Contributors are both well-known experts in lean HE and up-and-coming practitioners. Authors live globally, in countries such as Australia, Canada, Malaysia, Poland, the UK, and the USA. They represent higher education environments from applied teaching institutions to research-focused universities from 50 years old to more than 800 years old. The collection focuses on lean applied across universities as a whole, often addressing the administrative support or professional services side of how these institutions work. The application of lean is not limited purely to the administration of such organizations but is applied to the primary purpose of universities: teaching and research. This volume is not focused on lean theory. Instead, it discusses how HE institutions have taken lean forward and the lessons learned that others can share and learn from. It is composed of six sections: Starting out, People, Projects, Technology, Sustaining Lean, and Culture. The rich and wide perspectives in this book will enable the reader to understand the many ways that lean thinking is applied in higher education globally. More importantly, this book will help the reader better understand and apply lean in the context of their own work |
| Notes |
The Cultural Change of the Administrative Staff Behaviour and Attitudes at Work |
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Stephen Yorkstone enables continuous improvement in Edinburgh Napier University, where he works as an internal consultant. In his role he facilitates and runs interventions, from "process reviews" to more tailored workshops; convenes an internal community of practice; and delivers support and advice informally and formally in terms of consultancy, coaching and training. Externally to the University he chairs Lean HE, the international organisation for continuous improvement in universities (see: www.leanhe.org.) In previous roles he established the "Lean team" in the University of St Andrews and co-designed the Lean "St Andrews Model". In 2016 he authored "Lean Universities" in Routledge's Companion to Lean Management |
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Print version record |
| Subject |
Universities and colleges -- Administration.
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Education, Higher -- Planning
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Universities and colleges -- Business management.
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BUSINESS & ECONOMICS -- General.
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Quality Control.
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Universities and colleges -- Business management
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Education, Higher -- Planning
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Universities and colleges -- Administration
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| Form |
Electronic book
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| Author |
Yorkstone, Stephen
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| LC no. |
2019008185 |
| ISBN |
9780429680281 |
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0429680287 |
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9780429680274 |
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0429680279 |
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9780429680267 |
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0429680260 |
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9780429399688 |
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0429399685 |
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