Purpose -The purpose of this paper is to translate the eight wastes of Lean for Higher Education Institutions (HEIs), identify some examples of each waste and to propose appropriate Lean solutions to those wastes.Design/methodology/approach -To identify wastes within HEIs a combination of observation and cause-and-effect analysis utilising brainstorming were employed using a convenience sample of HE academic staff.Findings -Once all eight wastes were successfully translated for HEIs a range of examples were identified in both academic and support services, including excessive movement of people, over production of materials, excessive inventory and waste of human resources. Appropriate Lean solutions to the identified wastes include the use of 5S, point-of-usestorage, process mapping/value stream mapping and level scheduling.Research limitations/implications -The cited examples come from a limited number of observationsin only a few HEIs. More valid and reliable data would come from a more extensive sample of HEIs.Practical implications -In order to improve bottom-line performance in times of constrained resources HEIs can reduce waste and hence costs of poor quality by using Lean thinking and accessing, what Joseph Juran (1962) called, "The gold in the mine". This can be done without reducing the level of services.Social implications -Particularly in a recession, HEIs need to show that they are using government funding (public money) in the most efficient and effective way possible. Lean thinking can help achieve both these objectives.Originality/value -Previous papers on Lean thinking applied to HEIs have concentrated on individual processes such as curriculum design or student assessment. This paper takes a holistic view demonstrating how Lean thinking theories can be practically applied across both academic and administrative areas of HEI operations.
The Role of Organisational Climate in Readiness for Change to Lean Six Sigma http://researchonline.ljmu.ac.uk/id/eprint/6395/ Article LJMU has developed LJMU Research Online for users to access the research output of the University more effectively.
Purpose This paper aims to enhance the small and medium enterprises’ (SMEs) ability to develop resilience in the face of any turbulences, addressing the question on how these organizations can maintain business continuity when faced with a critical event. Design/methodology/approach A mediated regression analysis is conducted to investigate the relationships among big data analytics (BDA) capabilities, coinnovation (CI) and organizational resilience (OR) with reference to 192 big data SMEs in Europe. Findings Research reveals that the BDA capability and CI are positively associated with OR. Moreover, this study discovers the mediating impact of CI on the relationship between BDA capability and OR. Originality/value This paper provides important implications for considering CI as a viable strategy especially in a time of crisis and shows how SMEs are more able to recognize business opportunities. The microfoundations of the resilience building capacity of SMEs are also identified. These microfoundations become recommendations for practitioners to enhance SMEs’ responsiveness in light of coronavirus-related crises.
PurposeThis paper reports the results of a pilot study on the implementation of LSS in East African service and manufacturing organizations. The aim was to determine the critical success factors for implementation of such a strategy as well as any barriers. A further aim was to determine the knowledge, usage and usefulness of Lean Six Sigma tools and techniques within those organizations. MethodologyA quantitative approach was taken utilizing a survey questionnaire which was sent to a sample of organisation employees who had attended Yellow, Green or Black Belt Lean Six Sigma courses organised by the Kenya Institute of Management in Nairobi. Employees attending such courses came from Kenya, Uganda, Tanzania and Rwanda. FindingsResults indicate that the most useful tools are most of the original 7 tools of quality improvement proposed by Ishikawa over 50 years ago and the most important factor for successful implementation of LSS is management involvement and participation. Research Implications and LimitationsThe findings have implications for trainers, consultants and practitioners with regards to the implementation of Lean Six Sigma within organizations as well as the focus of the content of Lean Six Sigma training courses. The main limitation is that this is a pilot study so to confirm the findings a full survey of East African organization needs to be undertaken. Originality/valueThis paper reports the first study on the implementation of Lean Six Sigma in East Africa and will be of value to practitioners, trainers, consultants and researchers of Lean Six Sigma in East Africa and beyond.
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