Evaluating university leadership performance using Lean Six Sigma framework

Abstract

Purpose The purpose of this paper is to critically evaluate university leadership performance using the Lean Six Sigma (LSS) framework. University leadership performance management (PM) framework incorporates strategy formulation, lecturers, administrative services and the learning outcomes to achieve service quality excellence. Design/methodology/approach A theoretical investigation in literature was accomplished comparing PM and LSS frameworks. Through extant literature review, the authors identified five constructs (lecturers, administration staff, projects, programs and facilities) being offered by a university to evaluate the service quality excellence. Using these constructs, a student exit survey was conducted yielding a response rate of 56%. Five hypotheses were tested. The survey results evaluated reliability, convergent validity and discriminant validity of the constructs and were found to be satisfactory. To test the model fit and hypotheses between the constructs, the authors used structural equation modelling (SEM). Findings The LSS framework was found to be effective when compared with the PM framework, and for aligning university processes to achieve service quality excellence. The SEM result shows that there is a strong evidence to support the hypothesized model where facilities, projects and program had significant relationship with service quality excellence. The empirical evidence strongly supports that there is a relationship between the PM and the LSS frameworks. Research limitations/implications This research is based on a cross-sectional exit survey; future research could explore a longitudinal survey with treatment conditions to consider different genre of university leadership. Practical implications To achieve service quality excellence, university leadership will need to embrace LSS framework to satisfy their stakeholders. This could bring multifold organizational and social benefits. Originality/value Not too many studies have used the PM and the LSS framework to evaluate university leadership performance in terms of service quality excellence. This study identified constructs associated with LSS and empirically validated the scales to build on theory.

Human Capital as A Determinant of Service Quality in Accredited Universities in Kenya

“…Workers should be trained to inspect, their work, identify problems, and suggest solutions (Sharabi, 2013). One possible reason for the poor service quality excellence could be found in the need for training, as it pertains to the lecturers and administration staff (human resources) (Tetteh, 2019). Several other articles identify training and development at all levels as the single best strategy to improve and shape human resource positive attitudes toward service quality excellence (Ebrahimpour, 1985).…”

Systematic review of lean thinking in education institutions

“…Having good management was a relevant factor to have good results (Sunder & Antony, 2019). This allowed to have adequate responses to the requested demands (Tetteh, 2019;Antony et al, 2018) Leadership was seen as a facilitator due to the commitment and support offered during the implementation of management tools (Li, Laux & Antony, 2019;Lu, Laux & Antony, 2017;Kazancoglo & Ozkan-Ozen, 2019;Vukadinovic, Djapan & Macuzic, 2017). and Cudney et al (2018) emphasize the help in creating strategies for the better functioning of the Lean methodology and the monitoring of implementation as determinant characteristics of leadership.…”

“…For Antony et al (2018) and Cudney et al (2018), the management sector was a barrier because it was unable to identify who was the principal customer or which processes ijmp.jor.br v. 12, n. 9, Special Edition, December 21, IFLOG 2020ISSN: 2236-269X DOI: 10.14807/ijmp.v12i9.1637 added value to the institution. The creation of unattainable performance goals based on the activities of employees, the lack of standardization of terms used in Lean implementation, poor management of people and resources, and the lack of monitoring changes in the process were other points that transformed the management sector into a barrier (Li, Laux & Antony., 2019;Haerizadeh & Sunder, 2019;Tetteh, 2019;Cudney et al, 2018).…”

Lean management practices perception and their influence on organizational performance in a public Higher Education Institution

“…Further studies could be mentioned on the relationship between Lean and performance in the manufacturing or industrial sector. However, the fact worth noting is that few studies have explored this influence relationship of Lean on some kinds of performance in the HEIs context, such as quality performance (Mateos-Ronco and Mezquida, 2018;Mehta et al, 2019), leadership performance (Tetteh, 2019), student performance (Wiegel, 2019), processes and cost performance (Balzer, 2020). It may be because the application of Lean management practices in HEIs is still in its "infancy" and there are difficulties regarding metrics selection for assessing performance (Simonyte et al, 2022).…”