ABI/INFORM databases

, 25

Academic freedom

, 47–48

Academic institution

, 13–14

Academic leadership

, 44–45

authors’ perspective

, 20

changing world in twenty-first century

, 14–15

characteristics and environment of academic leaders

, 17–20

future and need for leadership

, 15–17

AlliedSignal

, 2–3

Alternative hypothesis

, 96

Alumni

, 130–131

Analysis of variance (ANOVA)

, 179

Assessment

, 145

Attribute control charts

, 84

Awareness of Lean Six Sigma

, 161–163

Bank of America

, 3

Barriers within Irish University’s Grant Application Process

, 104–106

Benchmarking

, 28

Big Data. See also Six Sigma Big Data (SSBD)

, 8, 171–172

challenge

, 172–173

Six Sigma and

, 175

‘Black box’ effect

, 174

Box plot

, 94–96

Business case

, 62

Capability maturity model

, 145–146

Case studies

DMAIC in HEI

, 185–190

DMAIC in improving library utilisation in HEI

, 215–220

of Lean Six Sigma maturity model

, 142–145

LSS methodology to improving service process in higher education

, 192–214

of VOC in higher education

, 138–139

Cause and effect analysis

, 71–74, 206

Certification for LSS

, 6–7

Challenges

in deployment of LSS

, 43, 45–46

within Irish University’s Grant Application Process

, 104–106

Change management

, 18–20, 142

Characteristics of academic leaders

, 17–20

Coaching

, 19

Collaborative learning

, 38

College of Agriculture and School of Veterinary Medicine (AVPC)

, 199

College of Business (COB)

, 70

“Common cause variation”

, 83–84

Communication

, 19, 46

Constant improvement

, 180

Consumerism

, 132

Continuous improvement (CI)

, 103, 141, 185

strategy

, 132, 134–135

Control charts

, 82–85

Correlation analysis

, 78–80

Cost of poor quality

, 34

Critical Customer Requirements (CCRs)

, 175

Critical success factors

, 32–33

Critical-to-quality (CTQ)

characteristics

, 5, 45

factors

, 125–126, 132–133

items

, 165–166

Cross-functional maps

, 65

Customers

, 49, 56–57, 126–128

alumni

, 130–131

employees

, 131

employers

, 130

government

, 130

in Higher Education Sector

, 128–131

parents of students

, 129–130

students

, 129

Cycle time

, 69

Data revolution

, 171

Decentralisation of education

, 16

Defects, Overproduction, Waiting, Not utilizing talent, Transportation, Inventory, Motion, Excess processing (DOWNTIME processing)

, 86–87

Define, Measure, Analyze, Improve, and Control (DMAIC)

, 3, 62–63

application

, 185–190

framework

, 176

in HEI

, 185–190

in improving library utilisation in HEI

, 215–220

key outcomes and lessons learning

, 190

methodology

, 23, 27–28, 215–220

Department of Education and Skills (DES)

, 104

Deployment flowcharts

, 65

Design for Six Sigma (DFSS)

, 28–29

Design of Experiments (DoE)

, 179

Detailed flowcharts

, 65

Dewey Decimal Classification (DDC)

, 218–219

Employees

, 131

Employers

, 130

Engagement

, 48

Estimated benefits

, 63

Experiential learning

, 32

Expression of interest (EOI)

, 117

Factors

, 145–146

Failure mode and effect analysis (FMEA)

, 91–94, 196

Fishbone analysis

, 188

Fishbone diagram. See Cause and effect analysis

Fisher’s exact test

, 33

Flow

, 103

General Electric (GE)

, 3, 23

Globalisation

, 14–15

Goal statement

, 63

Google Scholar

, 25

Government

, 130

Health Research Board (HRB)

, 105

Higher education (HE). See also Times Higher Education (THE)

, 126–127, 141, 199

case study of VOC in

, 138–139

Lean approaches in

, 29–32

Lean Six Sigma tools for

, 62–98

LSS approaches in

, 32–36

RFs for implementation and deployment of LSS in

, 54–59

Six Sigma approaches in

, 26–29

VOC in

, 131–134

Higher Education Authority (HEA)

, 104

Higher education institutions (HEIs)

, 45, 54, 62–63, 101, 126–127, 200–202

DMAIC in

, 185–190

DMAIC in improving library utilisation in

, 215–220

Higher education sector (HES)

, 43

customers in

, 128–131

viewpoints

, 43–51

Histogram

, 77–79

Holistic improvement strategy and methodology

, 7–8

Honeywell

, 2–3

Human variation

, 9

Hypothesis tests

, 96–98

IEEE Explore databases

, 25

Imbalanced workload

, 204, 211–212

Improvement

, 102–103

In-frame diagram

, 91

Initialization

, 164–166

Innovation

, 6

Input-Process-Output (IPO)

, 186, 186

Institutional involvement

, 18

Intangible benefits

, 63

International Journal of Productivity and Performance Management

, 37

International Journal of Quality and Reliability Management

, 25, 37

Involvement

, 20

Irish Research Council (IRC)

, 105

Irish University’s Grant Application Process, challenges and barriers within

, 104–106

Kano analysis

, 180

Knowledge

, 14–15

economy

, 17

Knowledge Transfer Partnerships (KTPs)

, 130

Language

, 144–145

of change

, 19

Lead time

, 69

Leadership. See also Academic leadership

, 18, 20, 108, 141

future and need for

, 15–17

mental models

, 47–48

models

, 18

Lean

, 3–4, 23–24, 141

approaches in higher education

, 29–32

learning academy

, 30–31

management principles

, 31

marriage

, 4–5

principles

, 24

production system

, 24

Lean Six Sigma (LSS). See also Six Sigma (SS)

, 1, 2, 6, 24, 43, 53, 61, 103, 141, 185

analysis of literature

, 36–37

approaches in higher education

, 32–36

aspects

, 2

awareness and readiness

, 161–163

case study findings

, 142–145

conducting review

, 26

culture

, 9

current state

, 5–7

development of conceptual model

, 145–146

DMAIC methodology

, 35, 196–214

future

, 7–9

history

, 2–10

implementation

, 166–167

initialization

, 164–166

literature review

, 26–36

maturity model

, 141, 147

methodology

, 24–26

methodology to improving service process in higher education

, 192–214

planning review

, 25

preparation

, 163–164

process view

, 5

project management

, 166–167

for public sector organisations

, 5–6

research methodology

, 142–145

revised

, 149

RFs for implementation and deployment of LSS in HE

, 54–59

roadmap

, 161–162

standards for LSS certification

, 6–7

sustaining

, 8–9

sustenance

, 167–168

testing conceptual maturity model

, 148–149

Lean Thinking (LT)

, 1

Levels

, 145–146

MAIC

, 2

Man, Material, Machine, Methods, Measurement, and Mother Nature (6 Ms)

, 73

Management by Objectives (MbO)

, 49

Management commitment and resources

, 56

Manufacturing Extension Partner (MEP)

, 71

Market

, 126

segments

, 126

Master Black Belts (MBBs)

, 141

Master of Business Administration (MBA)

, 27

Mathematics programme

, 126

Mentoring

, 19

Milestones

, 63

Motorola

, 2, 23

Multi-criteria decision-making methodology

, 31–32

Non-value added activities (NVA activities)

, 199

Null hypothesis

, 96

Objective Key Results (OKR)

, 49

Objective-Setting and Review model (OSaR model)

, 142

Observational data

, 8

Open innovation

, 179

Operational Excellence (OE)

, 1, 53, 56

linking operational excellence to university’s strategy

, 57–58

OPEX. See Operational Excellence (OE)

Opportunities for Improvement (OFIs)

, 188–189

Organisational

culture

, 58

environment

, 16

Out-frame diagram

, 91

p-value

, 96–97

Parents of students

, 129–130

Pareto analysis

, 75–77, 216–218

Pay-per-click marketing (PPC marketing)

, 70

Performance of research grant applications

, 103–104

Phenomenological research approach

, 106

Plan Do Check Act model (PDCA model)

, 143

Postgraduate Mathematical programmes market

, 126

Pre-Award centres on campus: College of Engineering (EPC)

, 199

Predictive models

, 172–173

Primary Investigators (PIs)

, 108

Principle Investigators (PIs)

, 192

Problem statement

, 62–63

Process cycle efficiency (PCE)

, 206

Process Improvement Unit (PIU)

, 144

Process map(ping)

, 65–66

Product, Price, Place, Promotion, People, Process, Physical Environment, and Productivity (8Ps)

, 73

Programme Governance

, 166–167

Project

charter

, 62–64, 196

identification

, 164–166

metric

, 62

prioritisation

, 164–166

project-based learning

, 33

resourcing

, 18

scope statement

, 62

selection

, 18

timelines

, 63

title

, 62

types

, 18

Project team

, 63

formation

, 164–166

‘Proposal Effort Score’

, 206–208

Public sector organisations, LSS for

, 5–6

Quacquarelli Symonds (QS)

, 101

World University Rankings

, 103

Qualitative research

, 142

Quality Approaches in Education

, 37

Quality assurance in HE

, 49

Quality function deployment (QFD)

, 24, 137–138

“Random cause variation”

, 83–84

Ranking schemes

, 101

Rapid improvement events (RIEs)

, 143

Readiness

, 53–54

for assessment

, 145

of Lean Six Sigma

, 161–163

Readiness factors (RFs)

, 33, 53–54

for implementation and deployment of LSS in HE

, 54–59

managerial implications

, 59

Research and development (R&D)

, 134

Research funding

, 106

Research grant applications

, 101

challenges and barriers within Irish University’s Grant Application Process

, 104–106

implications of study

, 116

key drivers

, 102–103

key findings

, 107–116

Lean Six Sigma supporting

, 103–104

limitations of study

, 116

methodology

, 106–107

online survey results

, 107–109

recommendations and directions

, 116–118

semi-structured interviews

, 109–116, 110–115

Research grant awards

, 107

Research-led universities

, 102–103

Reward and recognition

, 20

Risk priority number (RPN)

, 212–213

Root cause analysis (RCA)

, 73–75

Run charts

, 80–82

Scatter plots

, 78–81

Science Direct

, 25

Science Foundation Ireland (SFI)

, 105

Selecting Right People

, 58–59

Service

, 103

Silo mentality

, 46, 51

Six Sigma (SS). See also Lean Six Sigma (LSS)

, 1, 4, 173, 179

approaches in higher education

, 26–29

and Big Data principles

, 175

challenges

, 173

launch

, 2–3

marriage

, 4–5

methodology

, 23

Six Sigma Big Data (SSBD)

, 174

proposition

, 173–181

Social cognitive theory

, 53–54

Specific, Measurable, Aggressive but Achievable, Realistic, and Time-bound (SMART)

, 63

Spinouts

, 15–16

Sponsored Program Services (SPS)

, 192

Standard operating procedures (SOPs)

, 85–86, 219–220

Statistical hypothesis testing

, 96

Statistical process control (SPC)

, 181

Statistical regression

, 172–173

Structure of leadership

, 20

Student Records and Examinations Office (SREO)

, 185–186

Student(s)

, 129

retention

, 133

Succession plan

, 9

Supplier–Inputs–Process–Outputs–Customers (SIPOC)

, 65–69, 199

Surroundings, Suppliers, Systems, Service policy, and Skills (5 Ss)

, 73

Sustainability

, 180

of LSS

, 7

Sustenance of LSS

, 167–168

Swim-lane diagrams

, 65–66

Takt time

, 69

Tangible benefits

, 63

Team structure

, 18

Testing conceptual maturity model

, 148–149

TIM WOODS

, 187–188

Times Higher Education (THE). See also Higher education (HE)

, 101

University Impact Rankings

, 103

University Rankings

, 103

World Reputation Ranking

, 103

Tools of Lean Six Sigma

, 61–62

for higher education

, 62–98

Top-down flowcharts

, 65

Total Quality Management (TQM)

, 23

Toyota Production System (TPS)

, 1, 73–75

Training and development

, 19

Transcripts process

, 188

Unbalanced workload

, 208

Universities

, 13, 17, 101

ranking

, 101, 103

strategy

, 57–58

university-wide surveys

, 133

University College Cork (UCC)

, 185

University of North Alabama (UNA)

, 70

VA ration. See Process cycle efficiency (PCE)

Value

, 101, 103

stream

, 49

Value stream map(ping) (VSMs)

, 68–71, 70

Value-added process time (VA process time)

, 199

Variable control charts

, 84

Vice Chancellor (VC)

, 144

Visionary leadership

, 55–56

Voice of the Customer (VOC)

, 5, 29, 56–57, 125–126, 176–177, 196–197

case study

, 138–139

current state

, 131–132

customers

, 126–128

customers in Higher Education Sector

, 128–131

in HE

, 131–134

stages to developing VOC strategy

, 134–138

Waste

, 101, 103–104

analysis

, 86–90, 216

Web of Science

, 25

Whisker plot

, 94

Work in process (WIP)

, 89, 211

Xerox

, 6