Learning from the pioneers: A multiple-case analysis of implementing Lean in higher education

Abstract

Purpose

The purpose of this paper is to capture challenges faced and lessons learned when implementing Lean in higher education.

Design/methodology/approach

During 2010-2014, faculty, staff, and administration from three community colleges and four four-year universities attended Educational Lean workshops. Semi-structured interviews were conducted with the administrators who originally sought the training opportunity or their designee who coordinated Lean events.

Findings

The paper provides insights from seven colleges and universities who have experience with implementing Lean in higher education. Organizational and personal elements are identified and discussed along with seven critical reflection questions to consider before implementing Lean.

Research limitations/implications

Further research is needed to understand the role of the senior leadership team when implementing Lean as a continuous improvement strategy. This research provides some insight, but is limited to the factors identified by the seven institutions.

Practical implications

The findings of this study can be used to assist higher education institutions considering a Lean initiative. Critical reflection questions include: Who will oversee the Lean initiative? How will human and financial resources be allocated? When and how will professional development opportunities be offered for senior leaders, facilitators, and employees? How will facilitators continue to develop their skills? How will projects be selected? How will Lean thinking be introduced into academic departments?

Originality/value

This provides original research in the area of implementing Lean in higher education and its concurrent challenges.

Citation

Waterbury, T. (2015), "Learning from the pioneers: A multiple-case analysis of implementing Lean in higher education", International Journal of Quality & Reliability Management, Vol. 32 No. 9, pp. 934-950. https://doi.org/10.1108/IJQRM-08-2014-0125