Lean Higher Education: Increasing the Value and Performance of University Processes


The Case for Lean Higher EducationThe Need for Change in Higher EducationScenario 1: Approval of a New or Modified CourseScenario 2: Installing a Door in a Faculty Research LaboratoryScenario 3: Thank You Notes to DonorsImplementing Improvement and Change in Higher EducationLean Higher Education: Increasing the Value and Performance of University ProcessesLean: A Brief HistoryWhat Is Lean Higher Education (LHE)?The Potential of LHENotesLean Higher Education in Practice: An Overview and Case StudyHigher Education – Falling Short of the MarkAn Example of the Application of LHE: Student Mental Health Assessment and Therapy ServicesIdentify the Process Targeted for ImprovementScope the RIE ProcessTrain the RIE TeamGather Information on the Process before Conducting the RIECreate a Visual Map of the “Current State” ProcessReview Archival Data to Establish Baseline Performance of “Current State” ProcessIdentify Waste and Impediments to Flow in “Current State” ProcessDevelop Improvement Ideas and Prioritize Improvement SolutionsPropose “Future State” Process MapEstablish Implementation Plan for “Future State” Process“Report Out” by the RIE TeamImplement the New ProcessSummaryNotesEvidence Supporting the Successful Application of LHEThe Successful Application of LHE: Exemplar UniversitiesBowling Green State University (United States)Carleton University (United States)Edinburgh Napier University (Scotland)Macquarie University (Australia)Miami University (United States)Michigan Technological University (United States)UiT the Arctic University of Norway (Norway)University of Central Oklahoma (United States)University of Iowa (United States)University of Michigan (United States)University of Notre Dame (United States)University of Sheffield (Great Britain)University of St Andrews (Scotland)University of Strathclyde (Scotland)University of Washington (United States)University of Waterloo (Canada)General Conclusions and Cautionary NotesGeneral ConclusionsCautionary NotesNotesPreparing for the Successful Adoption and Implementation of LHEInstitutional Readiness for LHEA Model to Assess and Improve Institutional ReadinessEmployee Surveys to Assess and Improve Readiness for ChangeWhat Are the Key Institutional Practices That Impact LHE Success?Workplace Climate and LHELeadership Practices and LHEInstitutional Readiness for LHE: The Joint Consideration of Workplace Climate and Leadership PracticesAdditional Institutional Practices That May Help Support LHESummary: Key Institutional Practices That Impact LHE SuccessChoosing the Footprint of LHE ImplementationSome General Recommendations to Support the Successful Implementation of LHESummaryNotesPreparing for the Rapid Improvement EventThe Rapid Improvement Event (RIE)LHE Is More Than Rapid Improvement EventsP (Production, Preparation, Process)S (Sort, Set In Order, Shine, Standardize, Sustain)Daily Lean, 3C, Lean Stand Ups, and “Just Do It”Lean MeetingsStrategic Planning and DeploymentStructured Problem-SolvingTotal Productive Maintenance (TPM)Application of RIE to the Freshman Move-In ProcessThe Freshman Move-In ProcessIdentify the Process Targeted for ImprovementIdentify Processes as Potential Candidates for ImprovementSelect the Process to be Targeted for ImprovementSome Final Thoughts on Selecting the Process Targeted for ImprovementOrganize the RIE TeamRIE Team MembersRIE Team Member RolesTeam CharterSome Final Thoughts on Organizing the RIE TeamTrain the RIE TeamTraining ModelsTraining ContentSome Final Thoughts on TrainingScope the RIE ProcessScoping EventSome Final Thoughts on ScopingIdentify What the Benecfiiaries of the Process Values and ExpectsIdentify BenecfiiariesIdentify What Benecfiiaries Value and ExpectTechniques to Gather Information from BenecfiiariesLean Tools to Determine What Benecfiiaries Value and ExpectSome Final Thoughts on Identifying What the Benecfiiaries of the Process Values and ExpectsEstablish Metrics for Documenting RIE ImprovementsQuality MetricsOperational Delivery MetricsEmployee Experience and Engagement MetricsFinancial and Business Performance MetricsFinal Thoughts on Establishing Metrics for Documenting RIE ImprovementsGather Information on the Process before Conducting the RIEVisit the Process in ActionScour Archival Data and ReportsCollect Information on Metrics Selected to Document RIE ImprovementsLogistical Preparation for the RIERIE Room, Furnishings, and TechnologyPre-RIE Training and MeetingsPre-RIE CommunicationsRIE MaterialsSome Final Thoughts on Logistical Preparation for the RIENotesConducting, Implementing, and Sustaining the Rapid Improvement EventDay One: LearningValidate RIE Preparation TasksOverview of the RIE and LHEReview Baseline Performance of “Current State” ProcessDocument Visual Map of “Current State” ProcessDay Two: DiscoveryIdentify Waste and Impediments to Flow in “Current State” ProcessAnalysis of “Current State” ProcessDevelop Improvement IdeasPrioritize Improvement SolutionsDay Three: ImprovementPropose “Future State” Visual MapTest and Verify the Proposed “Future State” ProcessSome Final Thoughts on Creating a “Future State” Visual MapDay Four: Finalizing Process DesignFinalize Visual Map of “Future State” ProcessEstablish Implementation Plan for “Future State” ProcessDay Five: Planned ImplementationConfirm Accountabilities for Implementing “Future State” ProcessIdentify Post-Implementation Activities to Sustain “Future State” Process“Report Out” by RIE TeamSustaining the Improved ProcessImplementing the New ProcessSustaining the New Process Following Implementation of RIE SolutionsSome Final Thoughts on Implementing and Sustaining the New ProcessSummaryNotesLean Academic ProcessesAcademic Processes and Opportunities for the Application of LHEWaste in Academic Processes: Teaching and CurriculumImpediments to Flow in Academic Processes: Teaching and CurriculumSummaryUsing LHE to Improve Academic Processes: Teaching and CurriculumConceptual Frameworks for the Application of LHE to the Academic Processes of Teaching and CurriculumLean in the ClassroomContinuous Flow UniversityExamples of the Application of LHE to Academic Processes: Teaching and CurriculumApplication of LHE to Course-Level Academic ProcessesApplication of LHE to Program/Degree-Level Academic ProcessesApplication of LHE to University-Level Academic ProcessesSome Final Thoughts on the Application of LHE to Academic Processes: Teaching and CurriculumGetting Started: The Application of LHE to Academic Processes: Teaching and CurriculumRecommendations for Initiating LHE Efforts to Improve Academic Processes: Teaching and CurriculumExamples: The Application of LHE to Academic Processes: Research and Service/OutreachConcluding RemarksConclusionNotesMaking the Case for LHE: Gaining the Support of Senior LeadersWhat Can Senior Leaders Expect from the Successful Implementation of LHE?LHE Improvements: Metrics That MatterLHE: A New Mindset for Success in Turbulent TimesSome Closing Comments on What Senior Leaders May Desire – But LHE Cannot ProvideSecuring the Active Commitment of Senior LeadershipPresidential Commitment, Advocacy, and SupportEstablish Senior Leadership Interest in LHECommunicate LHE Expectations of Senior LeadersPotential Challenges to Securing Senior Leadership Commitment to LHESome Final Thoughts on Securing the Commitment of Senior Leadership to LHEImportance of Leadership Support at All LevelsLeadership WasteReinvent Leadership to Reduce LHE’s Threat to Middle ManagementLeader Countermeasures to Employee Resistance to LHENotesRealizing the Promise of LHEChallenges to the Broader Adoption of LHEThe Need for Further Research on LHEThe Psychology of LeanThe Sustainability of LHE and Learning from LHE FailuresUniversity-Wide AdoptionRecapturing the Concept of LeanOpportunities for the Broader Adoption of LHESlow and Steady University-Wide Implementation of LHEExpanding LHE’s Impact through Process FamiliesExpanding the Impact of LHE Across a Benecfiiarie's Total ExperienceExpanding LHE’s Impact Beyond University BoundariesSummaryNotesAppendix A
 
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