Implementation of Lean thinking in a higher education institution: an overview of problems and countermeasures

Abstract

The growing interest in implementing Lean thinking in non-manufacturing sectors is encouraging higher education institutions (HEIs) to keep pace with integral innovation. We aim at identifying the challenges of implementing Lean thinking in HEIs and exploring why Lean principles, although recognised as effective in the private and public sectors, are experiencing implementation problems in HEIs. We focus on preventive systems, measures and strategies that could contribute to minimising the risks of resistance towards the implementation of Lean thinking and, simultaneously, to increasing the quality of education in HEIs. This paper discusses the differences between Lean and Hierarchical Management Systems, the concept of the quality of education, the elements of customer value through benefits and burdens, the margins between optimising performance and overloading employees, the measurability of value stream processes, and the links between improving communication processes and performance indicators in a Lean framework. We carried out an overview of the scientific literature to define the constituents of the Lean mindset in HEIs and the problems that may arise in the implementation of these Lean strategic elements. This study leads to a better understanding that Lean thinking contributes to HEIs’ “customer” satisfaction, institutional efficiency and quality of education, all whilst corroborating the point that innovative top management, their devotion and a supportive and flexible workforce are essential components in fostering the effective implementation of Lean thinking in HEIs.