{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

Methodological Errors in Lean for Higher Ed

There is no lean without kaizen

Bob Emiliani
Tue, 08/25/2015 - 16:11
  • Comment
  • RSS

Social Sharing block

  • Print
Body

As both a participant and witness to the practice of lean management in higher education, I’d like to point out methodological errors in relation to how lean is practiced in industry.

ADVERTISEMENT

People in industry who practice lean management correctly provide us with a standard to which we can compare the practice of lean in higher education. This comparison is fair because lean management, fundamentally, is a system for processing information. All organizations process information, whether for profit, not-for-profit, government, or NGO.

With the industry standard in mind, here are 12 methodological errors in the practice of lean management in higher education that need to be corrected:

1. Program or initiative: Lean is seen as a “program” or “initiative.” It’s not a program or initiative. It’s the replacement of your university-wide batch-and-queue information processing system with a flow (i.e., lean) information processing system. Lean is a new management system in which improvement has no end, not a program or initiative which has an endpoint.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us