scholarly journals Lean Management Shifts in Higher Education Towards Networking Units: A View From Russia

2019 ◽  
Author(s):  
Robert M. Nizhegorodtsev ◽  
Nina P. Goridko
Keyword(s):  
Higher Education ◽  
Lean Management

Digitalization of learning resources in a HEI – a lean management perspective

2017 ◽  
Vol 66 (5) ◽  
pp. 680-694 ◽  
Author(s):  
Huay Ling Tay ◽  
Stephen Wee Kiat Low
Keyword(s):  
Higher Education ◽  
Case Analysis ◽  
Transformation Process ◽  
Learning Resources ◽  
Lean Management ◽  
Content Type ◽  
Exploratory Case Study ◽  
E Learning ◽  
Transformation Processes

Purpose Lean is considered as a major management approach for improving operational productivity and organizational performance. It is a systemic philosophy that emphasizes on fulfilling customer needs, waste minimization, and a commitment to a culture of continual improvement. In recent years, many higher education institutions (HEIs) have leveraged on the use of technology to provide flexibility in learning and just-in-time training for learners in the efforts to improve both the internal processes of course delivery and enhance the provisions of education quality. In recognizing these trends in HEIs, the purpose of this paper is to identify the key factors that facilitate the conversion of printed learning resources to e-learning resources in a HEI. Design/methodology/approach This study used a qualitative exploratory case study approach and examined a unique case of a HEI that is undergoing the transformation process from printed learning resources to digital sources to simplify the processes involved in educational service delivery and operational complexity. Data sources include semi-structured interviews with key personnel directly involved in the project of converting printed learning resources to digital sources, notes taken from informal discussions, and secondary data such as minutes of meetings, learning resource archives, and relevant literature. A retrospective perspective was adopted in the case analysis since the HEI has already completed 50 percent of the conversion phase when this study was carried out. Findings Abductive reasoning approach and well-established lean principles were used to make sense of the digital transformation process of the HEI. Based on the retrospective case analysis, the authors found evidence that characterizes lean management principles and identifies the critical factors (CFs) that have facilitated the HEI to achieve the key milestones in the conversion journey. These include common vision, top management support and leadership, timely information sharing, and relationship management with key stakeholders in the transformation processes. Research limitations/implications Since this research is an exploratory case study, the results obtained cannot be generalized. Future research can be conducted to provide an impact analysis of the potential risk factors of a system that employs only the use of e-study materials. In addition, future studies can also assess the quality of the learning services that is supported by the e-resources by gathering student feedback on their e-learning experience that is supported by the online digital learning resources and learning management system. Practical implications This study provides managerial insights into the levers to engender the transformation from a traditional print learning resources model to leaning with digital e-learning resources. The insights into the CFs aid education managers to introduce process innovations and encourage behavioral changes that will benefit learners, instructors, and administers. Originality/value The study is one of the first to apply lean management principles in making sense of the transformation processes involved in the use of digital innovation in higher education context. The findings provide a holistic view of the process transformations.

scholarly journals INTERNATIONALISATION OF HIGHER EDUCATION BASED ON LEAN MANAGEMENT PRINCIPLES: CASE STUDY OF JAGIELLONIAN UNIVERSITY

2021 ◽  
pp. 42-50
Author(s):  
Iryna Myhovych ◽  
Vitalii Kurylo
Keyword(s):  
Higher Education ◽  
Foreign Students ◽  
Lean Management ◽  
University Management ◽  
Bilateral Agreements ◽  
Process Indicators ◽  
Mobile Students ◽  
Internationalisation Of Higher Education ◽  
Erasmus Programme ◽  
Polish Higher Education

  The paper deals with the phenomenon of lean management in higher education analyzed within the context of internationalisation process in Polish higher education as a means of ensuring inclusive global higher education space. Lean management is looked upon as one of the 21st century models of university management transplanted from the sphere of private enterprises and business companies’ management. The empirical analysis has been conducted with the use of statistical data provided by the official website of Jagiellonian University, Krakow, Republic of Poland. The data have been collected in accordance with the following internationalisation process indicators: amount of bilateral Memoranda of Understanding; Inbound Mobility: number of foreign students who have completed the full cycle bachelor's / master's degree; Inbound Mobility: number of foreign students who have completed the full cycle PhD’s degree; Inbound Mobility: participation in Quin Jadwiga Fund granting schemes; Inbound Mobility: participation in Erasmus / Erasmus+ Programme; Outbound Mobility: participation in Erasmus / Erasmus+ Programme; number of outbound mobile students in accordance with bilateral agreements; number of inbound mobile students in accordance with bilateral agreements; number of outbound mobile staff in accordance with bilateral agreements; number of inbound mobile staff in accordance with bilateral agreements. The collected data have shown gradual increase of internationalisation process indicators and allowed concluding that the introduction and support of lean management principles in higher education promotes the intensification of the internationalisation process. 

scholarly journals Lean Thinking in a UK University Law Clinic: A Reflective Case Study

2019 ◽  
Vol 27 (1) ◽  
pp. 171-203
Author(s):  
Alex Nicholson ◽  
Alireza Pakgohar
Keyword(s):  
Higher Education ◽  
Law School ◽  
Education Sector ◽  
Lean Management ◽  
Lean Thinking ◽  
Study Approach ◽  
Complex Processes ◽  
Resource Intensity ◽  
The University

A law clinic typically involves staff and students in a range of complex processes that are highly resource-intensive and which have the potential to detract from core value-adding activities. This paper aims to highlight the challenges associated with resourcing a university law clinic, and evaluate the extent to which lean management is able to provide solutions. It is submitted that proactive and deliberate application of lean management philosophies to law clinic process design has the potential to both reduce resource intensity and enhance value. A literature review was conducted in order to identify lean management principles and methodologies that might be applicable. A case study approach was then used to evaluate key resourcing challenges faced by a UK university law clinic and to explore the extent to which lean thinking might help to overcome them. There is very little literature which discusses the application of lean thinking in the higher education sector, and none which considers the university law clinic context specifically. This paper will provide law school leaders with a resource that will enable them to evaluate and design their clinic processes more effectively, improving the wellbeing of clinic staff and enhancing the pedagogical value of clinic work for students. It will also contribute to the emerging body of literature which highlights the benefits of lean thinking within the higher education sector.

Building Made in Vietnam Lean Higher Education Model

2018 ◽  
Vol 34 (3) ◽  
Author(s):  
Nguyen Dang Minh
Keyword(s):  
Higher Education ◽  
Management Practices ◽  
Research Question ◽  
Action Learning ◽  
Viet Nam ◽  
Lean Management ◽  
Total Quality ◽  
Doi Moi ◽  
Education Model ◽  
Made In

The fast increase of the number of universities and colleges leads the output to a high concern of quality. Thus, these issues raise a research question for researchers and managers to harmonize the balance between increasing the scale and the effectiveness of governance and the quality of higher education. In this study, based on the Made in Vietnam Lean management system, the author has proposed the Lean higher education model in Viet Nam applied in the higher education system in Vietnam. This will a new managerial approach that helps to solve the actual problems of university governance, and contributes for the operational effectiveness of our higher education organizations. Keywords Higher education management, Made in Vietnam Lean management, Lean higher education in Viet Nam References [1] Ban Tuyên giáo Trung Ương, Ban cán sự Đảng bộ GD&ĐT, Báo cáo tóm tắt Đề án Đổi mới căn bản, toàn diện giáo dục và đào tạo, đáp ứng yêu cầu công nghiệp hóa, hiện đại hóa trong điều kiện kinh tế thị trường định hướng xã hội chủ nghĩa và hội nhập quốc tế, Hà Nội, 2013.[2] Nguyễn Ngọc Thanh, Đổi mới giáo dục đại học: Sự lựa chọn mô hình, Tư liệu tham khảo Nghiên cứu GD, TT Nghiên cứu Giao lưu Văn hóa Giáo dục Quốc tế, Viện nghiên cứu GD – Trường Đại học Sư phạm Tp. HCM, 2005.[3] Phạm Thị Ly, “Xây dựng một hệ thống quản trị đại học hiệu quả - Kinh nghiệm của Hoa Kỳ và khả năng vận dụng tại Việt Nam”, Báo cáo tại Hội thảo Giáo dục Quốc tế và So sánh Lần thứ 53 tại Carolina, Hoa Kỳ (2008).[4] Ngô Doãn Đãi, “Tự chủ hay trách nhiệm báo cáo/giải trình hai khái niệm cần làm rõ trong công tác quản lý giáo dục”, Kỷ yếu Hội thảo khoa học quốc tế Giáo dục so sánh lần thứ 2: “Giáo dục Việt Nam trong bối cảnh toàn cầu hóa” tổ chức tại Trường Đại học Sư phạm thành phố Hồ Chí Minh (2008).[5] Đào Văn Khanh, “Hướng đi nào cho đổi mới quản trị đại học Việt Nam?”, Báo Giáo dục và thời đại (2010).[6] Nguyễn Đông Phong & Nguyễn Hữu Huy Nhựt, “Quản trị đại học và mô hình cho trường đại học khối kinh tế ở Việt Nam”, Tạp chí Phát triển và Hội nhập 8 (2013) 63.[7] R. Barnett, “Improving Higher Education: Total Quality Care”, Society for Research into Higher Education, London, 1992.[8] J.J. Kidwell, L.K. Vander, S.L. Johnson, “Applying Corporate Knowledge Management Practices in Higher Education”, Educause Quarterly 23 (2000) 28.[9] J. Seddon, S. Caulkin, “Systems thinking, lean production and action learning”, Action Learning: Research and Practice 4 (2007) 9. [10] K.B. William, “Lean Higher Education: Increasing the Value and Performance of University Processes”, CRC Press, Porland, 2010.[11] Nguyễn Đăng Minh, “Quản trị tinh gọn tại Việt nam - Đường đến thành công”, Nhà xuất bản Đại học Quốc gia Hà Nội, Hà Nội, 2015.[12] Tự chủ đại học, nhìn lại một năm tiến hành thí điểm, 2016, truy cập ngày 25 tháng 3 năm 2017, từ http://www.phapluatplus.vn/tu-chu-dai-hoc-nhin-lai-mot-nam-tien-hanh-thi-diem-d8797.html[13] Tổng cục thống kê Việt Nam, Báo cáo Điều tra Lao động việc làm Quý IV năm 2016, Hà Nội, 2016[14] World Bank, Vietnam: Higher education and skills for growth, Washington DC, USA, 2008.[15] Bùi Du Dương, Việt Nam tụt hậu 50 năm so với Thái Lan về công bố khoa học, Vnexpress, 2013, truy cập ngày 30 tháng 3 năm 2017, từ http://vnexpress.net/tin-tuc/khoa-hoc/viet-nam-tut-hau-50-nam-so-voi-thai-lan-ve-cong-bo-khoa-hoc-2411502.html.[16] Lê Đình Sơn, “Cải cách hành chính và vấn đề cải tiến dịch vụ hành chính trong trường đại học”, Tạp chí Khoa học và Công nghệ Đại học Đà Nẵng 2 (2010) 124.

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