Lean Management Systems in Knowledge Institutions: A Case of ZCAS University
A Case of ZCAS University
DOI:
https://doi.org/10.14738/assrj.68.6931Keywords:
Lean Management, Knowledge Institutions, Higher Educational Institutions, Quality of delivery, academic programmes, SemesterAbstract
The modern institutions are operating in a dynamic and very competitive environment. Therefore, they are challenged to make continual improvements in the way they operate as they provide quality service to their customers [1]. The solution to this is the application of the lean management system which has been successfully in the service industry in the bid to maintain a competitive advantage [2]. This paper explores the concepts of the lean approach, as applied to a knowledge institution, ZCAS University, being a higher educational institution, in the delivery of its academic programmes on the three modes of study, namely Fulltime, Part-time and Open, Distance and eLearning (ODeL). It will further explore tacit and explicit knowledge, the lean principles of conflict resolution, communication, structures, problem-solving skills and the leadership engagement needed for the implementation of a lean management system in relation to the requirements of an educational institution while closely monitoring and maintaining the quality of delivery.
References
M. Rouse, “Lean Management,” December 2013. [Online]. Available: http://searchcio.techtarget.com/definition/lean-management.
C. Ford and J. Murli, “The Lean Management System: The Key to Sustainability and CI. An Interview with Joe Murli,” 28 January 2016. [Online]. Available: https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=530.
M. Sullivan, “Sustaining your Gains: What is a Lean Management System?,” 5 December 2013. [Online]. Available: http://www.leanhealthcareexchange.com/?p=4062.
B. R. Staats and D. M. Upton, “Lean Knowledge Work: The "Toyota" Principles can also be effective in operations involving judgement and expertise,” Harvard Business Reviews, pp. 101-109, 2011.
E. Thirkell and I. Ashman, “Lean towards learning: connecting Lean Thinking and human resource management in UK higher education,” Central Lancashire online Knowledge, pp. 2957-¬2977, 2014.
A. Kothari, D. Rudman, M. Dobbins, M. Rouse, S. Sibbald and N. Edwards, “The use of tacit and explicit knowledge in public health: a qualitative study,” Implementation Science, pp. 1-12, 2012.
R. Sanchez, ““Tacit Knowledge” versus “Explicit Knowledge”: Approaches to Knowledge Management Practice,” [Online]. Available: https://www.fraserhealth.ca/media/Tacit-vs-Explicit%20Knowledge%20Transfer.pdf.
R. T. Enakrire and N. G. Uloma, “The Effect of Tacit Knowledge for Effective Teaching and Learning Processes among Lecturers at the Delta State University, Abraka,” Library Philosophy and Practice (e-journal), pp. 1-9, 2012.
S. M. Jasimuddin, J. H. Klein and C. Connell, “The paradox of using tacit and explicit knowledge: Strategies to face dilemmas,” Management Decision, pp. 102-112, 2005.
N. Çalişkan and A. Mulgeci, “Waste Identification Lean Approach in effective education system,” Academicus - International Scientific Journal, pp. 199-206, 2012.
L. DiTullio, “Lean in to Team Conflict,” 13 June 2014. [Online]. Available: https://www.td.org/Publications/Magazines/The-Public-Manager/Archives/2014/Summer/Lean-in-to-Team-Conflict.
R. Timlick, “Lean: The Best Management System to Reduce Costs and Engage Your Workforce,” 14 July 2016. [Online]. Available: http://haskayne.ucalgary.ca/the-executive-connection/lean-best-management-system-reduce-costs-and-engage-your-workforce.
D. Gîfu and M. Teodorescu, “Communication process in a Lean concept,” International Letters of Social and Humanistic Sciences, pp. 119-127, 2014.
G. Cole and P. Kelly, Management Theory and Practice, Andover: Cengage Learning EMEA, 2015.
J. McLaughlin, “Lean Organizational Structure,” 2017. [Online]. Available: http://study.com/academy/lesson/lean-organizational-structure.html.
J. Kettunen, “Integrated Management Approaches in Higher Education,” US-China Education Review A, pp. 707-717, 2015.
StateUniversity.com, “Colleges and Organizational Structure of Universities - Governing Boards, The President, Faculty, Administration and Staff, Students, Future Prospects,” 2017. [Online]. Available: http://education.stateuniversity.com/pages/1859/Colleges-Universities-Organizational-Structure.html.
R. P. V. Til, M. W. Tracey, S. Sengupta and G. Fliedner, “Teaching Lean with an Interdisciplinary Problem Solving Learning Approach,” International Journal of Engineering Education, pp. 1-18, 2009.
J. Flinchbaugh and L. L. Center, “Problem-Solving Through the Lean Lens,” 16 May 2016. [Online]. Available: http://www.industryweek.com/companies-amp-executives/problem-solving-through-lean-lens.
N. Simons, “Six Ways that Lean Six Sigma can be of help to Education,” 18 October 2015. [Online]. Available: http://www.performance-innovation.com/blog/six-ways-that-lean-six-sigma-can-be-of-help-to-education.
LeanKit, “LEAN MANAGEMENT: THE ROLE OF LEAN LEADERS,” 2017. [Online]. Available: https://leankit.com/learn/lean/lean-management/.
F. Picchi, “The Leadership behaviours suporting a lean traformation,” 4 July 2016. [Online]. Available: http://planet-lean.com/the-leadership-behaviors-supporting-a-lean-transformation.
Downloads
Published
How to Cite
Issue
Section
License
Authors wishing to include figures, tables, or text passages that have already been published elsewhere are required to obtain permission from the copyright owner(s) for both the print and online format and to include evidence that such permission has been granted when submitting their papers. Any material received without such evidence will be assumed to originate from the authors.
