ABSTRACT
The decision to pursue Lean Higher Education is the critical first step, signaling readiness on the part of the university’s leadership to improve institutional effectiveness through the application of Lean principles and practices. Independent of scheduling, universities have developed different approaches or models to conduct Rapid Improvement Event. Daily Lean is the day-to-day work practice that enables work teams to take responsibility for managing and improving their work. Lean meetings respect people’s time by eliminating waste and optimizing the flow of meeting activities. Lean strategic planning and deployment establishes sets of cascading multi-year objectives for employees at every level of the university that communicate what is important for success and how every employee contributes. The practice of structured problem-solving establishes a common language and systematic approach to guide an individual or group toward the best solution at that time. Total productive maintenance trains employees to look after the equipment they operate to reduce downtime, delays, and defects.
