Introduction
The Case for Lean Higher Education
The Need
for Change in Higher Education
Implementing Improvements and Change in Higher Education
Lean Principles and Practices: An Approach to Organization-wide
Change and Improvement
Lean Higher Education: The Application of Lean Principles and
Practices in Higher Education
The Potential of LHE
Lean Higher Education in Practice: An Overview and Case
Study
Higher Education – Falling Short of the Mark
Lean Higher Education (LHE)
An Example of the Application of LHE: The Freshman Move-in
Process
"Proof of Concept:" Examples of the Successful
Application of LHE
University of Central Oklahoma
University of Iowa
University of New Orleans
Bowling Green State University
University of Scranton
Rensselaer Polytechnic Institute
Getting Started: The Successful Launch of
LHE
LHE: University-wide versus Local
Implementation
Institutional Readiness for LHE: The Importance of Workplace
Climate and Leadership Practices
Creating Structure to Support LHE
Selecting an LHE Initiative
Organizing LHE Project Teams
What Do They Really Want? Identifying What the
Beneficiaries of Higher Education Value and Expect
The
Beneficiary Defines Value; The University Delivers Value
Listening to the Beneficiaries of Higher Education: What Do They
Value and Expect?
Establish Metrics for Assessing What Beneficiaries Value and
Expect
Final Thoughts: Higher Education as a Monastery or Market
Preparing Visual Maps for a Comprehensive Understanding
of University Processes
Preparing a Current State
Visual Map
Creating a Visual Map: The Approval Process for New Courses
Eliminating Waste and Improving
Flow
Identifying Waste in University Processes
Eliminating Waste from University Processes
Improving Flow in University Processes
Implementing LHE Solutions and Sustaining
Improvements
Identifying and Implementing LHE
Solutions
Sustaining the Gain: Institutionalizing the New Process
The Approval Process for New Courses: Identifying, Gaining, and
Sustaining Support for LHE Initiatives
Realizing the Promise of LHE: Current Challenges, Future
Directions, and Next Steps
Challenges to the Broader
Adoption of LHE
Opportunities for the Broader Adoption of LHE
Next Steps
Each chapter concludes with a "Summary"
William K. Balzer, Ph.D., is a Professor of Industrial-Organizational Psychology in the Department of Psychology at Bowling Green State University and dean at the BGSU Firelands College. He has over 25 years of experience in the field of psychology and is an active member of the Society for Industrial and Organizational Psychology. For the past five years, Professor Balzer has been involved in promoting and applying lean principles and practices in higher education. His research interests include the psychology of lean systems, performance appraisal, job attitudes, and applied decision making. Balzer has consulted with national organizations including Procter & Gamble, Owens-Illinois, and Pepsico Incorporated in the areas of performance evaluation, job satisfaction, and strategic planning.
"Dr. Balzer's five-step model can help colleges and universities better align their key processes to deliver value for all constituents." --David LaHote, President of Lean Education, Lean Enterprise Institute." A must read for all university administrators--it helps them build processes and services that truly serve students." --Professor Tom Andrews, BGSU Firelands College, Former Director of Advanced Computer Technology, Eaton Corp. (Winner of the 2002 Shingo Prize for Lean Operational Excellence) "! will benefit any institution of higher education that recognizes that traditional approaches to improvement cannot deliver what the future calls for ." --Professor M.L. "Bob" Emiliani, School of Engineering and Technology, Central Connecticut State University, and President of The CLBM, LLC
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