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Lean Six Sigma leadership in higher education institutions

Author

Listed:
  • Jing Lu
  • Chad Laux
  • Jiju Antony

Abstract

Purpose - The purpose of this paper is to critically evaluate whether a Lean Six Sigma (LSS) leadership model could be effectively utilized to resolve efficiency and effective issues like rising costs, quality of education, graduation and retention rates encountered in higher education institutions (HEIs) in the modern era. Design/methodology/approach - The authors systematically reviewed the literature on key concepts of LSS and leadership in HEIs in to develop a theoretical model using an inductive theory-building approach in accordance with the exploratory nature of the study. Findings - The results of the study proposed a conceptual LSS leadership framework, which provides a basis for testing of LSS leadership representations in HEIs. The results suggest that LSS leadership has advantages for HEI to overcome currents issues and challenges. Research limitations/implications - This research is a theoretical study based on the existing literature that identified characteristics that may be adopted in higher education. The proposed LSS leadership framework is based upon leadership, statistical thinking, continuous change and improvement. This model is based upon service and the concepts of adaptive, rather than technical work, of leaders in higher education. Practical implications - The proposed LSS leadership framework brings new aspects and perspectives of leadership in HEIs. LSS leadership model has its practical meaning in providing a fundamental base for HEIs to overcome challenges, fulfill missions, and sustain improvements. Social implications - HEIs are a foundation for principles of democracy, equality and diversity. HEIs have been a path for citizens but HEIs are facing challenges that are reducing the ability of individuals to improve themselves. Leadership of HEI needs to incorporate new principles to adapt to a changing society. Originality/value - LSS project leaders have achieved improved bottom line results and customer satisfaction in a wide range of industries, but LSS application in the HEIs remains to be explored. This paper proposes an effective LSS leadership model, which can help improve the quality of education, reduce non-value added costs and enhance operational efficiency of HEIs.

Suggested Citation

  • Jing Lu & Chad Laux & Jiju Antony, 2017. "Lean Six Sigma leadership in higher education institutions," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(5), pages 638-650, June.
    • Handle: RePEc:eme:ijppmp:ijppm-09-2016-0195
    DOI: 10.1108/IJPPM-09-2016-0195
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    Citations

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    Cited by:

    1. Andreas Kakouris & Eleni Sfakianaki & Marios Tsioufis, 2022. "Lean thinking in lean times for education," Annals of Operations Research, Springer, vol. 316(1), pages 657-697, September.
    2. Teun Graafmans & Oktay Turetken & Hans Poppelaars & Dirk Fahland, 2021. "Process Mining for Six Sigma," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 63(3), pages 277-300, June.
    3. Fabiane Letícia Lizarelli & Jiju Antony & José Carlos Toledo, 2020. "Statistical thinking and its impact on operational performance in manufacturing companies: an empirical study," Annals of Operations Research, Springer, vol. 295(2), pages 923-950, December.
    4. Aleksandar Đorđević & Yury Klochkov & Slavko Arsovski & Nikola Stefanović & Luiza Shamina & Aleksandar Pavlović, 2021. "The Impact of ICT Support and the EFQM Criteria on Sustainable Business Excellence in Higher Education Institutions," Sustainability, MDPI, vol. 13(14), pages 1-25, July.
    5. Shang Shanshan & Lyv Wenfei & Luo Lijuan, 2022. "Applying lean six sigma incorporated with big data analysis to curriculum system improvement in higher education institutions," International Journal of System Assurance Engineering and Management, Springer;The Society for Reliability, Engineering Quality and Operations Management (SREQOM),India, and Division of Operation and Maintenance, Lulea University of Technology, Sweden, vol. 13(2), pages 641-656, April.
    6. Mahmoudi, Fahimeh & Bagheri Majd, Rouhollah, 2021. "The effect of lean culture on the reduction of academic corruption by the mediating role of positive organizational politics in higher education," International Journal of Educational Development, Elsevier, vol. 80(C).
    7. Marco Maciel-Monteon & Jorge Limon-Romero & Carlos Gastelum-Acosta & Yolanda Baez-Lopez & Diego Tlapa & Manuel Iván Rodríguez Borbón, 2020. "Improvement project in higher education institutions: A BPEP-based model," PLOS ONE, Public Library of Science, vol. 15(1), pages 1-19, January.
    8. Lusia Permata Sari Hartanti & Ivan Gunawan & Ig. Jaka Mulyana & Herwinarso Herwinarso, 2022. "Identification of Waste Based on Lean Principles as the Way towards Sustainability of a Higher Education Institution: A Case Study from Indonesia," Sustainability, MDPI, vol. 14(7), pages 1-18, April.

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