ELEC2017 2.3 t. sinha - implementing lean through a lean ambassadors network
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This document discusses implementing Lean principles through a Lean Ambassadors Network (LeAN) at a UK higher education institution (HEI). It describes establishing the LeAN program, which included workshops on Lean foundations, opportunities for improvement, and getting started on projects. The workshops aimed to teach Lean concepts like going to "Gemba" (the place where value is created), design thinking, and continuous improvement projects. Lessons learned included needing clearer expectations and support from senior management. Next steps discussed linking Lean and the UN's Sustainable Development Goals, and exploring how Lean and systems thinking can help mitigate and adapt to climate change through a new research center.
ELEC2017 2.3 t. sinha - implementing lean through a lean ambassadors network
- 1. Learning Lean / Lean Learning: Implementing Lean through a Lean Ambassadors Network (LeAN) Dr Tammi Sinha, Claire Lorrain, Jane Avery, & Dr Cindy Wood, United Kingdom
- 2. Our 20 min stand up Continuous improvement and Lean in Higher Education Changing landscape of HEI in the UK (REF TEF & KEF) Continuous Improvement Unit at UoW / Embedding CI and Service Excellence within an HEI Foundation of LeAN (Lean Ambassadors Network) 1.0 Workshop development and delivery (Lean foundations, Opportunities for Improvement, Lets get started, Celebration event) + Review + Key requisites Sustainable Development Goals & References
- 3. Continuous Improvement & Higher Education
- 4. Changing landscape of HEI in the UK (REF TEF & KEF) or TReKe (Teaching, Research and Knowledge Exchange)) Astronaut Samantha,Cristoforetti performs,the Vulcan,salute in,homage,of Leonard,Nimoy
- 5. SO HOW CAN LEAN PRINCIPLES HELP?
- 6. Continuous Improvement Unit at UoW / Embedding CI and Service Excellence within an HEI
- 7. LeAN DEVELOPMENT & DELIVERY
- 10. WORKSHOP 2
- 12. GETTING STARTED…. • Going to the Gemba • Design thinking and serious play • Lean projects • Mentoring, coaching, embedding – respect for people, continuous improvement and the eradication of waste.
- 13. Lessons learned • Communication of the network, workshops and benefits to participation need to be improved. • The timings and attention paid to overloading and overburden (muri and mura) may have had a negative effect on participation. • A clearer indication of the commitment expected and needed to sustain a lean ambassadors network. • Reinforcement of the opportunity to take a lean online accredited qualification. • Clear time table for workshops and expectations for projects. • Vocal support from SMT (senior management team) that this initiative supports university values
- 14. Next steps…. • Link between UN Sustainable Development Goals and the beauty and power of lean principles and practice • Launch of an RKE Centre for Climate Change Education and Communication • How to use lean and systems thinking to mitigate and adapt for climate change.
- 16. References • Cristina, D., & Felicia, S. (2012). Implementing lean in a higher education university. Universitatii Maritime Constanta. Analele, 13(18), 279. • Thirkell E & Ashman I (2014) Lean towards learning: connecting Lean Thinking and human resource management in UK higher education The International Journal of Human Resource Management, Vol. 25, No. 21, 2957–2977, http://dx.doi.org/10.1080/09585192.2014.948901: • Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511. • Holweg M & Rich N, (2004) "Learning to evolve: A review of contemporary lean thinking", International Journal of Operations & Production Management, Vol. 24 Issue: 10, pp.994-1011 • Thirkell, E., & Ashman, I. (2014). Lean towards learning: connecting Lean Thinking and human resource management in UK higher education. The International Journal of Human Resource Management, 25(21), 2957-2977. • Wiegel, V & Brouwer-Hadzialic, L. (2015). Lessons from higher education: adapting lean six sigma to account for structural differences in application domains. International Journal of Six Sigma and Competitive Advantage, 9(1), 72-85. • http://unfccc.int/cooperation_and_support/education_and_outreach/education_and_training/items/8958.php • https://sustainabledevelopment.un.org/sdgs
- 19. • Dr Tammi J Sinha • Senior Lecturer in Project and Operations Management, Programme Leader MSc Project Management, Continuous Improvement Unit Academic Officer: University of Winchester • Tammi.Sinha@winchester.ac.uk Linkedin TammiSinha Twitter @ImprovementCoP and @tammisinha