No abstract

Purpose This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey. Design/methodology/approach A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques. Findings The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise. Research limitations/implications This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland. Originality/value This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.

Brain stem auditory evoked response abnormalities in 14 dogs with confirmed central nervous system lesions.

Purpose: The paper's purpose is to contribute to a developing literature in relation to Continuous Improvement (CI), incorporating Lean Six Sigma (LSS) in Higher Education Institutions (HEIs). This paper follows on from a previous study which focused on the initial steps taken by an Irish university on its CI journey by discussing the next steps, detailing the findings from these. Design Methodology/Approach:A participative research approach is adopted. This is the second stage in a longitudinal study designed to support on-going evaluation and learning during the CI journey. The data sources include relevant documentation and observations supported with secondary data from literature. Findings:Having a blend of external expertise as well as in-house developed expertise is a critical mix, supporting the need for improvement specialists consistent with previous research. In addition, the ability of the HEI to respond to the enthusiasm nurtured through training is key. Along with ongoing Senior Management commitment, active leadership at unit level was also found to be key.Research Limitations: This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland and the researchers' experience as practitioners.Originality/Value: This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the developing nature of the literature in this area.

No abstract