Identity and Values to Drive Respect for People: A Case Study Based on Embedding Kindness as an Organizational Value

Clarke, Susanne; Roper, Laura; Farquharson, Lois; Renaud, Vianna

doi:10.4324/9780429399688-6

Cited by 1 publication

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Section: Understanding Leanmentioning

confidence: 99%

“…More recently lean has come to be synonymous with the concept of "respect for people". Lean advocates suggest that it is not simply that continuous improvement requires respect for people to succeed, but rather that genuine respect for people is what causes the emergence of continuous improvement (Clarke et al 2018).Lean as a term was coined by Womack and Jones (2007) describing research into the Japanese automotive industry, especially in Toyota. Originally "lean" was a term of derision for the Toyota Production System, reflecting a system running on the minimum resourcing required.…”

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Lean as a Framework for Humanisation in Higher Education

Yorkstone

Clarke

Mann

2020

Humanising Higher Education

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Lean management is a compelling concept, with a significant history. Lean is at the root of the Operations Management discipline and is now in practice, relatively ubiquitously. This includes in Higher Education (HE), where lean, although not always described as lean in name, is having an impact in Universities worldwide. Central to lean is the idea of beginning from true purpose, and the authors seek to explore how lean intersects with humanisation in HE.We will begin by introducing the roles we have taken as authors in writing this chapter: Steve and Susanne both work in HE -Steve in Scotland, and Susanne the other end of the UK in the South Coast of England. We meet up regularly all over the world to support the development of lean and continuous improvement in HE globally. In this chapter we share theorical perspectives on lean and humanising, with Steve providing the guiding hand for the case studies in this chapter, and his experience in lean. James has enthusiastically contributed and taken forward ideas into practice and has shown great generosity in sharing his experiences to support embedding these ideas more widely within HE. Susanne brings her experience of the humanisation framework in theory and practice.We will introduce lean by discussing lean as an industrial approach, in order to introduce key concepts in use where lean is practiced. We will go onto outline how these principles can play out in practice through a case study describing a programme of lean activity in a university helpdesk. Foremost is our wish to illustrating the interplay between lean and humanisation. The chapter then discusses some of the broader challenges facing the sector. It closes by addressing how a humanising lean approach has a role in offering a practical way forward. Understanding LeanLean is often viewed as an approach to continuous improvement. Frequently, lean is associated with the removal of "non-value adding activity" to add velocity to business processes. This understanding of lean is limited, however, and misleading. More recently lean has come to be synonymous with the concept of "respect for people". Lean advocates suggest that it is not simply that continuous improvement requires respect for people to succeed, but rather that genuine respect for people is what causes the emergence of continuous improvement (Clarke et al. 2018).Lean as a term was coined by Womack and Jones (2007) describing research into the Japanese automotive industry, especially in Toyota. Originally "lean" was a term of derision for the Toyota Production System, reflecting a system running on the minimum resourcing required. However, as the discussion around lean went further, it came to be understood that using the minimum resource to achieve the goal was optimally efficient and therefore a blessing (not a cause for derision). Early translations of lean into other workplaces focussed on the removal of "waste" from processes, i.e. any activity that does not add value to the customer. This focus solely on removing waste, however, is only ...

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Section: Understanding Leanmentioning

confidence: 99%

mentioning

confidence: 99%