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Lean higher education
Lean Higher Education is the adaptation of lean thinking to Higher Education (HE) both in administration and academic activities (as distinct from teaching Lean principles and practices in HE courses). Though the application of Lean management in higher education has become more prevalent in administrative processes (for example in: admissions, add/drop, purchasing, facilities, hiring, budgeting), it has been applied to academic processes (for example, course design and teaching,〔(M.L. "Bob" Emiliani (2004) "Improving Business School Courses by Applying Lean Principles and Practices," )〕 improving degree programs,〔(M.L. "Bob" Emiliani (2005) "Using Kaizen to Improve Graduate Business School Degree Programs," )〕 student feedback,〔(Edinburgh Napier University "SUSTAINABLE FUTURES BRIEFING: RAPID IMPROVEMENT EVENT (RIE) – Student Feedback (Business School)" )〕 and handling of assignments) in an increasing number of cases. Pioneering academic institutions include: Cardiff University (Wales), (Edinburgh Napier University ) (Scotland), (Michigan Technological University ) (USA), Rensselaer Polytechnic Institute (USA), (University of Aberdeen ) (Scotland), University of Central Oklahoma (USA), (University of St. Andrews ) (Scotland), Winona State University (USA) and others. A group of universities in the U.K. have formed LeanHEHub (). In Scotland, the (Scottish Higher Education Improvement Network ) (SHEIN) is a collaborative network of HE professionals working within the area of continuous improvement. SHEIN exists to encourage the sharing of resources and best practice, online and face-to-face.
Lean principles can be applied to many different aspects of academic research and related work despite the high level of variability and unpredictability in the research process overall. Integrating Lean into research-intensive activities remains a new frontier.
==Lean Principles==
Of great importance in the application of Lean management in any organization is the recognition and daily practice of the Lean principles: "Continuous Improvement" and "Respect for People." The "Respect for People" principle is challenging for management to implement, because most managers have risen to their level of responsibility based on their superior "fire-fighting" skills. With Lean, managers are coaches who guide their employees through a problem solving process. The employee learns how to ask themselves the questions that enable them to solve problems on their own, with the same or better quality that the manager would have achieved. Problems occur when managers cannot relinquish control, resulting in zero-sum (win-lose) outcomes for people and inferior results. In other words, one party gains at another party's expense, and the losers are much less willing to participate in continuous improvement. This outcome impedes teamwork and information flows, and discourages daily efforts by administration, faculty, and staff to improve processes. In order to function properly, Lean management must be understood and practiced in a plus-sum (win-win) manner. The "Respect for People" principle is required in order to sustain continuous improvement ().
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
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