Lean in Higher Education Institutions

8/18/2019 Lean in Higher Education Institutions

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ContenidoAbstract.................................................................................................. ............ 1

Introduction......................................................................................................... 2

Literature review................................................................................................. 3Lean manufacturing: history............................................................................ 4

Si Sigma: history.......................................................................................... .. !

"iscussion........................................................................................................... #

Conc$usion........................................................................................... .............. . %

&eferences...................................................................................................... .... '

AbstractThe purpose of this paper is to analyze if Lean Six Sigma may be a tool for improving higher education institutions and, if so, how it has to be implemented


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to be extremely reliable and cero defects. +or example, a bad manufacturedairplane may cost life losses, as well as a car or a motorcycle. ven medicalproducts, as a Littman, may cause a bad diagnosis.

-ut not all has to be that delicate. Laptops has to be very well made so they can

overpass daily bad use struggles as crashes, high temperatures, humidity or evencontaminated air or dust. obile devices, such as cellphones and tablets, may aswell be prepared for those *ind of situations, but these products are even tinier, sotheir manufacturing is much more complicated. In fact, some of those are aspowerful as a normal laptop, so manufacturers have to maintain the size whilewor*ing at high levels.

-ut, as you can see, all of them are related to a single word/ manufacturing. This isbecause here%s the place where it was born, these *ind of places were those whereLean and Six Sigma, and Lean Six Sigma, were created for0originally.

Some organizations away from the manufacturing &services, or course' are tryingto implement these methodologies and its philosophy. It is a big challenge becauseyou don%t have a physical product some of the times, and you may need it to watchthe defects or reoperations that there could be. #t least this could have been thefirst thoughts of those who first tried to implement it for the service industry. (ithtime, they could be able to realize that the process itself was the most important,as they weren%t able to analyze a product.

This is what maybe happened in the education sector. !ow are you able tomeasure how effectively you are wor*ing with students1 2rades1 3lientsatisfaction1 (e will loo* for the answers while we get through the paper.

Literature reviewLean is a methodology that tries to minimize as most as possible the waste of allforms, from defects to waiting time4 all those activities that does not add value tothe product or process. Six Sigma is a methodology that aims for the reduce of variation in a process and, eventually, create a robust business, that means, that iscompletely stable. -ut Lean and Six Sigma got together until 566675686.


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$epending on where you are, Lean and Six Sigma is implemented. +or example, inurope the start with Lean and then solve more complex stuff but in the 9S they

start stabilizing processes by Six Sigma and then ma*e them Lean.

Lean see*s, above all, eliminate waste and restructure processes to ma*e them

more efficient, fast and agile in responding to customer needs. The total elapsedtime &:lead time:' is the primary metric on wor*ing. The tools are more visual andexecution is usually more explosively structure &;aizen vents'.

Six Sigma also aims to improve processes but in a broader and less definedsense/ quality, efficiency, service levels. ethodologically it is neater, and ma*esextensive use of the data to understand the behavior of processes and identifyimprovements.

Lean Six Sigma combines the methodological structure and data analysis tools of Six Sigma tools and principles of Lean process. The traditional roles of 2reen -eltand -lac* -elt (orld Six Sigma and Lean Specialist combine in one continuousimprovement leader, engaging pro ects and teams the most appropriate tools ineach case.

Lean anufacturing is : a philosophy < management system about how to operatea business.: +ocusing this philosophy < system tools in eliminating all waste,thereby reducing the time between customer order and shipment of the product,improving quality and reducing costs.

The fundamental principles of Lean anufacturing

8. "erfect quality to the first/ the search for zero defects, detection andresolution of problems at source.

5. (aste minimization/ elimination of all activities that are not value7addedand < or optimizing the use of scarce resources &capital, people and space'.

=. 3ontinuous Improvement/ reduced costs, improved quality, increasedproductivity and share information

>. "rocesses : "ull:/ the products are drawn &in the sense requested' by theend customer, not pushed by the end of production.

?. +lexibility/ @uic*ly produce different mixtures variety of products withoutsacrificing efficiency due to lower production volumes.

A. 3onstruction and maintenance of a long7term relationship with suppliersta*ing agreements to share the ris*, costs and information.

Six Sigma is a revolutionary management approach that measures and improvesthe quality, has become a reference method for the same time, meet the needs of customers and achieve perfectly with next levels. -ut what exactly is Six Sigma1

!e said in a nutshell, is a method, based on data, to bring the quality up close toperfection levels, different from other approaches because it also corrects


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problems before they arise. ore specifically it is a disciplined effort to examinerepetitive business processes.

Literally, any company can benefit from Six Sigma process. $esign,communication, training, production, management, losses, etc. verything comes

within the field of Six Sigma. -ut the road is not easy. The possibilities for improvement and cost savings are enormous, but the Six Sigma process requirescommitment of time, talent, dedication, persistence and, of course, economicinvestment.

Lean manufacturing: history

The history of lean manufacturing as it is also called begins with Sa*ichi ToyodaBapanese visionary who very young began to revolutionize the industry, their first

contributions were the textile industry when began manufacturing looms that other *nitting fabric stopped to time to brea* one of the wires, this was one of the pillarsof the Toyota production system, the Bido*a or total quality in products. Then withhis son ;iichiro founded the Toyota otor 3ompany and this contributed to thephilosophy of his father and techniques Bust in Time &BIT' and *anban allowing theflow and continuous supply long production.

-ut what the Lean anufaturing, also *nown as the Toyota production system/ is todo more with less time, less space, less human effort, less equipment, lessmaterial, as long as he is giving the customer what they want. #re precisely thecustomers who usually have companies under pressure to reduce costs and

delivery times, and to have the best quality and even more so in recent timeswhere the mar*et is so competitive, organizations have only one way to profit/eliminate waste from their processes and thereby reduce costs, this is one of thefundamental ob ectives of this philosophy, delete everything according to the clientdoes not add value to the product.

To understand this better, we will analyze the :house of Toyota production system:See +ig. Scheme has been used not only to display some of the tools for implementation, also bac*ground or philosophy that is enclosed behind her. It issymbolized by a house because this is a structural system is strong only if thebases, columns and roof are strong, wea* beam wea*en the entire system. It starts

with the goals, the roof of the house, as we discussed would be the best quality,lowest cost, shortest delivery time, greater security and more high morale. This twocolumns holding the BIT such time the most recognized tool of the Toyota system,which means producing the article listed in the required time and in the rightamount4 and Bido*a which in essence is to give machines and operators the abilityto detect when an abnormal condition has occurred and immediately stop theprocess, it can detect the causes of problems and eliminate root and defects do notpass stations following. The base of the house would be standardization, stability


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and reliability in the processes and hei un*a or leveling of production level andvariety.C

This methodology has been applied in many organizations worldwide, somesuccessful and others not because their application goes to there to follow

instructions or recipes and wait for results, this methodology has everything aphilosophical and cultural bac*ground and should start with the change of mentalityand attitude towards the organizational processes. It cannot be applied lightly or fashion should be something designed and adapted to the organization, and mustbe a real commitment to change and be willing to ma*e the changes necessary toachieve it. Dn the other hand, the results of this transformation may not beimmediate, so many organizations have given up on the target and say that themethodology does not wor*. Lean anufacturing is a philosophy of gradualapplication which should ma*e a structural and cultural change in the organization,starting from the basics and continuously improving &;aizen' to the desired results.

Si Sigma: history

Six Sigma is a philosophy that began in the eighties as mar*et strategy and qualityimprovement in the company otorola, when the engineer i*el !arry, promotedas estimable goal in the organization4 evaluation and analysis of process variation

otorola, as a way to fit closer to reality. It is at this time, with the rise ofglobalization companies in the industrial and commercial sector, which began todevelop more efficient techniques that will allow optimize processes to improvetheir competitiveness and productivity, which involved principally to reducevariability factors or critical variables that alter one way or another normal processperformance. #s statistical measure ta*en as reliable evaluation of the standarddeviation of the process, represented by the symbol as an indicator of performanceand in turn to determine the efficiency and effectiveness of the organization. Thisinitiative became the focal point of the effort to improve the quality of otorola,calling attention to 3 D -ob 2alvin4 with their support, emphasis was not only onthe analysis of the variation but also on continuous improvement, noted that whenthe statistical control to a process is performed is ta*en as natural variability whensigma value ranges to three deviations from the mean. 3riterion amending the SixSigma method which requires that the process is four point five deviations from themean. This implies that a significant process information must be within this range,which statistically means that it is considered normal => elements of the processdo not meet the quality criteria required by the customer, for every millionopportunities &8,666,666'. This is the cause of philosophical origin Six Sigma

ethod as a measure of performance of an organization. It was thus with thepassage of time has emerged this new philosophy of quality and development ofquality standards that many companies currently apply.This new improvement initiative motivated Lawrence -ossidy, who in 8EE8 after hisretirement from 2eneral lectric, ta*es the direction of the conglomerate #lliedSignal to transform a company in financial difficulties, a successful organization.


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$uring the nineties, #llied Signal expanded its sales amazingly. This quality modelwas imitated by Texas Instruments, achieving similar success. $uring 8EE?, the3 D of 2eneral lectric, Bac* (elch, learns the success of this new strategy toimprove than*s to the information provided by Lawrence -ossidy, thus facilitatingthe greatest transformation in this organization. This novel way of guiding the

quality policies established in the organization, ta*es hold of the criteria laid downin ISD quality standards and complemented by a greater commitment to advancedtechniques of statistical quality control, indicating that the Six Sigma is a qualitymethodology that departs from the criteria of improvement currently beingdeveloped, however the integration of these continuous improvement methodsinduces greater efficiency and effectiveness within the organization.

"iscussionThe main issues we may find in the implementation of Lean Six Sigma in highereducation institutions are several/

8. There is a natural issue between some terminologies used in themanufacturing and in the service sectors.


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5. any executives are not aware of the benefits of implementing thesemethodologies.

=. It is necessary that the executives compromise with the idea of continuousimprovement and the methodologies.

>. Thin* all as a process, to be able to implement the methodologies.

?. "erhaps the cultural part of the implementation in the higher institute may bea problematic.A. The budget, depending of the school, may be a serious trouble, as well as

the employees% time.

The natural incoherence of the terminologies comes from the creation itself of themethodologies. That is because both were created from a manufacturing context,as well as their original ob ectives.

The thing that the executives are not aware of the benefits of Lean Six Sigmaimplementation is something unfavorable common. 9nfavorable because is verycommon, at least here in exico. #nd, as they are not aware of the benefits, it maybe a problem for their compromise with the implementation because they thing issomething immediate.

It is important that the personnel feel empowered, so they get confident andsupport with new ideas.The budget may be more problematic in public schools because of burocraticprocedures, but private schools don%t have too large budgets.

Conc$usionIn despite of Lean has existed for a long time &it has li*e 86 years', it has notdeveloped a lot for the higher education institutions. There are lots of organizations&institutions and others' that believe Lean Six Sigma is not applicable for them but,as we can see, this isn%t true. #s we have demonstrated, it can be applied and withvery satisfactory results. In here, you can see the problems that Lean appliance inhigher education institutions that may be presented, as well as how well it can wor*when applied correctly. It is expected to be created a totally constructed manual for


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the implementation of this methodology in any institution that wants to apply thistechnique, for them to simplify their process of change, as well as the effectivenessof it.

&eferences• miliani, -ob. &+ebruary 566?'. Lean in !igher ducation. Fecovered from

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search.proquest.com.millenium.itesm.mx8E=

• #ntony, Bi u. pril 58 568='. Feadiness factor for the Lean Six Sigma ourney in the higher education sector. Fecovered from http/

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Lean in Higher Education Institutions