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READINESS FACTORS FOR EFFECTIVE PROCESS IMPROVEMENT IN HIGHER EDUCATION
Kim-Marie M. JenkinsUniversity of Maine &University of Maine System
Central question this presentation hopes to answer:
What do you need to know about your institution’s culture in order to ensure effective Lean implementation?
University of Maine System (UMS)
• UMS 1968 – legislation linked 7 campuses with oversight by Chancellor and Board of Trustees
• 27,000 students• 7 institutions with presidents• 10 campuses• More than 30 total sites including outreach centers• Growing online presence• UMS 2016 – move toward ‘One University’
Coordinator of Lean Continuous Improvement
• University of Southern Maine 1998 – 2013*(*Bedford College, England 2005 – 2007)
• Lean training began in 2010• Coordinator of Lean CI 2013 – present
50% University of Maine through the President50% UMS through the Chancellor
• Fall 2016 EdD focus:Cultural readiness factorsaffecting Lean implementation
Research
• Reviewed articles from the 1980’s forward• Change and Culture• Process Improvements: TQM, Lean, Six Sigma• Manufacturing, health care, hospitality,
education, other industries• North America, Asia, Europe, Australia
Research
Implementation of change initiative is more successful when the organization is ready
Cultural Readiness Factors (CRF)
“…any practice or characteristic that aids an organizational transformation by eliminating or nullifying possible inhibitors for success, or providing the knowledge and capabilities required to succeed in establishing change” (Al-Balushi, et al., 2014, p. 138)
In other words…
What factors (when present) make an organization more likely to embrace change?
Cultural Readiness Factors
• Environment for Change• Leadership• Culture• Empowerment of employees• Training• Communication• Measurement• Consistency with mission, adaptability, and involvement
Cultural Readiness Factors
• Environment for ChangeStrong relations with customers
Strong relations with suppliers
Shared vision and clear sense of direction
Visual management
Root Problem solving
Cultural Readiness Factors
• LeadershipStrong leadership
Management commitment
Consistent vision and clear strategy
Linking Lean to business strategy
Planning; Adequate time to prepare the organization
Create motivation to complete initiatives
Awareness of the cost
Cultural Readiness Factors
• CultureTrust
Cultural Readiness Factors
• Empowerment of EmployeesEmployee involvement
Employee commitment
Do employees make decisions?
Reward and recognition
Benefits / relationship with Human Resources
Cultural Readiness Factors
• TrainingTraining for employees
Education for employees
Skilled workers
Problem solvers
Cultural Readiness Factors
• CommunicationManagement communication
Communication with employees
Up, down, all around
Cultural Readiness Factors
• MeasurementAchievable goals
Objective measurement
Celebrate successes
Cultural Readiness Factors
• Consistency with Mission, Adaptability, and Involvement
Challenges and Barriers
• Environment for ChangeLack of crisis/sense of urgency
Unclear vision
Language barriers
Challenges and Barriers
• LeadershipConfusion about what Lean is
Resistance to new ideas
Lack of implementation knowledge
Failure to see benefits
Unclear standards
Lack of alignment with vision
Not appreciating the core of Lean as a philosophy
Challenges and Barriers
• CultureFear and Anxiety
Lack of trust
Resistance to new ideas
Backsliding
Not appreciating the core of Lean as a philosophy
Challenges and Barriers
• Empowerment of EmployeesLack of trust
Hierarchical decision making
Challenges and Barriers
• TrainingLack of education and skill
Not appreciating the core of Lean as a philosophy
Challenges and Barriers
• Consistency with Mission, Adaptability, and InvolvementLack of alignment
No/little cross-training or ability to adapt to needs
Lack of involvement by the people who do the work
University of Maine System
• Environment for Change• Leadership• Culture• Empowerment of employees• Training• Communication• Measurement• Consistency with mission, adaptability, and involvement
2013 & 2016
What does this mean for your institution?
• What information do you have about your current culture?• What information can you gather?
SurveysFeedback sessionsProcess can be free – if you can involve in-house sociologists
Survey 1
• Top Leadership and Management
• Do they understand what Lean is?• Are they willing to invest and make a commitment to Lean?• Do they know what people are capable of?• Do they value job security?
Survey 2
• HR, Staff, and Faculty
• Do they understand what Lean is?• What is involvement and participation like?• Is there evidence of trust? • What do the job descriptions say?• Training? Motivation? Communication? Teamwork?
Survey 3
• Supplier Relations
• Do they understand what Lean is?• Quality?• Location?• Relationship? Involvement? Feedback?
How can your institution implement Lean?
• Identify what administrators require and expect from LeanMotives and expectations should be based on needs
• Ensure leadership commitment• Ensure alignment between your mission, vision, and processes• Create systems that allow you to empower employees• Develop and share a common understanding of what Lean means
How can your institution implement Lean?
• Focus on the whole culture• Choose tools and techniques that best fit your situation• Explain benefits• Training should include support afterward• Avoid a delay between training and results• Solid project management and employee involvement
Cultural Readiness Factors: Discussion
• What readiness factors do you see within your institution?• Where is your institution in its progress toward Lean
implementation?
