Lean magagement eestikeelseid vasteid on erinevaid ja sageli võib kohata kirjapildis ka lihtsalt lean juhtimist. Siin kasutan vastena säästliku juhtimise põhimõtteid ja ei konkureeri teiste tõlgetega. Kirjandusülevaated on ikka huvitavad olenemata valdkonnast. Uudistan neid ikka huviga, sest sealt saab sageli lihtsa vaevaga ülevaate valdkonnas toimuvast ja kuna siinviidatu haakub siinse kodulehe mitme valdkonnaga, siis seetõttu leidiski koha siinses voos.

Põhimõtetest sissejuhatavalt:

One of the characteristics of lean management (LM) as a management system is the combination of a range of principles, tools and management practices to improve efficiency in different sectors […] the available empirical evidence demonstrates that implementing lean reduces the processing times of administrative management processes (Alexander and Williams, 2005; Magalhães et al., 2019), thus improving response time to students, reducing absenteeism and raising the number of students (Narayanamurthy et al., 2017; Haerizadeh and Sunder, 2019), while also increasing efficiency and profits (Balzer, 2010; Balzer et al., 2015; Krehbiel et al., 2015).

Tõuge uuringuks ja eesmärk:

lean implementation in this area is still at the fledgling stage and has not reached its full potential (Thomas et al., 2017). For this reason, the purpose of this work is to offer an overview of the empirical evidence on lean implementation in universities and to offer a novel literature classification that, unlike previous reviews, is not solely focused on identifying the factors that could be considered necessary for the successful implementation of lean in these organizations

Kirjandusülevaate protsess:

Autorid, kelle avaldamisi võiks jälgida:

Mõned järeldused:

in recent years, LM and LSS have been implemented in universities’ academic and administrative processes motivated, mainly, by cost reductions and quality improvements, the high competition in the sector, the improvements made to the efficiency and effectiveness of the processes and the increase in stakeholder satisfaction […] the literature shows an important level of consensus around the most important benefits obtained with the implementation of Lean in academic management processes being improved study plans and improvements to the undergraduate, master and lifelong training teaching processes […] it can be concluded that the main facilitators that bring about the implementation of lean are the commitment of senior management (Comm and Mathaisel, 2005a; Antony et al., 2012; Antony, 2014), the selection, training and development of the personnel assigned to the improvement teams (Francis, 2014; Antony et al., 2012), understanding the different types of customers and developing strategies to meet their needs (Comm and Mathaisel, 2003; Antony et al., 2012; Antony, 2014; Li et al., 2019), finding motivating components that reduce or eliminate employees’ aversion to change and drive up their interest in the result of their activities (Kurganskiy et al., 2019; Allaoui and Benmoussa, 2020) and the need for a facilitator or consultant to ensure that Lean is implemented properly

Säästliku juhtimise tehnikate tabelid on nii mahukad, et neid tuleks artiklist endast uurida ja need tabelid on kindlasti väärt tähelepanu.

Gómez-Molina, D. L., & Moyano-Fuentes, J. (2021). Lean management in universities: a systematic literature review. International Journal of Lean Six Sigma.