Advertisement

Lean Management as a Concept of Management in Higher Education

  • Justyna MaciągEmail author
Chapter

Abstract

The author focuses on analysing the external and internal contexts of the functioning of modern higher education institutions. She analyses changes in approaches to managing universities, taking into consideration public organization management models, public policies, the changing definitions of the roles played by universities in social and economic development, as well as management concepts and methods. The author characterizes the essence of the process approach, defines the specific qualities of processes conducted in higher education institutions, as well as new approaches to their classification. She also discusses process management concepts followed in universities, e.g. Total Quality Management (TQM), Business Process Reengineering (BPR), and Business Process Management (BPM). She also presents the essence of Lean Management and the conditions for implementing this concept in higher education institutions. The chapter ends with a proposal for a Lean university model.

References

  1. Abdous, M. H. (2011). Towards a framework for business process reengineering in higher education. Journal of Higher Education Policy and Management, 33(4), 427–433.Google Scholar
  2. Agre, P. E. (2000). Infrastructure and institutional change in the networked university. Information, Communication & Society, 3(4), 494–507.Google Scholar
  3. Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: Critical success factors in higher education. Business Process Management Journal, 13(3), 451–469.Google Scholar
  4. Altbach, P. G., Reisberg, L., & Rumbley, L. E. (2009). Trends in global higher education: Tracking an academic revolution. A Report Prepared for the UNESCO 2009 World Conference on Higher Education.Google Scholar
  5. Alvesson, M. (2013). The triumph of emptiness: Consumption, higher education, and work organization. Oxford: Oxford University Press.Google Scholar
  6. Anders-Morawska, J., & Rudolf, W. (2015). Orientacja rynkowa we współzarządzaniu miastem [A market orientation in municipal co-management]. Łódź: Wyd. Uniwersytetu Łódzkiego.Google Scholar
  7. Antonowicz, D. (2005). Uniwersytet przyszłości. Wyzwania i modele polityki [The university of the future. Challenges and policy models]. Warszawa: Wydawnictwo ISP.Google Scholar
  8. Antonowicz, D. (2015). Między siłą globalnych procesów a lokalną tradycją. Polskie szkolnictwo wyższe w dobie przemian [Between the power of global processes and the local tradition. Poland’s higher education in the period of changes]. Toruń: Wydawnictwo Naukowe Uniwersytetu Mikołaja Kopernika.Google Scholar
  9. Antony, J. (2014). Readiness factors for the Lean Six Sigma journey in the higher education sector. International Journal of Productivity and Performance Management, 63(2), 257–264.Google Scholar
  10. Antony, J. (2015). Challenges in the deployment of LSS in the higher education sector: Viewpoints from leading academics and practitioners. International Journal of Productivity and Performance Management, 64(6), 893–899.Google Scholar
  11. Balzer, K. (2010). Lean higher education. New York: CRC Press, Taylor & Francis.Google Scholar
  12. Balzer, W. K., Brodke, M. H., & Kizhakethalackal, T. E. (2015). Lean higher education: Successes, challenges, and realizing potential. International Journal of Quality & Reliability Management, 32(9), 924–933.Google Scholar
  13. Balzer, W. K., Francis, D. E., Krehbiel, T. C., & Shea, N. (2016). A review and perspective on Lean in higher education. Quality Assurance in Education, 24(4), 442–462.Google Scholar
  14. Bateman, N., Radnor, Z., & Glennon, R. (2018). The landscape of Lean across public services. Public Money & Management, 38(1), 1–4.Google Scholar
  15. Bay, D., & Daniel, H. (2001). The student is not the customer—An alternative perspective. Journal of Marketing for Higher Education, 11(1), 1–19.Google Scholar
  16. Bayraktar, E., Tatoglu, E., & Zaim, S. (2008). An instrument for measuring the critical factors of TQM in Turkish higher education. Total Quality Management, 19(6), 551–574.Google Scholar
  17. Bednarek, M. (2007). Doskonalenie systemów zarządzania. Nowa droga do przedsiębiorstwa Lean [Improving management systems. A new way towards a Lean enterprise]. Warszawa: Difin.Google Scholar
  18. Billings, L., Llamas, N. A., Snyder, B. E., & Sung, Y. (2017). Many languages, many workflows: Mapping and analyzing technical services processes for East Asian and international studies materials. Cataloging & Classification Quarterly, 55(7–8), 606–629.Google Scholar
  19. Blöndal, S., Field, S., & Girouard, N. (2002). Investment in human capital through post-compulsory education and training: Selected efficiency and equity aspects (No. 333). Paris: OECD.Google Scholar
  20. Bloom, A. (1997). Umysł zamknięty. O tym, jak amerykańskie szkolnictwo wyższe zawiodło demokrację i zubożyło dusze dzisiejszych studentów [The closing of the American mind: How higher education has failed democracy and impoverished the souls of today’s students]. Poznań: Wydawnictwo Zysk i S-ka.Google Scholar
  21. Bonstingl, J. J. (1995). Szkoły Jakości. Wprowadzenie do TQM w edukacji [Schools of quality. An introduction to TQM in education]. Warszawa: Wydawnictwa CODN.Google Scholar
  22. Botas, P. (2011). The consumption values of and empowerment of student as customer in higher education and its implications for higher education policy. In Positive Futures for Higher Education: Connections, Communities and Criticality Conference Papers Society for Research into Higher Education. Newport, Great Britain.Google Scholar
  23. Bowden, J. L. H. (2011). Engaging the student as a customer: A relationship marketing approach. Marketing Education Review, 21(3), 211–228.Google Scholar
  24. Budd, R. (2017). Undergraduate orientations towards higher education in Germany and England: Problematizing the notion of ‘student as customer’. Higher Education, 73(1), 23–37.Google Scholar
  25. Bugdol, M. (2011a). Zarzadzanie jakością w urzędach administracji publicznej [Quality management in public administration offices]. Warszawa: Difin.Google Scholar
  26. Bugdol, M. (2011b). Zarządzanie pracownikami-klientami wewnętrznymi w organizacjach projakościowych [Managing employees or internal customers in pro-quality organizations]. Warszawa: Difin.Google Scholar
  27. Bugdol, M. (2018). System zarządzania jakością według normy ISO 9001:2015 [Quality management systems based on the ISO 9001:2015 standard]. Gliwice: One Press.Google Scholar
  28. Bugdol, M., & Jedynak, P. (2012). Współczesne systemy zarządzania: jakość, bezpieczeństwo, ryzyko [Contemporary management systems: Quality, security, risk]. Gliwice: Wydawnictwo Helion.Google Scholar
  29. Bugdol, M., & Szczepańska, K. (2016). Podstawy zarządzania procesami [Rudiments of process management]. Warszawa: Difin.Google Scholar
  30. By, R. T., Diefenbach, T., & Klarner, P. (2008). Getting organizational change right in public services: The case of European higher education. Journal of Change Management, 8(1), 21–35.Google Scholar
  31. Chalaris, I., Chalaris, M., Gritzalis, S., & Belsis, P. (2015). Process’ standardization and change management in higher education. The case of TEI of Athens. In AIP Conference Proceedings (Vol. 1644, No. 1, pp. 263–270). Shing: AIP.Google Scholar
  32. Chapman R. G. (1986). Toward a theory of college selection: A model of college search and choice behaviour. In R. J. Lutz (Ed.), Advances in consumer research (Vol. 13). Provo, UT: Association for Consumer Research.Google Scholar
  33. Charta, M. (1988). The Magna Charta Universitatum. Rectors of European Universities.Google Scholar
  34. Ciancio, S. (2018). The prevalence of service excellence and the use of business process improvement methodologies in Australian universities. Journal of Higher Education Policy and Management, 40(2), 121–139.Google Scholar
  35. Clark, B. R. (1986). The higher education system: Academic organization in cross-national perspective. Berkeley: University of California Press.Google Scholar
  36. Cole, B. (2011). Lean-Six Sigma for the public sector (p. 496). Milwaukee: ASQ Quality.Google Scholar
  37. Collis, D. (2016, March). Lean strategy. Harvard Business Review. Downloaded from: https://hbr.org/2016/03/lean-strategy. Accessed 15 May 2018.
  38. Council, B. (2017). Trends: Transformative changes in higher education. London, UK: British Council.Google Scholar
  39. Crosier, D., Dalferth, S., Kerpanova, V., & Parveva, T. (2011). Modernisation of higher education in Europe: Funding and the social dimension. Brussels: Education, Audiovisual and Culture Executive Agency, European Commission. Available from EU Bookshop.Google Scholar
  40. Cyfert, S., & Kochalski, C. (Ed.). (2011). Projektowanie i wdrażanie strategii rozwoju w publicznych szkołach wyższych w Polsce: aspekty teoretyczne i praktyczne [Designing and implementing development strategies in public higher education institutions]. Poznań: Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu.Google Scholar
  41. Czerska, J. (2009). Doskonalenie strumienia wartości [The improvement of value streams]. Warszawa: Difin.Google Scholar
  42. Czubała, A., Jonas, A., Smoleń, T., & Wiktor, J. W. (2012). Marketing usług [The marketing of services]. Warszawa: Oficyna Wolters Kluwer Business.Google Scholar
  43. Dahlgaard, J. J., & Østergaard, P. (2000). TQM and Lean thinking in higher education. The Best on Quality: Targets, Improvements, Systems, 11, 203–226.Google Scholar
  44. Daszkowska, M. (1998). Usługi. Produkcja, rynek, marketing [Services. Production, market, marketing]. Warszawa: PWN.Google Scholar
  45. Davenport, T. H. (2008). Foreword. In J. Jetson & J. Nelis (Ed.), Business process management. Practical guidelines to successful implementation. Oxford: Elsevier.Google Scholar
  46. Davies, J. (2000). Cultural change in universities in the context of strategic and quality initiatives. In P. Tabatoni, J. Davies, & A. Barblan (Eds.), Strategic management and universities’ institutional development (pp. 12–23). www.eau.Google Scholar
  47. Deming, W. E. (1986). Out of the crisis (Vol. 510, pp. 419–425). Cambridge, MA: Center for Advanced Engineering Study, Massachusetts Institute of Technology.Google Scholar
  48. Deming, W. E. (2012). Wyjście z kryzysu: Out of the crisis. OpExBooks.pl.Google Scholar
  49. Denhardt, R. B. (2011). Theories of public organization. Boston: Wadsworth Cengage Learning.Google Scholar
  50. Douglas, A., Douglas, J., & Antony, J. (2013, June 24–25). Gold in the mine: Recognising waste in UK HEIs using Lean thinking. In Proceedings of First International Conference on Lean Six Sigma for Higher Education. Glasgow, Scotland, UK (electronic material). Enhancing Process Efficiency and Effectiveness in Higher Education Using Lean Six Sigma.Google Scholar
  51. Douglas, J., Antony, J., & Douglas, A. (2015). Waste identification and elimination in HEIs: The role of Lean thinking. International Journal of Quality & Reliability Management, 32(9), 970–981.Google Scholar
  52. Dragomir, C., & Surugiu, F. (2013). Implementing Lean in a higher education university. Constanta Maritime University: Constanta, Romania, XIII, 18, 279–282.Google Scholar
  53. Drotz, E. (2014). Lean in the public sector possibilities and limitations. Linköping, Sweden: Department of Management and Engineering, Linköping University.Google Scholar
  54. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Introduction to business process management. In Fundamentals of business process management (pp. 1–31). Berlin and Heidelberg: Springer.Google Scholar
  55. Easterby-Smith, M., Thorpe, R., & Jackson, P. R. (2015). Management and business research. London: Sage.Google Scholar
  56. Emiliani, M. L. (2000). Cracking the code of business. Management Decision, 38(2), 60–79.Google Scholar
  57. Emiliani, M. L. (2004). Improving business school courses by applying Lean principles and practices. Quality Assurance in Education, 12(4), 175–187.Google Scholar
  58. Emiliani, M. L. (2005). Using kaizen to improve graduate business school degree programs. Quality Assurance in Education, 13(1), 37–52.Google Scholar
  59. Emiliani, B. (2015). Lean university: A guide to renewal and prosperity. Wethersfield: CLBM, LLC.Google Scholar
  60. England, L., Fu, L., & Miller, S. (2012). Optimizing your ERM: The application of business process management to operations. Technical Services Quarterly, 29(4), 265–279.Google Scholar
  61. Ernest Osseo-Asare, A. E., & Longbottom, D. (2002). The need for education and training in the use of the EFQM model for quality management in UK higher education institutions. Quality Assurance in Education, 10(1), 26–36.Google Scholar
  62. Etzkowitz, H., Webster, A., Gebhardt, C., & Terra, B. R. C. (2000). The future of the university and the university of the future: Evolution of ivory tower to entrepreneurial paradigm. Research Policy, 29(2), 313–330.Google Scholar
  63. Francis, D. E. (2014, April 28). Lean and the learning organization in higher education. Canadian Journal of Educational Administration and Policy (157), 1–23.Google Scholar
  64. Francis, D. E., Krehbiel, T. C., & Balzer, W. K. (2017). Lean applications in higher education. Downloaded from: https://the-lmj.com/2017/03/.
  65. Franz, P. H., Kirchmer, M., & Rosemann, M. (2012). Value-driven business process management impact and benefits. Accenture. Downloaded from: https://www.accenture.com/mx-es/~/media/Accenture/Conversion-Assets/DotCom/Documents/Local/es-la/PDF2/Accenture-Value-Driven-Business-Process-Management.pdf. Accessed 25 May 2018.
  66. Geppert, M., & Hollinshead, G. (2017). Signs of dystopia and demoralization in global academia: Reflections on the precarious and destructive effects of the colonization of the Lebenswelt. Critical Perspectives on International Business, 13(2), 136–150.Google Scholar
  67. Geryk, M. (2010). Społeczna odpowiedzialność uczelni w percepcji jej interesariuszy [A university’s social responsibility as perceived by its stakeholders]. Warszawa: Oficyna Wydawnicza SGH.Google Scholar
  68. Gibb, A., Haskins, G., & Robertson, I. (2012). Leading the entrepreneurial university: Meeting the entrepreneurial development needs of higher education institutions. In A. Altmann & B. Ebersberger (Eds.), Universities in change (pp. 9–45). New York, NY: Springer.Google Scholar
  69. Goranczewski, B. (2011). Zarządzanie jakością w uczelni wyższej: ujęcie holistyczne [Quality management in higher education: A holistic approach]. Prace Naukowe Wyższej Szkoły Bankowej w Gdańsku, 14, 339–357.Google Scholar
  70. Goranczewski, B. (2013). Standaryzacja jako podstawowa determinanta jakości usługi edukacyjnej [Standardization as a basic determinant of educational service quality]. In J. Dworak (Ed.), Zarządzanie szkołą wyższą (pp. 161–178). Gdańsk: Prace Naukowe Wyższej Szkoły Bankowej w Gdańsku no. 24.Google Scholar
  71. Graczyk, P. (2015). Embedding a living lab approach at the University of Edinburgh. Edinburgh: University of Edinburgh.Google Scholar
  72. Grajewski, P. (2007). Organizacja procesowa. Projektowanie i konfiguracja [A process organization. Designing and configuration]. Warszawa: PWE.Google Scholar
  73. Grajewski, P. (2012). Procesowe zarządzanie organizacją [Process management in organizations]. Warszawa: PWE.Google Scholar
  74. Grudzewski, W. M., Hejduk, I. K., Sankowska, A., & Wańtuchowicz, M. (2010). Sustainability w biznesie czyli przedsiębiorstwo przyszłości. Zmiany paradygmatów i koncepcji zarządzania [Sustainability in business or the enterprise of the future. Changes in management concepts and paradigms]. Warszawa: Wyd. POLTEX.Google Scholar
  75. Hammer, M., & Champy, J. (1997). Reengineering the corporation: A manifesto for business revolution. London: Nicholas Brealey Publishing.Google Scholar
  76. Hamrol, A. (2007). Zarządzanie jakością z przykładami [Quality Management on Examples]. Warsaw: WN PWN.Google Scholar
  77. Hamrol, A., & Mantura, W. (2002). Zarządzanie jakością. Teoria i praktyka [Quality management. Theory and practice]. Warszawa-Poznań: WP PWN.Google Scholar
  78. Hamrol, A., Gawlik, J., & Skołud, B. (2015). Strategie i praktyki sprawnego działania: Lean, Six Sigma i inne [Strategies and practices of efficient operation: Lean, Six Sigma, and others]. Warszawa: Wydawnictwo Naukowe PWN.Google Scholar
  79. Hansson, F., & Mønsted, M. (2008). Research leadership as entrepreneurial organizing for research. Higher Education, 55(6), 651–670.Google Scholar
  80. Harmon, P. (2010). Business process change: A guide for business managers and BPM and Six Sigma professionals. Amsterdam: Elsevier.Google Scholar
  81. Harvey, L., & Knight, P. T. (1996). Transforming higher education. Bristol: Open University Press and Taylor & Francis.Google Scholar
  82. Helbing, D. (2016). Innovation accelerator: Why our innovation system is failing—And how to change this working paper. Downloaded from: https://www.researchgate.net/publication/305969593.
  83. Hines, P., & Lethbridge, S. (2008). New development: Creating a Lean University. Public Money and Management, 28(1), 53–56.Google Scholar
  84. Inês Dallavalle de Pádua, S., Mascarenhas Hornos da Costa, J., Segatto, M., Aparecido de Souza Júnior, M., & José Chiappetta Jabbour, C. (2014). BPM for change management: Two process diagnosis techniques. Business Process Management Journal, 20(2), 247–271.Google Scholar
  85. Iqbal, S., & Bhatti, Z. A. (2015). An investigation of university student readiness towards m-learning using technology acceptance model. The International Review of Research in Open and Distributed Learning, 16(4), 83–103.Google Scholar
  86. Ismail, R. F., & Abd El Aziz, R. (2015). Using ICT to improve the Egyptian higher education business processes: A case study. Journal of Organisational Studies and Innovation, 2(3), 25–38.Google Scholar
  87. Jeal, Y. (2005). Re-engineering customer services: University of Salford information services division. New Library World, 106(7/8), 352–362.Google Scholar
  88. Jeston, J., Nelis, J., & Davenport, T. (2008). Business process management: Practical guidelines to successful implementations. Las Vegas, NV: Elsevier.Google Scholar
  89. Kasperavičiūtė-Černiauskienė, R., & Serafinas, D. (2018). The adoption of ISO 9001 standard within higher education institutions in Lithuania: Innovation diffusion approach. Total Quality Management & Business Excellence, 29(1–2), 74–93.Google Scholar
  90. Kennedy, M., & Dunn, T. J. (2018). Improving the use of technology enhanced learning environments in higher education in the UK: A qualitative visualization of students’ views. Contemporary Educational Technology, 9(1), 76–89.Google Scholar
  91. Kłosowski, A. (2012). Produktywność i jakość usług a produktywność firmy [Service productivity and quality versus business productivity]. Problemy Jakości, 44(2), 32–34.Google Scholar
  92. Kotarbiński, T. (1975). Traktat o dobrej robocie [Praxiology. An introduction to the science of efficient action]. Wrocław: Wydawnictwo Zakład Narodowy im. Ossolińskich.Google Scholar
  93. Koźmiński, A. K. (1999). Misje i strategie szkół wyższych [Missions and strategies of higher education institutions]. In J. Woźnicki (Ed.), Model zarządzania publiczną instytucją akademicką. Warszawa: JSP.Google Scholar
  94. Kress, N. J. (2008). Lean thinking in libraries: A case study on improving shelving turnaround. Journal of Access Services, 5(1–2), 159–172.Google Scholar
  95. Krzyżanowski, L. (1985). Podstawy nauki zarządzania [Rudiments of management science]. Warszawa: PWN.Google Scholar
  96. Kwiek, M. (2010). Transformacje uniwersytetu. Zmiany instytucjonalne i ewolucje polityki edukacyjnej w Europie [Transformations in universities. Institutional changes and evolutions of educational policies in Europe]. Poznań: Wydawnictwo Naukowe UAM.Google Scholar
  97. Kwiek, M. (2015). Uniwersytet w dobie przemian [The university in the period of changes]. Warszawa: PWN.Google Scholar
  98. Lacatus, M. L. (2013). Organizational culture in contemporary university. Procedia-Social and Behavioral Sciences, 76, 421–425.Google Scholar
  99. Lambert, R., & Butler, N. (2006, June 1). The future of European universities. Renaissance or decay? Report Published by the Centre for European Reform (CER), London.Google Scholar
  100. Lean Lexicon (2010). Wrocław: Wydawnictwo Lean Enterprise Institute Polska.Google Scholar
  101. Leja, K. (2013). Zarządzanie uczelnią. Koncepcje i współczesne wyzwania [University management. Concepts and contemporary challenges]. Warszawa: Oficyna a Wolters Kluwer Business.Google Scholar
  102. Lenartowicz, M. (2016). Natura oporu Uniwersytet jako samowytwarzający się system społeczny [The nature of resistance. The university as a self-creating social system]. Poznań: CSPP UAM.Google Scholar
  103. Liker, J. K. (2005). The Toyota Way. Warsaw: Esensi.Google Scholar
  104. Lisiecka, K. (2002). Kreowanie jakości [Creation of quality]. Katowice: Wydawnictwo Akademii Ekonomicznej w Katowicach.Google Scholar
  105. Lisiecka, K., & Maciąg, J. (2007). Karol Adamiecki współtwórcą podstaw nauki organizacji i zarządzania procesem kształtowania jakości produktów [Karol Adamiecki as a co-creator of the rudiments of the science of organizing and managing the product quality shaping process]. In E. Skrzypek (Ed.), Wielcy twórcy jakości w Polsce i na świecie. Lublin: Wyd. Uniwersytet M. Curie-Skłodowskiej w Lublinie.Google Scholar
  106. Locher, D. A. (2016). Lean office and service simplified: The definitive how-to guide. New York: Productivity Press.Google Scholar
  107. Lovelock, C., & Patterson, P. (2015). Services marketing. Frenchs Forest: Pearson Australia.Google Scholar
  108. Lu, J., Laux, C., & Antony, J. (2017). Lean Six Sigma leadership in higher education institutions. International Journal of Productivity and Performance Management, 66(5), 638–650.Google Scholar
  109. Lucio-Villegas, E. (2016). Building knowledge democracy from the university: A case study in Spain. Action Research, 14(1), 3–18.Google Scholar
  110. Ludwiczak, A. (2018). Zarządzanie procesami w administracji samorządowej. Doskonalenie z wykorzystaniem lean government [Process management in local government administration. Improvement based on Lean government]. Warszawa: Difin.Google Scholar
  111. Lusk, S., Paley, S., & Spanyi, A. (2005). The evolution of business process management as a professional discipline. BP Trends, 20, 1–9.Google Scholar
  112. Maciąg, J. (2011a). Wieloaspektowa ocena jakości usług edukacyjnych (na przykładzie AWF im. Jerzego Kukuczki w Katowicach) [A multi-aspect evaluation of the quality of educational services (as exemplified by the Jerzy Kukuczka Academy of Physical Education in Katowice)]. Nauka i Szkolnictwo Wyższe, 2(38), 123–138.Google Scholar
  113. Maciąg, J. (2011b). Ocena systemu zapewnienia jakości kształcenia w szkole wyższej [An evaluation of a quality assurance system in a university]. Katowice: Wyd. AWF w Katowicach.Google Scholar
  114. Maciąg, J. (2013, June 24–25). Methods of quality management system efficiency measurement in HEIs. FICL6σ. In Proceedings of First International Conference on Lean Six Sigma for Higher Education. Glasgow, Scotland, UK (electronic material). Enhancing Process Efficiency and Effectiveness in Higher Education Using Lean Six Sigma.Google Scholar
  115. Maciąg, J. (2016). Uwarunkowania wdrożenia koncepcji Lean Service w polskich szkołach wyższych [The conditions of implementing the Lean service concept in Polish higher education institutions]. Zarządzanie Publiczne, 1(33), 51–64.Google Scholar
  116. Maciąg, J. (2018). Kultura Lean Management w polskich szkołach wyższych (wyniki badań pilotażowych) [The Lean management culture in Polish higher education institutions (pilot studies results)]. Nauka i Szkolnictwo Wyższe, 1(51), 69–95.Google Scholar
  117. Maciąg, J., & Prawelska-Skrzypek, G. (2017). Główne nurty krytyki ewaluacji polityki naukowej i innowacyjnej oraz sposoby jej doskonalenia na przykładzie wybranych krajów [The main trends in the critique of evaluating academic and innovation policies as well as the methods of their improvement as exemplified by selected countries]. In G. Prawelska-Skrzypek (Ed.), Ewaluacja w procesie tworzenia polityki naukowej i innowacyjnej. Warszawa: Wyd. PAN.Google Scholar
  118. Makkar, U., Gabriel, E., & Tripathi, S. K. (2008, February). Value chain for higher education sector-case studies of India and Tanzania. Journal of Services Research, 8(Special Issue), 183–200.Google Scholar
  119. Manatos, M. J., Sarrico, C. S., & Rosa, M. J. (2017). The integration of quality management in higher education institutions: A systematic literature review. Total Quality Management & Business Excellence, 28(1–2), 159–175.Google Scholar
  120. Marginson, S. (2015). O niemożliwości zaistnienia kapitalistycznych rynków w szkolnictwie wyższym [On the impossibility of the occurrence of capitalist markets in higher education]. Nauka i Szkolnictwo Wyższe, 1(45), 11–37.Google Scholar
  121. Mause, K. (2009). Too much competition in higher education? Some conceptual remarks on the excessive-signaling hypothesis. American Journal of Economics and Sociology, 68(5), 1107–1133.Google Scholar
  122. Miller, J. A., Pniewski, K., & Polakowski, M. (2000). Zarządzanie kosztami działań [Operating cost management]. Warszawa: WIG Press.Google Scholar
  123. Mircea, M. (2010). Adapt business processes to service oriented environment to achieve business agility. Journal of Applied Quantitative Methods, 5(4), 679–691.Google Scholar
  124. Moore, M., Nash, M., & Henderson, K. (2007). Becoming a Lean University. Best Practices of Southern Association of College and University Business Officers (SACUBO).Google Scholar
  125. Neave, G., & Van Vught, F. A. (1991). Prometheus bound: The changing relationship between government and higher education in Western Europe. Oxford: Pergamon Press.Google Scholar
  126. Norma PN-EN ISO 9000:2015. (2015). PKN Warszawa 2015.Google Scholar
  127. Nowaczyk, G., & Kolasiński, M. (2004). Marketing szkół wyższych [The marketing of higher education institutions]. Poznań: Wydawnictwo Wyższej Szkoły Bankowej.Google Scholar
  128. Nowaczyk, G., & Lisiecki, P. (2006). Marketingowe zarządzanie szkołą wyższą [Marketing management in higher education institutions]. Poznań: Wydawnictwo Wyższej Szkoły Bankowej.Google Scholar
  129. OECD Science. (2016). OECD Science, Technology and Innovation Outlook. Paris: OECD. Downloaded from: http://www.keepeek.com/Digital-Asset-Management/oecd/science-and-technology/oecd-science-technology-and-innovation-outlook-2016_sti_in_outlook-2016-en#.
  130. Ohno, T. (1988). Toyota production system: Beyond large-scale production. New York: CRC Press.Google Scholar
  131. Orzen, M. (2014). Connecting with the customer to create greater value. In T. Koch (Ed.), XV Międzynarodowa Konferencja Lean Management, Materiały konferencyjne. Wrocław: Polska.Google Scholar
  132. Papanthymou, A., & Darra, M. (2017). Quality management in higher education: Review and perspectives. Higher Education Studies, 7(3), 132–147.Google Scholar
  133. Parkes, A. (2017). Kulturowe uwarunkowania Lean Management [The cultural conditions of Lean management]. Warszawa: Difin.Google Scholar
  134. Pawlak, M. (2013). Organizacyjna reakcja na nowe zjawisko: Szkoły i instytucje pomocowe wobec uchodźców w Polsce po 2004 r [Organizational reactions to a new phenomenon: Schools and support institutions in the face of refugees in Poland after 2004]. Warszawa: IPSiR UW.Google Scholar
  135. Peter, H. F., Kirchmer, M., & Rosemann, M. (2012). Value-driven business process management impact and benefits. Downloaded from: https://www.accenture.com/mx-es/~/media/Accenture/Conversion-Assets/DotCom/Documents/Local/es-la/PDF2/Accenture-Value-Driven-Business-Process-Management.pdf.
  136. Piasecka, A. (2011). Wybrane aspekty zarządzania jakością w szkole wyższej [The selected aspects of quality management in higher education institutions]. Lublin: Wydawnictwo Uniwersytetu Marii Curie-Skłodowskiej.Google Scholar
  137. Pluta-Olearnik, M. (2009). Przedsiębiorcza uczelnia i jej relacje z otoczeniem [The enterprising university and its relations with the environment]. Warszawa: Difin.Google Scholar
  138. PN-EN ISO 19011:2003. (2003). Wytyczne dotyczące auditowania systemów zarządzania jakością i/lub zarządzania środowiskowego [PN-EN ISO 19011:2003 guidelines for auditing quality management and/or environment management systems]. PKN Warszawa 2003.Google Scholar
  139. PN-EN ISO 9001:2015. (2016a). Systemy zarządzania jakością—Wymagania [PN-EN ISO 9001:2015 Quality management systems—Requirements]. Warszawa: PKN.Google Scholar
  140. PN-EN ISO 9001:2015. (2016b). Systemy zarządzania jakością—Wymagania, Załącznik A.2 Wyroby i usługi [PN-EN ISO 9001:2015 Quality management systems—Requirements, Annex A.2 products and services]. Warszawa: PKN.Google Scholar
  141. Prasad, U. C., & Suri, R. K. (2011). Modeling of continuity and change forces in private higher technical education using total interpretive structural modeling (TISM). Global Journal of Flexible Systems Management, 12(3–4), 31–39.Google Scholar
  142. Process Classification Framework Version 6.1.1. American Quality Productivity Center. Downloaded from: http://www.apqc.org/knowledgebase/download/313690/K05162_PCF_Ver_6%201_1.pdf. Accessed 7 February 2015.
  143. Psomas, E., & Antony, J. (2017). Total quality management elements and results in higher education institutions: The Greek case. Quality Assurance in Education, 25(2), 206–223.Google Scholar
  144. Radnor, Z., & Bucci, G. (2011). Analysis of Lean implementation in UK business schools and universities. London: Association of Business Schools.Google Scholar
  145. Radnor, Z., Walley, P., Stephens, A., & Bucci, G. (2006). Evaluation of the Lean approach to business management and its use in the public sector. Scottish Executive Social Research, 20.Google Scholar
  146. Reavill, L. R. (1998). Quality assessment, total quality management and the stakeholders in the UK higher education system. Managing Service Quality: An International Journal, 8(1), 55–63.Google Scholar
  147. Rich, N., Bateman, N., Esain, A., Massey, L., & Samuel, D. (2006). Lean evolution: Lessons from the workplace. Cambridge: Cambridge University Press.Google Scholar
  148. Robins, K., & Webster, F. (Eds.). (2002). The virtual university? Knowledge, markets, and management. Oxford: University Press.Google Scholar
  149. Robinson, M., & Yorkstone, S. (2014). Becoming a Lean University: The case of the University of St Andrews. In Leadership and Governance in Higher Education, 1, 42–72.Google Scholar
  150. Rother, M. (2009). Toyota kata. New York: McGraw-Hill.Google Scholar
  151. Rother M., & Shooka J. (1999). Learning to see. Lean Enterprise Institute [after:]. Mapowanie strumienia wartości—narzędzie analizy i projektowania szczupłych systemów produkcyjnych [The mapping of a value stream—A tool to analyse and design Lean production systems]. In L. Kornicki (Ed.), Praktyczne aspekty jakości i produktywności. TQM-SOFT.cs.Google Scholar
  152. Rudolph, D. W., & Steffens, U. (2012). Strategic management for growing business schools. In Universities in change (pp. 171–199). New York, NY: Springer.Google Scholar
  153. Rummler, G. A., & Brache, A. P. (2000). Podnoszenie efektywności organizacji [Improving performance]. Warszawa: PWE.Google Scholar
  154. Rybkowski, R. (2015). Autonomia a rozliczalność–polskie wyzwania [Autonomy versus accountability—Polish challenges]. Nauka i Szkolnictwo Wyższe, 1(45), 95–115.Google Scholar
  155. Santana, S., Moreira, C., Roberto, T., & Azambuja, F. (2010). Fighting for excellence: The case of the Federal University of Pelotas. Higher Education, 60(3), 321–341.Google Scholar
  156. Santiago, P., Tremblay, K., Basri, E., & Arnal, E. (2008). Tertiary education for the knowledge society (Vol. 1). Paris: OECD.Google Scholar
  157. Scrabec, Q., Jr. (2000). A quality education is not customer driven. Journal of Education for Business, 75(5), 298–300.Google Scholar
  158. Shaw, M. A., & Lenartowicz, M. (2016). Humboldt is (not) dead: A social systems perspective on reforming European universities. In J. Leemann Regula, Ch. Imdorf, J. W. Powell, & M. Sertl (Eds.), Die Organisation von Bildung: Soziologische Analysen zu Schule, Berufsbildung, Hochschule und Weiterbildung. Weinheim and Basel: Beltz Verlag.Google Scholar
  159. Shek, D. T., & Hollister, R. M. (2017). University social responsibility and quality of life. Singapore: Springer.Google Scholar
  160. Sherr, L. A., & Gregory Lozier, G. (1991). Total quality management in higher education. New Directions for Institutional Research, 1991(71), 3–11.Google Scholar
  161. Shostack, G. L. (1984). Designing services that delivered. Harvard Business Review, 62(1), 133–139.Google Scholar
  162. Skrzypek, E., & Hofman, M. (2010). Zarządzanie procesami w przedsiębiorstwie: identyfikowanie, pomiar, usprawnianie [Process management in a business enterprise: Identification, measurement, improvement]. Warszawa: Oficyna a Wolters Kluwer Business.Google Scholar
  163. Slaughter, S. (2001). Reflections on students as consumers and students as captive markets: Complexities and contradictions in academic capitalism. Tucson: The Center for the Study of Higher Education, University of Arizona.Google Scholar
  164. Slaughter, S., & Rhoades, G. (2004). Academic capitalism and the new economy: Markets, state, and higher education. Baltimore: JHU Press.Google Scholar
  165. Smith, H., & Fingar, P. (2007). Business process management: The third wave (Vol. 1). Tampa: Meghan-Kiffer Press.Google Scholar
  166. Sokołowicz, W., & Srzednicki, A. (2006). ISO System zarządzania jakością oraz inne systemy oparte na normach [The ISO quality management system and other systems based on standards]. Warszawa: CH Beck Warszawa.Google Scholar
  167. Sowa, K. Z. (2009). Gdy myślę uniwersytet… [When I think of a university…]. Kraków: Wydawnictwo Uniwersytetu Jagiellońskiego.Google Scholar
  168. Stoller, J. (2015). Lean CEO: w drodze do doskonałości [The Lean CEO: Leading the way to world-class excellence]. Warszawa: MT Biznes.Google Scholar
  169. Suárez-Barraza, M. F., Smith, T., & Dahlgaard-Park, S. M. (2012). Lean service: A literature analysis and classification. Total Quality Management & Business Excellence, 23(3–4), 359–380.Google Scholar
  170. Sulaiman, N. F., Manochehri, N. N., & Al-Esmail, R. A. (2013). Level of total quality management adoption in Qatari educational institutions: Private and semi-government sector. Journal of Education for Business, 88(2), 76–87.Google Scholar
  171. Sułkowski, Ł. (2016). Kultura akademicka. Koniec utopii? [The academic culture. The end of a utopia?] Warszawa: Wydawnictwo Naukowe PWN.Google Scholar
  172. Svensson, C., Antony, J., Ba-Essa, M., Bakhsh, M., & Albliwi, S. (2015). A Lean Six Sigma program in higher education. International Journal of Quality & Reliability Management, 32(9), 951–969.Google Scholar
  173. Szadkowski, K. (2015). Poza uniwersytet-fabrykę. Warunki funkcjonowania „transnarodowego stowarzyszenia kapitałów” w szkolnictwie wyższym [Beyond a university-factory. The conditions of the functioning of a “transnational association of capital” in higher education]. Nauka i Szkolnictwo Wyższe, 1(45), 235–267.Google Scholar
  174. Szafrański, A. (2003). Skuteczność działania [Operational effectiveness]. Problemy Jakości, nr 3.Google Scholar
  175. Szczepański, M., & Śliz, A. (2015). Idea i powinności uniwersytetu: próba uogólnionej refleksji historyczno-socjologicznej [The idea and obligations of the university: An attempt to present a generalized historical-sociological reflection]. In M. Szczepański, K. Szafraniec, & A. Śliz (Eds.), Szkolnictwo wyższe, uniwersytet, kształcenie akademickie w obliczu koniecznej zmiany (pp. 19–39). Warszawa: KS PAN.Google Scholar
  176. Sześciło, D. (2015). Samoobsługowe państwo dobrobytu [A self-service welfare state]. Warszawa: Wyd. nauk. Scholar.Google Scholar
  177. Szymura-Tyc, M. (2012). Współczesne procesy innowacyjne w kształtowaniu produktów systemowych [Contemporary innovative processes in the shaping of systemic products]. In L. Żabiński (Ed.), Marketing produktów systemowych. Warsaw: PWE.Google Scholar
  178. Tarí, J. J., & Dick, G. P. M. (2012). A review of quality management research in higher education institutions. In BAM 2012 Cardiff Conference Proceedings.Google Scholar
  179. Tarí, J. J., & Madeleine, C. (2012). Introducing management models in service organisations in developed and developing countries. The Service Industries Journal, 32(5), 789–806.Google Scholar
  180. Temple, P. (2012). Effective universities: Some considerations of funding, governance and management. In M. Kwiek & A. Kurkiewicz (Eds.), The modernisation of European universities: Cross-national academic perspectives (Vol. 1, p. 199). New York: Peter Lang.Google Scholar
  181. Thieme, J. K. (2009). Szkolnictwo wyższe. Wyzwania XXI wieku. Polska. Europa. USA [Higher education. The challenges of the 21st century. Poland. Europe. The USA]. Warszawa: Difin.Google Scholar
  182. Thomas, A., Antony, J., Francis, M., & Fisher, R. (2015). A comparative study of Lean implementation in higher and further education institutions in the UK. International Journal of Quality & Reliability Management, 32(9), 982–996.Google Scholar
  183. Tsichritzis, D. (1999). Reengineering the university. Communications of the ACM, 42(6), 93–100.Google Scholar
  184. Vaira, M. (2004). Globalization and higher education organizational change: A framework for analysis. Higher Education, 48(4), 483–510.Google Scholar
  185. Vyas, N., & Campbell, M. (2015). Industry in crisis. Six Sigma Forum Magazine, 15(1), 18–22.Google Scholar
  186. Walentynowicz, P. (2013). Uwarunkowania skuteczności wdrażania Lean management w przedsiębiorstwach produkcyjnych w Polsce [The conditions for the effective implementation of Lean management in production enterprises in Poland]. Gdańsk: Wydawnictwo Uniwersytetu Gdańskiego.Google Scholar
  187. Waterbury, T. (2011). Educational Lean for higher education: Theory and practice. Lulu.com.Google Scholar
  188. Waterbury, T. (2015). Learning from the pioneers: A multiple-case analysis of implementing Lean in higher education. International Journal of Quality & Reliability Management, 32(9), 934–950.Google Scholar
  189. Wawak, T. (2011). Wyzwania zarządzania jakością w szkołach wyższych [The challenges of quality management in higher education institutions]. Kraków: Wyd. UJ w Krakowie.Google Scholar
  190. Wawak, T. (2012). Jakość zarządzania w szkołach wyższych [The quality of management in higher education institutions]. Kraków: Wyd. UJ w Krakowie.Google Scholar
  191. Webber, K. L., & Calderon, A. J. (2015). Institutional research and planning: Its role in higher education decision support and policy development. In The Palgrave international handbook of higher education policy and governance (pp. 192–208). London: Palgrave Macmillan.Google Scholar
  192. West, A. (1999). ‘Re-engineering’ student administration—A practical case-study. Perspectives: Policy & Practice in Higher Education, 3(4), 114–117.Google Scholar
  193. Womack, J. P., & Jones, D. T. (2001). Odchudzanie firm: eliminacja marnotrawstwa-kluczem do sukcesu [Towards Lean businesses: The elimination of wastage as a key to success]. Warsaw: Centrum Informacji Menedżera.Google Scholar
  194. Womack, J. P., & Jones, D. T. (2010). Szczupłe rozwiązania czyli Jak przedsiębiorstwa i ich klienci mogą pomnażać korzyści ze wzajemnej współpracy stosując zasady Lean Mangement [Lean solutions or how enterprises and their customers can multiply benefits resulting from mutual cooperation using the Lean management principles]. Wrocław: Wydawnictwo Lean Enterprise Institute Polska.Google Scholar
  195. Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world: The story of Lean production (p. 85). New York: Rawson Associates.Google Scholar
  196. Woźnicki, J. (2000). Dylematy modelowe w kształtowaniu systemu szkolnictwa wyższego u progu XXI wieku [Model dilemmas in the shaping of a higher education system on the eve of the 21st century]. Nauka, 4, 55–56.Google Scholar
  197. Yokoyama, K. (2006). Entrepreneurialism in Japanese and UK universities: Governance, management, leadership, and funding. Higher Education, 52(3), 523–555.Google Scholar
  198. Yorkstone, S. (2016). Lean Universities. In T. Netland & D. J. Powell (Eds.), The Routledge companion to Lean management. Abingdon: Taylor & Francis (Routledge).Google Scholar
  199. Zeller, P. (2011). Specyfika zarządzania szkołami wyższymi w świetle literatury [The specific character of managing higher education institutions in the light of the literature on the subject]. In C. Kochalski (Ed.), Model projektowania i wdrażania strategii rozwoju w publicznych szkołach wyższych w Polsce. Poznań: Wyd. UE w Poznaniu.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.Institute of Public AffairsJagiellonian UniversityKrakówPoland

Personalised recommendations