Implementing Lean Principles in Administrative Procedures: Registration Process for New Student Intake in Universiti Sains Islam Malaysia (USIM)

Hammad Farhi Mohd Saudi, Jamal Abdul Nassir Shaari

Abstract

The purpose of this case study is to look at how “Lean Techniques and Principles” can be successfully introduce and implement in the higher education institution or university context.  In the last two decades, Lean techniques and principle has been applied to improve production system in manufacturing processes. Lean was introduced in the 1950s by Womack and Jones known as the Toyota Production System (TPS) by the legendary car manufacturer Toyota, the world’s most profitable automaker and have spent decades perfecting lean practices in the production. The method used was to produce more productivity while using fewer resources and identifying activities which creates value for customers, activities which do not create value but are required and actions which do not create value and can be eliminated. This case study demonstrates how “Lean Principles” can be adopted to the administration services particularly in the registration process for new student intake in USIM. The objective of this case study includes : to identify the needs of improving the registration process by eliminating the waste (Muda) such as time wastage, human resource wastage, to introduce the apparatus required to reduce and eliminate waste, to redesign the process using the lean techniques and principles to eliminate waste and to continually improve the process with the goal to achieve perfection for customer satisfaction and university’s reputation. How Lean Principles can transform the work process in the registration procedure, process efficiency, the reasons for implementing Lean in the process, minimize the lead time, minimize the financial cost and the role of management. This paper contains a comprehensive discussion and findings of the development of Lean principles and management through one of the models, namely; Value Stream Mapping (VSM) process which can enhance the operational process in the university environment to improve the process, particularly in the new student registration process.

Full Text:

PDF

References

Alsmadi, M., Almani, A., & Jerisat, R. (2012). A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms. Total Quality Management & Business Excellence, 23(3-4), 381–396.

Arlbjørn, J. S., Freytag, P., & de Haas, H. (2011). Service supply chain management A survey of lean application in the municipal sector. International Journal of Physical Distribution and Logistics Management, 41(3), 277–295.

Bhatia, N., & Drew, J. (2006). Applying lean production to the public sector. The McKinseyQuarterly, 3(1), 97–98.

Bortolotti, T., Romano, P., & Nicoletti, B. (2010). Lean First, Then Automate: An Integrated Model for Process Improvement in Pure Service-Providing Companies. In B. Vallespir & T. Alix (Eds.), Advances in Production Management Systems. New Challenges, New Approaches SE - 72 (Vol. 338, pp. 579–586). Springer Berlin Heidelberg.

Bushell, S., & Shelest, B. (2002). Discovering lean thinking at progressive healthcare. The Journal for Quality and Participation, 25(2), 20–25.

Christopher, M. (2000). The Agile Supply Chain: Competing in Volatile Markets. Industrial Marketing Management, 29(1), 37–44.

Di Pietro, L., Mugion, R. G., & Renzi, M. F. (2013). An integrated approach between Lean and customer feedback tools: An empirical study in the public sector. Total Quality Management & Business Excellence, 24(7-8), 899–917.

Gopinath, S., & Freiheit, T. (2012). A waste relationship model and center point tracking metric for lean manufacturing systems. IIE Transactions, 44(2), 136–154.

Grönroos, C. (2007). Service Management and Marketing (Third.). Chichester, West Sussex PO19 85Q, England: John Wiley & Sons, Ltd.

Hicks, B. J. (2007). Lean information management: Understanding and eliminating waste. International Journal of Information Management, 7(4), 33–49.

Hines, P., Martins, A. L., & Beale, J. (2008). Testing the boundaries of Lean thinking: Observations from the legal public sector. Public Money & Management, 28(1), 35–40.

Johnston, R., Clark, G., & Shulver, M. (2012). Service Operations Management (4th ed) Harlow: Pearson Education.

Liker, J. K., & Morgan, J. M. (2006). The Toyota way in services: the case of lean product development. The Academy of Management Perspectives, 20(2), 5–20.

Lodge, A., & Bamford, D. (2008). New Development: Using Lean Techniques to Reduce Radiology Waiting Times. Public Money & Management, 28(1), 49–52.

Middleton, P., & Joyce, D. (2012). Lean Software Management: BBC Worldwide Case Study. IEEE Transactions on Engineering Management, 59(1)

Mintzberg, H. (1979). The structuring of organizations. London: Prentice-Hall International.

Monden Y (1994), Toyota Production System, An Integrated Approach to Just-In-Time, Springer

Murdick, R. G. (1990). Service operations management. (B. Render joint author & R. S. Russell joint author, Eds.). Boston, MA [etc.]: Boston, MA etc.: Allyn and Bacon.

Pearce, A., & Pons, D. (2013). Implementing lean practices: managing the transformation risks. Journal of Industrial Engineering, 2013, 1–19.

Piercy, N., & Rich, N. (2009). Lean transformation in the pure service environment: the case of the call service centre. International Journal of Operations & Production Management, 29(1), 54– 76.

Prahalad, C. K., & Ramaswamy, V. (2006). The future of competition: Co-creating unique value with customers. Boston: Harvard Business Press.

Radnor, Z., & Johnston, R. (2012). Lean in UK Government: internal efficiency or customer service? Production Planning & Control, 24(10-11), 903–915.

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 Edinburgh.

Shingo, Shigeo (1985). A Revolution in Manufacturing: The SMED System. Stamford, Connecticut: Productivity Press. p. 5

Swank, C. K. (2003). The lean service machines. Harvard Business Review, 81(10), 123.

Womack, J. P., & Jones, D. T. (1996). Beyond Toyota: how to root out waste and pursue perfection. Harvard Business Review, 74(5), 140–158.

Womack, J. P., & Jones, D. T. (2003). Lean Thinking (2003 Editi.). London: Simon & Schuster UK Ltd.

Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. (D. T. Jones joint author, D. Roos joint author, & M. I. of Technology, Eds.). New York [etc.]: New York etc.: Rawson Associates etc.

Refbacks

  • There are currently no refbacks.