Index
Stephen G. Anthony
(The Institute of Six Sigma Professionals, UK)
Jiju Antony
(Khalifa University, UAE)
Lean Six Sigma in Higher Education Institutions
ISBN: 978-1-80382-602-8, eISBN: 978-1-80382-601-1
Publication date: 12 July 2022
This content is currently only available as a PDF
Citation
Anthony, S.G. and Antony, J. (2022), "Index", Lean Six Sigma in Higher Education Institutions, Emerald Publishing Limited, Leeds, pp. 131-133. https://doi.org/10.1108/978-1-80382-601-120221014
Publisher
:Emerald Publishing Limited
Copyright © 2022 Stephen G. Anthony and Jiju Antony. Published under exclusive licence by Emerald Publishing Limited
INDEX
Academia
, 6
Academic institutions
changing model
, 1–3, 5
characteristics of
, 3–5
demographic change
, 5
digital intellectual
, 3–4
future of
, 5–8
leadership
, 8–10
market forces
, 5
post-Cold War world
, 5
social contract
, 4
theage of knowledge
, 5
universities
, 4
Academic leaders
, 8–10
academic institutions
, 128–129
characteristics of
, 10–11
effectiveness
, 12–13
higher educational institutions
, 122–123
Lean Six Sigma (LSS)
, 121–122
motivation
, 12–13
project ideas
, 123–124
staff resources
, 126–127
structuring of project teams
, 125–126
style of project delivery
, 123–124
success communication
, 127–128
sustainability
, 128–129
techniques
, 124–125
traditional leaders
, 12
Big Data
, 20
Capability maturity model
, 85
Cochrane collaboration
, 26
Commercialisation
, 6
Commercial Quality
, 18–19
Continuous improvement (CI)
, 76–77, 100–101
Design of experiments (DoE)
, 26, 28, 124
academic leadership
, 34–35
analysing phase
, 38–40
case studies
, 30–31
conducting phase
, 35–38
continuous improvement
, 34–35
design phase
, 32–35
lean six sigma
, 34–35
maturity model
, 34–35
planning phase
, 31–32
structuring
, 28
Taguchi techniques
, 39–40
Total Quality Management (TQM)
, 34–35
traditional literature review analysis
, 38–39
validation exercise
, 37–38
Digital intellectual output
, 3–4
DMAIC projects
, 104, 124
Facebook
, 5–6
Ford Motor Company
, 15–16
Global education
, 3
Goal driven approach
, 12–13
Google
, 5–6
Gordon State College, USA
, 71
Higher educational institution (HEI)
, 3, 121–123
Honeywell
, 18
Individual performance
, 24
Industry income
, 46
International outlook
, 46
ivy league
, 2
Knowledge
, 3–4
economy
, 9–10
Leadership
, 8–10
Leadership maturity models
, 77–79
case studies
, 99, 101, 105, 108, 110
factors and characteristics
, 106
linking levels
, 106
model creating
, 105–108
model testing
, 108–112
stages
, 98–99
Lean manufacturing
, 16
Lean Six Sigma (LSS)
, 6–8
academic institutions
, 128–129
academic leaders
, 121–122
birth of
, 19
Ford
, 15–16
future
, 20
higher educational institutions
, 122–123
launch of
, 17–19
lean manufacturing
, 16
maturity models
, 82–84
Model T chassis
, 16
project ideas
, 123–124
Six Sigma organisation
, 17
staff resources
, 126–127
structuring of project teams
, 125–126
style of project delivery
, 123–124
success communication
, 127–128
sustainability
, 128–129
techniques
, 124–125
Toyota Production System
, 15
Learning management systems (LMS)
, 5–6
Low maturity
, 76
MAIC
, 18–19
Main Effects plot
, 39–40
Master Black Belts
, 46, 67
Mastering deployment
, 98–99
Maturity models
, 37–38, 40
capability maturity model
, 85
continuous improvement (CI)
, 76–77
economic growth model
, 75
high maturity
, 76
leadership maturity models
, 77–79
Lean Six Sigma maturity models
, 82–84
levels of
, 83
linearity of
, 94
low maturity
, 76
multi-dimension process improvement maturity model
, 81
process improvement maturity models
, 80–82
review of
, 86–93
scenarios of
, 94
target audience of maturity
, 94
testing
, 95
type of
, 85
use of
, 75–77
Miami University, USA
, 71
Model T
, 16
Motivation
, 12–13
Motorola
, 18
roadmap for
, 18
Multi-dimension process improvement maturity model
, 81
National University of Singapore
, 71
Operational excellence methodologies, UK higher education sector
criteria
, 45–46
initial questionnaire research
, 49
Lean Six Sigma
, 71–72
Master Black Belts
, 46, 67
quantitative research
, 47–48
research
, 51–54
rest of the world perspective vs.
, 51–54
surveys
, 47–48, 54, 68
Organisation mission
, 24
OSaR model
, 102
Parents knowledge
, 5–6
Plan Do Check Act model
, 103
Planning phase
, 30
Post-Cold War world
, 5
Process improvement maturity models
, 80–82
Process Improvement Unit (PIU)
, 104
Qualitative research
, 99
Quantitative research
, 47–48
Red brick
, 2
Repetition
, 27
Resource Grab
, 12–13
Second World War
, 18
Six Sigma
launch of
, 17–19
organisation
, 17
Social contract
, 4
Spinouts
, 5–6
Stimulate debate
, 101
Systematic literature review
Cochrane Collaboration
, 26
design of experiments (DoE). See Design of experiments (DoE).
Taguchi, Genichi
, 29–30
Taguchi Orthogonal Arrays
, 27–28
Target audience of maturity
, 94
Theage of knowledge
, 5
Toyota Motor Company
, 16, 24–25
Traditional leaders
, 12
Traditional management language
, 9–10
Traditional shop practices
, 15–16
Twinning programmes
, 3
Unit productivity
, 24
University of Central Florida, USA
, 71–72
University of North Carolina, USA
, 71
Valdosta State University, Georgia
, 71
Walter Shewhart
, 17–18
World class universities
, 8–9
- Prelims
- 1 The Need to Change…….
- 2 The History of Lean Six Sigma
- 3 Academic Leadership and Lean Six Sigma: A Novel Approach to Systematic Literature Review Using Design of Experiments
- 4 A Survey on the Current Status of Operational Excellence Methodologies in the UK Higher Education Sector: Results of a Survey
- 5 Frameworks and Maturity Models for Delivering Change
- 6 A Leadership Maturity Model for Implementing Six Sigma in Academic Institutions – Using Case Studies to Build and Test Theory, January 2020
- 7 Thoughts and Challenges for Academic Leaders Delivering Change
- Index