Authors: Theresa Waterbury
Addresses: Winona State University, P.O. Box 5838, Winona, MN 55987, USA
Abstract: Policymakers and the public have been calling for the academic environment to improve the quality of its programs and services and to help more students afford post-secondary education (Spellings, 2008). This paper examines and analyses the application of a collaborative improvement model and its role in the redesign of an outdated and inefficient hiring process at a four-year public university. The model is based on lean theory and Deming|s theory of profound knowledge. A case study approach is used to explain the collaborative improvement model and to examine the model|s effectiveness in the redesign of a critical university process. The result of the study is a seamless integration of the hiring process with increased capacity to manage the projected increase of retirements and their replacements without adding additional labour resources. This study will provide a model on how lean theory and Deming|s theory of profound knowledge can create a successful continuous improvement strategy in higher education.
Keywords: lean theory; quality management; continuous improvement; human resources; hiring procedures; university recruitment; higher education; universities; collaborative improvement; retirement procedures; Deming; profound knowledge theory; USA; United States; collaboration.
International Journal of Productivity and Quality Management, 2010 Vol.5 No.1, pp.75 - 87
Available online: 30 Nov 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article