Lean management practices perception and their influence on organizational performance in a public Higher Education Institution

Abstract

PurposeThe purpose of this paper is to explore the perception of Lean management practices by public servants of a Higher Education Institution (HEI) and its influence on the organizational performance. The underlying assumption is that Lean management practices may have perceived even without a whole dissemination of the Lean Thinking way in the institution, and they exercise a positive influence on organizational performance.Design/methodology/approachA questionnaire of Lean management practices applicable to HEIs was developed and a survey was carried out in a public HEI in Brazil. A valid sample of 748 respondents was obtained.FindingsThe results demonstrate that some Lean management practices (leadership support and employee involvement, focus on the internal customers, long-term thinking, community services value, elimination of waste and continuous improvement) have a positive influence on the organizational performance of the studied HEI. These results extend the applicability and foster the initiation of Lean management practices in the public service scenario and HEIs.Practical implicationsThis study supports HEI leaders and managers in developing and/or promoting better management practices to improve organizational performance. In addition, it promotes the advancement of Lean initiatives in the organizational environment of the HEI, allowing for a better quality to the “beneficiaries” of the services provided.Originality/valueDespite the broad evidence of Lean in the manufacturing and industrial sectors, this study advances by exploring the perception of Lean management practices in the HEIs context and their influence on organizational performance. This paper also initiates and fosters the discussion of internal costumers and community services value as basic practices of an HEI.