Lean Office: The Lean methodology applied to the improvement of administrative processes in a Higher Education Institution

Carvalho Cleginaldo Pereira De Carvalho Cleginaldo Pereira De,Martins Itúrbides Vicente De Paiva Martins Itúrbides Vicente De Paiva

doi:10.30574/gjeta.2021.9.3.0144

Carvalho Cleginaldo Pereira De Carvalho Cleginaldo Pereira De, Martins Itúrbides Vicente De Paiva Martins Itúrbides Vicente De Paiva

Open Access

https://doi.org/10.30574/gjeta.2021.9.3.0144

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Abstract

With the advent of globalization, provided in part by the advancement of information and communication technologies (ICT), has allowed companies in different segments and on different continents to have a significant increase in their visibility on the world market, thus requiring them to be more competitive with other companies. The specific objectives are the following phases: to carry out a survey of the current conditions of the administrative procedures related to the sector of the Directorate of Administrative Services, as well as their demands and results; to verify at which stages of the processes there is a waste of time in the execution of these administrative procedures, that is, to identify opportunities in the procedures practiced by the IES; to propose improvements based on LO thinking for each of the opportunities found; and finally to identify to what extent the results, or the deliveries made, have had a significant improvement from the proposition of applying LO concepts. As a research method, it will use the following tools: bibliographic research, documentary research, statistical treatments, Quality Management, Value Flow Map, using the 5S tools, Standardized Work, SIPOC, Visual Management and Business Process Model and Notation (BPMN). To this end, LO concepts will be used for the organization, the survey, analysis and proposals for improvements in the identified processes. As a result, there is an alignment among its employees and compliance with all mapped activities, without rework and with significant results.

Highlights

The Indonesian Navy is currently considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has received recognition from various countries in the world
To get personnel who excel, it is necessary to hold a "Superior Job Performer", so that leadership talent can be fostered through transformational leadership that is already running in the organization today
The Navy leadership strategies that need to be taken to overcome the gap in the number of personnel with positions that exist in the lieutenant colonel and colonel strata, include: implementing competency-based personnel development policies, empowering the Navy Personnel Assessment Center, carrying out "Superior Job" activities

Summary

Introduction

The Indonesian Navy is currently considered to have succeeded in strengthening its role in carrying out the development of a world-class marine defense force and has received recognition from various countries in the world. This success has been achieved by the Indonesian Navy since the 1950s until now, while at the same time maintaining its status as the strongest navy in Southeast Asia, even in budget constraints and a significant increase in the naval power of other countries. The function of personnel maintenance, especially those assigned to remote areas, is not given much attention, resulting in a decrease in the motivation of personnel to work

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