MANAGEMENT SYSTEM FOR IMPLEMENTATION OF LEAN TECHNOLOGIES IN RUSSIAN UNIVERSITIES
DOI:
https://doi.org/10.22394/2304-3369-2021-2-147-161Keywords:
management system, project management, project office, lean production, university management, lean universityAbstract
Extensive implementation of lean technologies in Russian universities involves the construction of productive management systems that meet the specifics of educational activities and, at the same time, allow exploiting the potential of lean projects. One of the tasks required to solve this problem is the analysis of the existing control systems and identification of factors influencing the choice of certain approaches. Therefore, the purpose of the article is to reveal the main features, characteristics and peculiarities of lean production implementation management in Russian universities (based on materials from the members of the Association of Lean Universities). The methodological basis of the study is a qualitative analysis (morphological and structural), predominantly of textual and graphical data on control systems; the Mann – Whitney test was also used to identify the differences between groups of universities. Management systems for the implementation of lean production in universities are very diverse; the only unified feature is the use of a project-based approach, which is explained by the lean production methodology. In terms of the ratio of academic and non-academic employees among lean managers, universities are divided into three almost equal groups. The prevalence of administrative staff is typical of the initial stage of implementation of lean projects, while scientific and pedagogical employees dominate when a large number of projects are being developed. The project facilitator is usually vice rector (who is a representative of lean management team). At the same time, the facilitator’s administrative status and the ability to actively engage in lean technologies are inversely related. Special elements of the management system include a coordinating council, a project office and a specialized structural unit responsible for lean technologies. Most universities have one, or sometimes two, of these elements, regardless of their size and resource potential. Thus, the structures of lean production management at the university are diverse and do not always demonstrate a clear correlation with its characteristics (size or area).
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