An exploratory study of the relationships between Lean practices and team performance in higher education

Abstract

Purpose

The purpose of this paper is to evaluate the causal relationship between Lean practices and team performance. Specifically, the authors tried to demonstrate which practices act as enablers of continuous improvement and waste elimination and what is their impact on team performance.

Design/methodology/approach

A survey was carried out in a Higher Education Institution (HEI) in Southern Brazil. The authors obtained a sample of 785 respondents. The data analysis procedures involved confirmatory factor analysis and structural equations modeling.

Findings

The results of the research provided support for the positive influence of continuous improvement on waste elimination and of these two practices on team performance. In addition, empirical support was obtained for the effect of leadership support, employee involvement and internal process customers on continuous improvement.

Research limitations/implications

Data collection was carried out online, so we were not able to maintain full control of the research respondents. This research generates relevant insights for decision-makers in the HEI environment, especially concerning Lean practices and team performance. The effects analyzed are even more relevant given the pandemic context.

Practical implications

This study shows how some higher education Lean practices can positively affect continuous improvement and better team performance. The results raise important insights for decision-makers to offer better higher education public services, especially given the context and changes imposed by the pandemic situation.

Originality/value

This paper initiates the discussion about enablers of continuous improvement and waste elimination in HEI and demonstrates their impact on team performance.

Citation

Klein, L.L., Moyano-Fuentes, J., Vieira, K.M. and Marçal, D.R. (2024), "An exploratory study of the relationships between Lean practices and team performance in higher education", International Journal of Lean Six Sigma, Vol. 15 No. 2, pp. 372-399. https://doi.org/10.1108/IJLSS-08-2022-0168