Driving Operational Excellence in Higher Learning Institutions: Integrating Shingo Model, Lean Six Sigma, Hoshin Kanri
DOI:
https://doi.org/10.65150/EP-gjetr/V2E2/2026-02Keywords:
Lean Higher Education, Continuous Improvement, Organizational Excellence, Corporate Social ResponsibilityAbstract
Higher education institutions (HEIs) often struggle to implement improvement initiatives that promise significant benefits but fail to produce lasting change. This paper integrates the Shingo Model with Lean, Six Sigma, and Hoshin Kanri to cultivate a culture of continuous improvement while minimizing complexity. Through a systematic two-phase literature synthesis, we analyze core principles, perform a comparative evaluation highlighting that the Shingo Model excels in cultural focus, leadership, and change management, while Lean provides rapid implementation. Our findings also map critical failure factors (CFFs) to Shingo principles, revealing how principles like "Lead with Humility" and "Create Constancy of Purpose" address management commitment and training inadequacies. We develop the Principles-Tools-Align (PTA) framework, emphasizing the Shingo Model’s foundational principles, Lean's operational tools, and Hoshin Kanri's strategic alignment. This research illustrates how the PTA framework offers distinct strategies to enhance infrastructure development, align curricula with labor market needs, and maximize resource utilization. By providing HEIs with a robust roadmap that resolves the tools-only paradox, the PTA framework facilitates sustained academic excellence through the synergy of culture, execution, and alignment, ultimately optimizing operational effectiveness and enhancing stakeholder satisfaction.
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Copyright (c) 2026 Tsapi T. Kevin, Kuiate F. Gaetan, Soh F. Bertin (Author)
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