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Od ponad 30 lat Lean Higher Education (LHE) jest wykorzystywany do doskonalenia zarządzania uczelniami (Maciąg 2016). Jak pokazują badania LHE wpływa na podniesienie jakości usług, redukcję marnotrawstwa, lepsze wykorzystanie zasobów, poprawę komunikacji, wzrost poczucia odpowiedzialności, zmniejszenie ryzyka, wzrost transparentność procesów i systemów zarządzania, poprawę satysfakcji pracowników i bezpieczeństwa pracy (Radnor, Bucci 2011; Balzer, 2010; Emiliani, 2015; Antony, 2014; Hines, Lethbridge, 2008; Balzer et al. 2016 Cudney et al. 2020, Maciąg et al. 2021). Wskazuje się również na zmiany w obszarze kultury organizacyjnej i kultury pracy (Maciąg 2019, Maciąg et al 2022) oraz przywództwa (Balzer et al. 2015, Lu et al. 2017, Maciąg 2021, Maciąg 2022). Pomimo wzrastającej ilości publikacji, nadal istnieją istotne luki poznawcze, metodologiczne oraz aplikacyjne w badaniach nad LHE. Brakuje wiedzy o tym jak jeszcze lepiej i pełniej wykorzystać potencjał Lean management do realizacji misji i strategii uczelni, również w aspekcie zrównoważonego rozwoju, jak kształtować kulturę nieustannego doskonalenia w uczelni, i jak mierzyć zmiany? Celem opracowania jest wskazanie kluczowych kierunków i tematów badań nad wykorzystaniem Lean management do doskonalenia uczelni. W opracowaniu oparto się na wynikach analizy literatura przedmiotu oraz wynikach badań własnych autorki. For over 30 years, Lean Higher Education (LHE) has been used to improve university management (Maciąg 2016). As research shows, LHE enhances the quality of services, reduces waste, better use of resources, improves communication, increases the sense of responsibility, reduces risk, increases the transparency of management processes and systems, and improves employee satisfaction and work safety (Radnor, Bucci 2011; Balzer, 2010; Emiliani, 2015; Antony, 2014; Hines, Lethbridge, 2008; Balzer et al. 2016 Cudney et al. 2020, Maciąg et al. 2021). There are also changes in the area of organizational and work culture (Maciąg 2019, Maciąg et al. 2022) and leadership (Balzer et al. 2015, Lu et al. 2017, Maciąg 2021, Maciąg 2022). Despite the increasing number of publications, there are still significant cognitive, methodological and application gaps in LHE research. There is a lack of knowledge on how to use the potential of Lean management even better and more fully to implement the university's mission and strategy, in terms of sustainable development, how to shape the culture of continuous improvement at the university, and how to measure changes. The aim of the study is to indicate the fundamental directions and topics of research on the use of Lean management to improve universities. The study is based on the results of the analysis of the literature on the subject and the results of the author's own research.

Purpose: The main goal of this paper is to identify the process of changes that occur in universities as a result of the implementation and functioning of the lean management concept in the area of work culture. There is a lack of such research focused on higher education institutions, especially arts universities, which have their own specific rules based on the master-student relationship. The educational process is tailored to the needs of students, teachers and society at large. Consequently, this form of education is not only very unique, but also very expensive. In research on higher education, there is a theoretical gap concerning the definition of work culture and its perception by university employees, as well as the elements, factors and consequences of the Lean implementation process. Study design/methodology/approach: The study was based on a used questionnaire and interviews. An additional method was an analysis of the university’s documentation and the researchers’ notes. Statistical methods were used to analyse the participants’ responses provided in the questionnaire. Data were collected as part of a research project carried out at the Academy of Music in Bydgoszcz during the years 2019-2022. Findings: The preliminary results of the research show that the implementation of the Lean concept changes the work culture at the university in different ways. The changes are perceived as either positive or negative. They are mainly related to technical, organisational and social dimensions. The positives are that people started to use new tools, e.g. Kanban, the relations among them strengthened, cross functional communication became more intensive and effective, and the willingness to take a risk related to improvements increased. The changes could also be perceived as oppression and compulsion caused by the pressure sourced by managers and colleagues. Research limitations/implications: Limitations are related to the applied research methods (opinions can be subjective). In addition, the article describes only a case of applied solutions (no possibility of assigning the results to any other organisation). Originality/value: This is the first ever research conducted in Poland on this subject. The findings provide new insights into the relation between the work culture and Lean implementations.

Celem rozdziału jest pokazanie możliwości wykorzystania koncepcji Lean Management do doskonalenia kompetencji liderów zarządzających pracą w procesach i jednostkach administracyjnych szkoły wyższej. Opracowanie zostało oparte na analizie literatury przedmiotu i innych źródeł danych zastanych. Wykorzystano również metody badań jakościowych, takie jak obserwacja i wywiady prowadzone w trakcie spotkań (m.in. sieci Lean Higher Education Poland), szkoleń i realizowanych projektów. Dodatkowo wykorzystano wyniki badań własnych, uzyskane w ramach realizacji projektu "Uwarunkowania dojrzałości kultury Lean Management w szkołach wyższych". W opracowaniu dokonano charakterystyki kontekstu zewnętrznego i wewnętrznego pracy lidera w administracji uczelni oraz istoty koncepcji Lean Management ze wskazaniem, w jaki sposób różni się ona od dotychczas stosowanych podejść procesowych w uczelniach. Ponadto wyjaśniono ideę Lean Leadership. Na końcu pracy zamieszczono propozycję programu kształtowania Lean Liderki/Lidera w szkole wyższej. Należy podkreślić, że w opracowaniu skupiono się wyłącznie na wybranych metodach, technikach i narzędziach Lean, które – w świetle prowadzonych badań – są najczęściej stosowane przez liderów w zagranicznych i polskich szkołach wyższych. The purpose of the chapter is to show the possibility of using the Lean management concept to improve the competencies of leaders of administrative units of a university. The study was based on analysing the literature on the subject and other data sources. Qualitative research methods were also used, such as observation and interviews conducted during meetings (including the Lean Higher Education Poland network), training and ongoing projects. In addition, the results of the author's own research, obtained as part of the project "Conditions of Lean management Culture Maturity in Universities" were used. The study characterizes the external and internal context of the leader's work in university administration and the essence of the Lean management concept, indicating how it differs from the process approaches used so far in universities. In addition, the idea of Lean leadership was explained. At the end of the work, a proposal for a program for shaping a Lean Leader/Leader at a university is included. It should be emphasized that the study focuses only on selected Lean methods, techniques and tools, which - in the light of the conducted research - are most often used by leaders in foreign and Polish universities.

Celem podręcznika jest dostarczenie pracownikom i menedżerom w szkołach wyższych kompendium wiedzy w zakresie koncepcji, metod i narzędzi lean management niezbędnych do przeprowadzania zmian organizacyjnych, technicznych i kulturowych na stanowisku pracy, w procesach, działach i zespołach. Praca składa się z ośmiu rozdziałów, w których omówiono: wprowadzenie do koncepcji, problem zarządzania procesami w szkole wyższej, techniki i narzędzia wizualnego zarządzania pracą w procesach, analizę i doskonalenie procesów i środowiska pracy w szkole wyższej, zarządzanie zmianą, funkcjonowanie zespołów, zarządzanie ludźmi w lean management oraz zagadnienia przywództwa (lean leadership). Książka ma wspierać pracowników uczelni w budowaniu kultury nieustannego doskonalenia codziennej pracy w procesach dydaktycznych, naukowych oraz administracyjnych. Publikacja została sfinansowana w ramach projektu Uniwersytetu Jagiellońskiego "ZintegrUJ - Kompleksowy Program Rozwoju Uniwersytetu Jagiellońskiego", nr umowy o dofinansowanie projektu: POWR.03.05.00-IP.08-00-PZ3/17, współfinansowanego ze środków Unii Europejskiej w ramach Europejskiego Funduszu Społecznego - Program Operacyjny Wiedza Edukacja Rozwój. The aim of the book is to provide employees and managers in universities with a compendium of knowledge in the field of lean management concepts, methods and tools necessary to carry out organizational, technical and cultural changes in the workplace, processes, departments and teams. The work consists of eight chapters in which the following are discussed: introduction to the concept, the problem of process management in a university, techniques and tools of visual work management in processes, analysis and improvement of processes and work environment in a university, change management, team functioning, people management in lean and lean leadership issues. The book is intended to support university employees in building a culture of continuous improvement of everyday work in teaching, scientific and administrative processes. The publication was financed as part of the Jagiellonian University project "Integrate - Comprehensive Development Program of the Jagiellonian University", project co-financing agreement number: POWR.03.05.00-IP.08-00-PZ3 / 17, co-financed by the European Union under the European Social Fund - Operational Program Knowledge, Education and Development.

The Six Sigma originates from the manufacturing sector and Statistical Process Control. In the recent years Six Sigma has evolved into a business philosophy based on an organisational culture and managers’ commitment. The aim of this chapter is to show how the DMAIC model, which is at the heart of the Six Sigma method, can be used to improve the process of lecturer assessment. The results of the project showed that the methodologies of Six Sigma and DMAIC certainly require some simplification in institutions of higher education. This chapter discuss necessary modifications, the limitations of the applications of various statistical tools, character of collected data, and the way the data are collected and testing. Nevertheless, the presented project results indicate that they can be very useful in determining the causes of problems and solving problems occurring in numerous processes performed in universities. And in accordance with the principles of Lean and the PDCA method, it is only facts and data that should constitute a basis for making decisions.

Norma ISO 18065:2015 (Tourism and related services - Tourist services for public use provided by Natural Protected Areas Authorities - Requirements) dotyczy turystyki i usług z nią powiązanych w obszarach chronionej przyrody, może jednak z powodzeniem znaleźć zastosowanie w zarządzaniu parkami kulturowymi. Model zarządzania zaproponowany w normie stawia określone wymagania wobec miejsc chronionych w zakresie planu użytkowania publicznego obszaru, (w tym pracowników), realizacji usług (dostęp i recepcja, informacje, edukacja przyrodnicza i interpretacja, rezerwacje i zarządzanie reklamacjami), różnych udogodnień, outosurcingu, bezpieczeństwa, zarządzania odpadami, sprzątanie, utrzymania. W artykule autorzy opisują normę oraz wskazują na możliwości stworzenia skutecznych modeli zarządzania jakością produktów turystycznych w polskich parkach kulturowych. Traktując park kulturowy jako szersza formę ochrony dziedzictwa niż uznanie za zabytek wskazano na problemy ich tworzenia i funkcjonowania. The ISO 18065:2015 standard (Tourism and related services - Tourist services for public use provided by Natural Protected Areas Authorities - Requirements) applies to tourism and services associated with them in the areas of protected nature, however, can successfully be used in the management of cultural parks. The management model proposed in the standard sets specific requirements for sites protected in terms of the plan used in the public area (including employees), service delivery (access and reception, information, environmental education and interpretation, reservations and management of complaints), various facilities, out- sourcing, security, waste management, cleaning and maintenance. In the article the authors describe the norm and indicates the capacity to create successful models of quality management of tourism products in the Polish cultural parks. Treating the cultural park as a wider form of heritage protection than the recognition as a monument pointed out the problems of their creation and functioning.

The process management system compliant with the requirements of the ISO 9001 Standard, if it is implemented correctly and takes into account organisational and technical, as well as social and cultural aspects of a public organisation's actions, supports the concept of good governance, including the idea of social participation. The 2015 revision of the standard made it more fitting to the context of activities of a public organisation such as a city or a commune. It includes elements indicated as lacking in new concepts of public organisation management by researchers (cf. Denhardt 2011, p. 157), and it can effectively support TSUs in the realisation of fundamental postulates (Wiatrak 2005, p. 41) in terms of an effective execution of the social participation process through: clear orientation on residents and supporting their own objectives and tasks, simple and understandable values, action objectives, and tasks, ability to learn occurring changes and adapt to the changing circumstances, communicating with residents to acquire their approval for actions taken by the commune, exerting motivating influence on residents’ behaviour, according to the adopted strategy, broader consideration of the role of people as well as social, psychological, technical, and organisational factors of the work environment. The standard is a result of several dozen years of international experience in building efficient and effective management systems in various organisations, including public ones, therefore it enables fulfilling the postulate of combining theory with practice (cf. Denhardt 2011, p. 157). The area outlined in this paper requires further in-depth studies, both in its theoretical and practical dimension.

Celem artykułu jest analiza ograniczeń występujących we wdrażaniu koncepcji Lean Management, a szczególnie podstawowej techniki stosowanej w tej koncepcji - Mapowania Strumienia Wartości. Artykuł oparto na analizie literatury przedmiotu oraz wynikach badań własnych prowadzonych w polskich szkołach wyższych. Wyniki przeprowadzonych badań wskazują, że występują liczne dylematy teoretyczne i praktyczne w zastosowaniu tej techniki. Można tutaj zaliczyć: problematykę definiowania wartości i oraz jej pomiar, określenie czynności i działań składających się na przepływy strumieni wartości oraz pomiar czasu i innych wskaźników stosowanych w mapowaniu procesów, a także bariery organizacyjne oraz kulturowe tj. brak umiejętności pracy zespołowej, nieumiejętne zarządzanie zmianą, opory przed dzieleniem się informacją, czy obawa przed utratą pracy. The purpose of the paper is analysis of barriers in process of implementation a Lean Management in higher education institution, especially problems connected with using a Value Stream Mapping. The article is based on the analysis of the literature on the subject and the results of the author's own research conducted in selected schools of tertiary education in Poland. The results of the research showed that there are several theoretical and practical dilemmas in these area. It could be problems with definition of value and its measurement, indication of activities which consist of a value stream, a measurement of time and other indicators used in process mapping. Also there are several issues in area of cultural and organizational changes in school, on example: lack of teamwork skills, incompetent management of change, resistance from sharing the information, or the fear of losing their jobs.