Creating a university management model using Lean Management instruments

Purpose: The aim of the article is to analyze the impact of the Lean Management concept and its instruments on the modules of the university management model, taking into account the expectations and real impact of the concept. Design/methodology/approach: The article proposes 16 modules of the university management model and analyses the impact of the Lean Management concept on university management. The analysis is based on the example of University of Bielsko-Biala. Findings: The case study allowed us to assess the validity of the proposed university management model modules, as well as to verify the expected and real impact of Lean Management and improvement instruments on these modules. This was another step to increase the awareness of the customs management regarding the use of Lean Management concepts to improve processes and services. Research limitations/implications: The limitations of the article concern the proposed university management model and its modules. The autonomy of each university causes certain obstacles in creating universal solutions. Therefore, for the purposes of the article, modules were adopted that constitute the basic functions implemented in the university. Practical implications: The case study revealed that the expected impact of Lean Management and its instruments on the university management model modules is higher than the actual impact. This may indicate the need for a broader use of Lean instruments to improve processes and services at the university. This may also be the subject of further scientific research. Originality/value: The added value of the article is the case analysis, which shows the importance of the Lean Management concept and its instruments in the management and improvement of university. Keywords: university, management model, Lean Management. Category of the paper: Case study.