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Assessment often equate length with quality and thoroughness, a typical course syl- labus can be incredibly detailed and many pages in length. A long syl- labus, however, can be a sign that a professor hasn't sufficiently focused the course. It may include too much material, an excess that can interfere with student learning. In addition, some professors have elaborate sys- tems of grading, which can confuse students even further. Lean manage- ment helps professors consolidate, simplify, and clarify, which usually results in more positive learning out- comes for students. As educators, we should teach lean management principles and practices in all courses, not just in courses on operations management. Students must know how to contin- uously improve any business process and utilize human resources in ways that demonstrate respect for people. Students educated in lean manage- ment—who understand waste reduction, value stream mapping, respect for people, and balance— will be highly valued by corporate managers. They will be prepared to contribute to their companies' pro- ductivity through fundamental process improvement and create innovative products and services that lead to growth. Lean management succeeds not only in creating a stronger curricu- lum and better prepared graduates— it also helps a business school create a more focused, long-term strategic plan. In the current competitive cli- mate, I believe that one consistent systematic approach to improvement is much more desirable than several ad-hoc "flavor-of-the-month" pro- grams or initiatives. Moreover, lean management could be vital to a business school's long-term survival. For instance, in the coming years administrators at U.S. and non-U.S. business schools alike will face new challenges—challenges many are not yet prepared to address: s An oversupply of capable busi- ness education institutions. s Degree programs that are not differentiated among competitors. s Growth of for-profit educational service providers. s Growth of the Internet-based distance education market. s Price-based competition. s Homogenization of business education around the globe. Conditions are forming that could drastically alter the business of higher education as we know it today. One way for business schools to compete successfully is to improve the value of their services in ways that students and bill-payers can easily recognize. The question is, will higher education administra- tors, faculty, and staff wait until this crisis lands upon them to react? Or will they act now to improve their programs and strengthen their posi- tion in the market? Business school administrators and educators have reason to worry. If their competitors adopt lean manage- ment first, while their own institu- tions lag behind, they will be at a competitive disadvantage. The mes- sage for business school administra- tors, staff, and faculty, then, is this: Learn more about lean management. If correctly applied, it can help a school and its stakeholders prosper. s z Bob Emiliani is an associate professor of management at Central Connecticut State University's School of Technology in New Britain, Connecticut. His papers on applying lean management in higher education can be found at www.theclbm.com/lean_ed.html. BizEd MAY/JUNE 2005 57 Resource Center www.aacsb.edu/arc AACSB Resource Centers Your comprehensive online source for information, tools, and discussion about assessment and ethics education in collegiate schools of business. Log on today. Ethics Education Resource Center www.aacsb.edu/eerc