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Â鶹ӰԺ the Role

The Lean Liaison is an integral role of a university wide effort to promote and support a Lean culture at Â鶹ӰԺ. A designated liaison from each division understands and communicates the value of Lean, serves as a connection to, and collaborates with the Lean Â鶹ӰԺ State Office.

• Serve as primary contact for Lean initiatives in their division​
• Help identify process improvement ideas and identify metrics​
• Work with Lean Â鶹ӰԺ State Office to compile metrics​
• Keep their leadership informed on projects ​
• Coordinate Lean training for their division​
• Coordinate the 30/60/90-day check-ins for their division’s projects​
   

Throughout Your Division

Communicate what Lean is all about and how it's making the university more efficient and effective through process improvement. Communications might include:

• How Lean is being used throughout the division
• Success stories and measurable results
• Training Opportunities
• Promoting and coordinating Lean training of division staff (Lean Practitioner)
• Publicly recognize those individuals who are going beyond learning Lean and are using Lean to effect change and achieve results
   

With Your Division's Vice President and Senior Staff

• Keep senior staff well-informed of Lean activities inside the division, and enterprise wide
• Promote Lean training opportunities for staff development
• Provide guidance to ensure that Lean projects align with division/university goals
• Encourage leadership to recognize people who are putting Lean to work
   

With Other Lean Liaisons and Lean Leaders

• Reach out to other liaisons with questions and calls for assistance
• Respond to their requests for assistance by providing info, suggestions, and help
   

With Lean Practitioner Training

• Coordinate teams for training
• As part of the Lean Steering Committee ensure projects are actively being worked on and completed
• Provide needed support, especially when newly trained colleagues are working on their initial projects
   

With Internal Division Projects

• Guide the scoping process so that improvement projects are set up for success
• Ensure that projects are facilitated by Lean trained staff
• As projects unfold, answer questions relating to the improvement process, or find people who can
• After events, follow up with teams and attend update meetings to ensure implementation and sustained results
   

With the Lean Office

• Serve as the link between the Lean Office and division
• Serve on the university wide Lean Steering Committee with the Lean Office and Lean Leaders
• Know what's available from the Lean Office, and put those resources to use
• As needed, contact the Lean Office for help with planning, prioritizing, and implementation of Lean projects
• Submit key Lean-related division measures, which are used by the Lean Office to calculate university results
• Be an active member of the Lean Community of Practice
   

Academic Affairs

Jennifer Abate Research and Evaluation, Project Manager jabate1@kent.edu 330-672-3956

Athletics

People, Culture and Belonging

Enrollment Management

Jennifer McDonough Senior Associate Vice President, Enrollment Management Operations jmcdono6@kent.edu 330-672-8566	Michealle Gabrovsek Director, Technology Portfolio Management mgabrovs@kent.edu 330-672-7374

Finance and Administration

Institutional Advancement

Nicholas Starvaggi Associate Director, Donor Agreements and Stewardship nstarvag@kent.edu 330-672-1420

Research and Economic Development

Lori Burchard, MBA, CRA Director lburchar@kent.edu 330-672-7946

Student Affairs

System Integration (Regional Campuses and College of Applied and Technical Studies)

Division of University Communications and Marketing