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Structure

In 2009, the Budget Strategies Task Force, a team of University administrative and faculty leaders, embarked on a Universitywide assessment of campus processes in an effort to mitigate the impact of the Great Recession. Consequently, the Lean Office was created. Since then, CU-Lean has developed into a structured program which supports employee involvement on all levels and the use of consistent methodology to ignite continuous improvement across campus processes.

When projects are initiated, process stakeholders are brought in from across campus. It is this diverse participation across the university which allows members of each implementation team to consider how Lean thinking could be applied within their individual department.

The success of CU-Lean, as in any Universitywide program, can be largely attributed to the support of campus le­­adership. The below program structure, which operates very similarly to Lean Six Sigma principles, has led to an open culture of collaboration and accountability which focuses on generating solutions and producing meaningful results.

Clemson lean certification, as indicated by the arrows above, begins with with white belt training and can expand through senior orange belt certification via project facilitation. Further information on our training structure is detailed in the “Training” section.

Clemson lean certification, as indicated by the arrows above, begins with with white belt training and can expand through senior orange belt certification via project facilitation. Further information on our training structure is detailed in the “Training” section.