Consider an MBA program as a processing network where the flow unit consists of a student in the program. Suppose the organizations that hire and promote MBAs are considered to be the "customers" of the MBA program. For parts a-c, think of yourself as a manager, e.g., a dean, of the the MBA program.
- What does process synchronization mean for the MBA program internally? Externally, between the program as whole and what comes before and after? Explain.
- What are important three sources of waste in this context? Provide three examples that would qualify the MBA program as lean.
- Given your answers to parts a-c (and your experience in the program), provide three recommendations would you make to management (i.e., the Dean,) for improvement assuming that the goal was to achieve a lean operation.