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.