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Home >Strategizing: Theory and Practice > Archive > Volume 6, Issue 2, 2026 > Strategic Priorities for Lean Manufacturing in Higher Education: Kemerovo State University
ISSN 2782-2435 (Print),
ISSN 2782-2621 (Online)

Strategic Priorities for Lean Manufacturing in Higher Education: Kemerovo State University

Chelombitko Anna a
,
Leukhova Maria b
Affiliation
a Кемеровский государственный университет, Кемерово
b Kemerovo State University, Kemerovo, Russia
Copyright ©Chelombitko et al. This is an open access article distributed under the terms of the Creative Commons Attribution 4.0. (http://creativecommons.org/licenses/by/4.0/), allowing third parties to copy and redistribute the material in any medium or format and to remix, transform, and build upon the material for any purpose, even commercially, provided the original work is properly cited and states its license.
DOI: http://doi.org/10.21603/2782-2435-2026-6-2-199-218
Abstract
Lean manufacturing in higher education is a strategically significant yet understudied innovation that makes it possible to implement asymmetric development strategies. The article describes strategic priorities for lean manufacturing at the Kemerovo State University as a strategic innovation that mitigates the negative effect of limited resources. The research relied on the general theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on OTSW (Opportunities, Threats, Strengths, Weaknesses) analysis and economic data processing. The main strategic opportunities identified for lean manufacturing included digital technologies, sustainable development agenda, and management of external risks and constraints. The data obtained from the Kemerovo State University made it possible to identify its strategic strengths that give the university competitive advantages in lean manufacturing and strategic weaknesses that pose internal constraints for its development. The resulting list of strategic priorities for lean manufacturing at the Kemerovo State University included the following points: academic leadership; core lean technologies in education and research; digital sustainable technologies; customer satisfaction with lean technologies in education and research; academic and business partnership in lifelong education and commissioned research; overcoming resource constraints by attracting additional funds. These priorities can provide the university with strategic competitive advantages, allowing it to occupy unique market niches and compete with larger institutions.
Keywords
lean manufacturing, higher education, strategy theory, strategizing methodology, digital technologies, strategic priorities, strategic resources
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Contents
Abstract
Keywords
References
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