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Kuala Lumpur, 21 May 2025 – INCEIF University has officially launched its Lean Continuous Improvement (LCI) Initiative through a comprehensive inaugural workshop held on 21 May 2025, marking a major step in transforming its operational landscape through data-driven efficiency, digital innovation, and a culture of continuous improvement.
Titled “INCEIF Approach to Empowering Progress Through Lean,” the workshop brought together staff from 15 departments and centres, united by a shared commitment to elevate processes, productivity, and performance.
Officiated by President & CEO Professor Emeritus Dato’ Dr Azmi Omar, the event began with a strategic vision-setting speech and launch video, emphasizing LCI as not just a project, but a cultural shift.
“The LCI journey we begin today is more than just a new process or framework,” said Dato’ Azmi. “It is a journey that will mark our footsteps – the collective footsteps of us all, working together to make INCEIF better, day by day.”
Since its establishment in 2005, INCEIF has grown into a globally recognized institution in Islamic finance education. However, internal reviews revealed that many of its processes had become complex, fragmented, and difficult to navigate. LCI offers a strategic response, aligning with Goal #4 of the INCEIF Strategic Plan 2025–2027: “Optimize Operational Efficiency and Productivity.”
The workshop introduced participants to the PERI (Plan, Execute, Review, Improve) improvement cycle and a suite of Lean tools including Kaizen, Muda, Mura, Muri, Poka-Yoke, Value Stream Mapping, Gemba Walks, Root Cause Analysis, and Benchmarking. Participants were guided to define value from the perspective of students, clients, and partners, while identifying common inefficiencies across university functions.
The session unpacked the “Eight Wastes” framework through higher education-specific examples, prompting participants to reflect on inefficiencies within their departments. Among the most frequently identified issues were “waiting” due to approval delays, underutilised skills across teams, and over-processing from redundant procedures. This provides an immediate focus for future projects.
To drive the point home, the workshop also featured an inspiring showcase of initial LCI pilot projects. These tangible success stories highlighted nine initiatives across six departments: the School of Graduate and Professional Studies, ISRA Institute, Campus Facilities and Services, Finance, Information & Communication Technology, and the Quality Management Department. Six of the nine projects have already been completed, offering practical examples of how Lean principles can lead to meaningful, measurable improvements within university operations.
The workshop also debunked misconceptions that Lean is complex or only for technical teams. Instead, it was presented as a mindset that “anyone can embrace” with skills “anyone can learn,” reinforcing that LCI is inclusive and applicable across academic and administrative units alike.
Feedback was overwhelmingly positive:
- 100% of participants expressed a positive or very positive experience.
- 96% believed LCI would enhance collaboration and teamwork.
- 93% expected improved efficiency and effectiveness in university services.
Looking ahead, LCI will be integrated into departmental KPIs from 2026 and considered in annual performance reviews. Led by QMD, which designed and delivered the launch workshop, the initiative will continue with follow-up sessions including:
- “LCI Implementation Process and Tools for Effective Project Management”
- “Sustaining LCI Efforts: Monitoring Project Execution for Lasting Impact”
According to the project team, this is just the beginning. “We are moving from reactive to proactive thinking. LCI is about empowering everyone—regardless of their role—to make meaningful changes that benefit the entire institution.”
As INCEIF advances its strategic goals over the next three years, LCI is positioned to play a key role—enhancing operational efficiency and fostering a stronger culture of shared responsibility, innovation, and continuous improvement.