Lean Liaisons

About the Role

The Lean Liaison is an integral role of a university wide effort to promote and support a Lean culture at Kent State University. A designated liaison from each division understands and communicates the value of Lean, serves as a connection to, and collaborates with the Lean Kent State Office.

  • Serve as primary contact for Lean initiatives in their division​
  • Help identify process improvement ideas and identify metrics​
  • Work with Lean Kent State Office to compile metrics​
  • Keep their leadership informed on projects ​
  • Coordinate Lean training for their division​
  • Coordinate the 30/60/90-day check-ins for their division’s projects​

Throughout Your Division

Communicate what Lean is all about and how it's making the university more efficient and effective through process improvement. Communications might include:

  • How Lean is being used throughout the division
  • Success stories and measurable results
  • Training Opportunities
  • Promoting and coordinating Lean training of division staff (Lean Practitioner)
  • Publicly recognize those individuals who are going beyond learning Lean and are using Lean to effect change and achieve results

With Your Division's Vice President and Senior Staff

  • Keep senior staff well-informed of Lean activities inside the division, and enterprise wide
  • Promote Lean training opportunities for staff development
  • Provide guidance to ensure that Lean projects align with division/university goals
  • Encourage leadership to recognize people who are putting Lean to work

With Other Lean Liaisons and Lean Leaders

  • Reach out to other liaisons with questions and calls for assistance
  • Respond to their requests for assistance by providing info, suggestions, and help

With Lean Practitioner Training

  • Coordinate teams for training
  • As part of the Lean Steering Committee ensure projects are actively being worked on and completed
  • Provide needed support, especially when newly trained colleagues are working on their initial projects

With Internal Division Projects

  • Guide the scoping process so that improvement projects are set up for success
  • Ensure that projects are facilitated by Lean trained staff
  • As projects unfold, answer questions relating to the improvement process, or find people who can
  • After events, follow up with teams and attend update meetings to ensure implementation and sustained results

With the Lean Office

  • Serve as the link between the Lean Office and division
  • Serve on the university wide Lean Steering Committee with the Lean Office and Lean Leaders
  • Know what's available from the Lean Office, and put those resources to use
  • As needed, contact the Lean Office for help with planning, prioritizing, and implementation of Lean projects
  • Submit key Lean-related division measures, which are used by the Lean Office to calculate university results
  • Be an active member of the Lean Community of Practice

Academic Affairs

Jennifer Abate
Jennifer Abate
Research and Evaluation, Project Manager


Seat currently vacant

People, Culture and Belonging

Seat currently vacant

Enrollment Management

Jennifer McDonoughMichealle Gabrovsek
Jennifer McDonough
Senior Associate Vice President,
Enrollment Management Operations
Michealle Gabrovsek
Director, Technology Portfolio Management

Finance and Administration

Seat currently vacant

Institutional Advancement

Nicholas Starvaggi
Nicholas Starvaggi
Associate Director, Donor Agreements and Stewardship

Research and Economic Development

Lori Burchard, MBA, CRA
Lori Burchard, MBA, CRA

Student Affairs

Seat currently vacant

System Integration (Regional Campuses and College of Applied and Technical Studies)

​​​​​Seat currently vacant

Division of University Communications and Marketing

Seat currently vacant