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This study aims to systematically examine 69 secondary studies to understand trends and implications in sustainability in higher education (SHE), addressing gaps in secondary studies, which often lack comprehensive thematic overviews that hinder future directions.

This tertiary study uses meticulous thematic coding to unveil overarching themes and future research directions across seven SHE areas: institutional frameworks, campus operations, education, research, outreach and collaborations, campus experiences and assessment and reporting.

The analysis reveals challenges higher education institutions (HEIs) face in integrating sustainability, highlighting the need for a holistic approach. Barriers such as awareness deficits and resistance to change emphasize the importance of interdisciplinary research. Emphasizing holistic integration and innovation is vital for seamlessly embedding sustainability within HEIs.

Key future research themes include holistic approaches to sustainability integration, leadership for sustainable change and innovative pedagogical approaches. Additionally, it is important to explore transdisciplinary approaches in sustainability research and the role of research centers and funding in addressing sustainability challenges.

This study provides a comprehensive overview of SHE, offering insights for researchers and practitioners, and serves as a resource for advancing sustainable educational practices.

This paper aims to investigate the impact of adopting lean manufacturing principles on operational efficiency by eliminating seven major lean wastes (or Muda) in a Malaysian stationery manufacturer. Much of the research on lean considers its application to larger organisations with stable demand patterns. This research examines a small- and medium-sized enterprise (SME) with a volatile demand pattern.

A process activity mapping (PAM) methodology was utilized to identify the potential for waste elimination. PAM is a visual tool that considers every step in a production process. Value-added and non-value-added activities are therefore examined to understand hidden wastes and their sources.

The results revealed that the adopted lean principles significantly reduce the waiting times. This time reduction resulted in savings (reduction of cycle time) and to a certain extent, can be a crucial driver in continuous improvement sustainability in the production process.

The study focuses on a single case study and provides a springboard for further research. Future studies examining the results across a broader sample of organisations would develop the findings further.

The extant literature cites mixed success for lean implementation programmes. The results demonstrate that lean is still recognised as a powerful approach to improving operations in SMEs.

This paper reflects on the application of lean in a real case study showing the impact of lean on operational performance of an SME.