Lean Six Sigma (LSS), which is a strategy that effectively solve problems in the manufacturing and services sectors, is claimed to be a vital strategy that could improve business, solve problems, and upgrade the quality level for education setting. Antony (2014) argues that "higher education institutes (HEI) can deploy both Lean and Six Sigma methodologies to improve their business processes" (p. 258). This dissertation explores educational leaders' and teachers' perspectives on deploying LSS in higher education. The qualitative data was collected from interviews and university documents: archival records, staff handbook, website, and annual reports. The finding indicated that: educational leaders and teachers believe the culture and leadership structure at Higher Education at the University of Ohio (UO) is very different from the culture and leadership structure that are needed for LSS implementation. The HE culture needs to move from culture of individuality to a LSS teamwork structure. Furthermore, the changes have to be negotiated with faculties before any approval; this is very different from LSS leadership structure of making changes. Besides, leadership in HE from the participants point of view focused on items more than people development unlike LSS leadership. Moreover, the top leaders at UO are not the one who initiated the current LSS projects and workshops, the process is more like bottom up. The UO top leaders are supportive to new change initiatives, and they allow the LSS leaders and faculty to practice LSS, however, the LSS faculty and leaders agree that there is no clear discussion about embracing LSS system. The top leaders did not communicate a vision of LSS system even though they support all LSS projects initiatives. These leaders and faculty said the UO is not ready for LSS implementation because of several reasons one of these is lack resources such as LSS training that set for Higher Education.