A maturity model is a widely used tool in software engineering and has mostly been extended to domains such as education, health, energy, finance, government, and general use. It is valuable for evaluations and continuous improvement of business processes or certain aspects of organizations, as it represents a more organized and systematic way of doing business. In this paper, we only focus on college higher education. For this reason, we present a novel approach that allows detecting some gaps in the existing maturity models for universities, as they are not models that address the dimensions in their entirety. To identify these models and their validities, as well as a classification of models that were identified in universities, we carried out a systematic literature review on 27,289 articles retrieved with respect to maturity models and published in peer-reviewed journals between 2007 and 2020. We found 23 articles that find maturity models applied in universities, through exclusion and inclusion criteria. We then grouped these items into nine categories with specific purposes. We concluded that maturity models used in Universities move towards agility, which is supported by the semantic web.

After analyzing the importance of university higher education, its impact on the development of countries and the conflicts that generate the balance between self-regulation, supported by university autonomy and external regulation, it is evident that, by a reality or an excuse, the lack of quality of the training processes, and the lack of coherence with the labor market, ends up being the way that governments have the option of increasing external regulation. This is evident in the reality of Peru's university education system and in its accreditation processes. Through a comparative analysis with the experience of other countries with more mature accreditation models, it can be identified three differentiating elements: (i) the evaluation of the research, (ii) the implementation of management systems that ensure the quality of the educational institution, and (iii) the training of external evaluators, on which work strategies are established in the accreditation standards and in the peer evaluators training programs. At the end, the problem is framed at the time of the Covid-19 pandemic.

This study proposes a holistic maturity model to evaluate and optimize the performance of Peruvian universities. It addresses key dimensions such as favorable governance, university talent (including students, faculty, and administrators), substantial resources, and results. It is based on the Design Science Research methodology and the Mettler framework. On the other hand, the Delphi method was selected for its ability to consolidate expert opinion. Aiken’s V coefficient was used to determine content validity, evaluating criteria such as clarity, relevance, and coherence, to ensure the reliability of the instrument. This model defines concrete practices for each maturity level, facilitating the progressive implementation of improvements in different university contexts. It contributes to Education 4.0 through the IT strategic alignment practices of the enabling governance dimension, promoting the implementation of personalized teaching methods and hybrid learning models. Regarding the Society 5.0 approach, the model prioritizes social impact and environmental sustainability through university social responsibility, ensuring that universities contribute to human and technological development. Finally, this proposal will support decision making in university management and educational policies in Peru and in international contexts.

This research aims to evaluate the implementation of a new continuous improvement system based on Lean Manufacturing tools in the flash drying system of a dicalcium phosphate plant in a chemical manufacturing company, with the aim of improving the overall plant efficiency. The diagnosis shows that the main problem in the flash drying system is the failure of the equipment, resulting in annual losses of $841,274 due to frequent unplanned and corrective maintenance. For this reason, the implementation of a new continuous improvement system based on the pillars of tools such as 5S, Total Productive Maintenance (TPM) and Autonomy (JIDOKA) is proposed.