Learning to walk before we try to run : adapting Lean for the public sector
Radnor, Z. J. (Zoe J.) and Walley, Paul. (2008) Learning to walk before we try to run : adapting Lean for the public sector. Public Money & Management, Vol.28 (No.1). pp. 13-20. ISSN 0954-0962Full text not available from this repository.
Official URL: http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x
This article considers whether public sector organizations regard Lean merely as a set of tools and techniques without considering either the underlying conditions and principles or regard Lean as a philosophy. The authors analyse a series of case studies of Lean in the public sector around four themes-process-based view, focus on value, elimination of waste and employee-driven change-before considering the implementation approach taken and outcomes achieved. The outcomes were significant, but the authors warn against an implementation approach which focuses solely on Lean tools.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JF Political institutions (General)
|Divisions:||Faculty of Social Sciences > Warwick Business School|
|Library of Congress Subject Headings (LCSH):||Public administration, Government productivity, Total quality management in government, Quality control -- Standards, Lean manufacturing|
|Journal or Publication Title:||Public Money & Management|
|Official Date:||February 2008|
|Number of Pages:||8|
|Page Range:||pp. 13-20|
|Access rights to Published version:||Restricted or Subscription Access|
Ahlstrom, P. (2004), Lean service operations:
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