Learning to walk before we try to run : adapting lean for the public sector
By: RADNOR, Zoe
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Contributor(s): WALLEY, Paul.
Material type: 
ArticlePublisher: Oxford : Blackwell Publishers, February 2008Public Money & Management 28, 1, p. 13-20Abstract: 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 themesprocess-based view, focus on value, elimination of waste and employee-driven changebefore 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
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 themesprocess-based view, focus on value, elimination of waste and employee-driven changebefore 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
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