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| 001 | 8061915302410 | ||
| 003 | OSt | ||
| 005 | 20190211163806.0 | ||
| 008 | 080619s2008 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aRADNOR, Zoe _934699 |
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| 245 | 1 | 0 |
_aLearning to walk before we try to run : _badapting lean for the public sector |
| 260 |
_aOxford : _bBlackwell Publishers, _cFebruary 2008 |
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| 520 | 3 | _aThis 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 | |
| 700 | 1 |
_aWALLEY, Paul _934700 |
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| 773 | 0 | 8 |
_tPublic Money & Management _g28, 1, p. 13-20 _dOxford : Blackwell Publishers, February 2008 _xISSN 09540962 _w |
| 942 | _cS | ||
| 998 |
_a20080619 _b1530^b _cTiago |
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| 999 |
_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26801 _d26801 |
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| 041 | _aeng | ||