Radnor, Zoe Jane and Walley, Paul 2008. Learning to walk before we try to run: adapting lean for the public sector. Public Money and Management 28 (1) , pp. 13-20. |
Official URL: http://www.tandfonline.com/doi/abs/10.1111/j.1467-...
Abstract
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: | Article |
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Date Type: | Publication |
Status: | Published |
Schools: | Business (Including Economics) |
Subjects: | H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management J Political Science > JF Political institutions (General) J Political Science > JS Local government Municipal government |
Publisher: | Taylor & Francis |
ISSN: | 0954-0962 |
Last Modified: | 19 Mar 2016 22:39 |
URI: | https://orca.cardiff.ac.uk/id/eprint/22981 |
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