Learning to walk before we try to run: adapting lean for the public sector

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.

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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
Date Type:	Publication
Status:	Published
Schools:	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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