Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector

Title: Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector
Abstract/Description: 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.
Author/creator: Radnor, Zoe; Walley, Paul
Date: 2008
In publication: Public Money & Management
Volume: 28
Issue: 1
Pages: 13-20
Resource type: en Research/Scholarly Media
Resource status/form: en Published Text
Scholarship genre: en Empirical
Open access/full-text available: en No
Peer reviewed: en Yes
ISSN: 0954-0962
DOI: 10.1111/j.1467-9302.2008.00613.x
URL: Official Publisher's Webpage (Taylor & Francis)
Citation: Radnor, Z., & Walley, P. (2008). Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector. Public Money & Management, 28(1), 13–20. https://doi.org/10.1111/j.1467-9302.2008.00613.x
Cited in: Cross-Sector Research on Continuous Learning and Improvement

Comments

No comment yet! Be the first to add one!

Name

Website

Comment

To prove you are not a robot, answer this question: How much is 3 plus 1?

I agree with terms of use and I accept to free my contribution under the licence CC BY-SA.