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 J.; 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

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