Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector
Item
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
Date
In publication
Volume
28
Issue
1
Pages
13-20
Resource type
Research/Scholarly Media
Resource status/form
Published Text
Scholarship genre
Empirical
Open access/full-text available
No
Peer reviewed
Yes
ISSN
0954-0962
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
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