I. Goals and values |
Continuous monitoring |
Understand lean is an ongoing evaluation, monitoring and assessment. It is continuous improvement approach as compared to process re-engineering which can be viewed as a one-time change. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Furterer & Elshennawy (2005)Furterer, S., & Elshennawy, A. K. (2005). Implementation of TQM and lean Six Sigma tools in local government: a framework and a case study. Total Quality Management & Business Excellence, 16(10), 1179-1191. http://dx.doi.org/10.1080/14783360500236379. http://dx.doi.org/10.1080/14783360500236...
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Suárez-Barraza & Ramis‐Pujol (2010)Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359. http://dx.doi.org/10.1108/17410381011024...
; Radnor (2010)Radnor, Z. (2010). Review of business improvement methodologies in public services (pp. 1-77). London: Advanced Institute of Management Research. Retrieved in 2018, January 20, from http://www.gov.scot/resource/doc/129627/0030899.pdf http://www.gov.scot/resource/doc/129627/...
; Papadopoulos (2011)Papadopoulos, T. (2011). Continuous improvement and dynamic actor associations: a study of lean thinking implementation in the UK National Health Service. Leadership in Health Services, 24(3), 207-227. http://dx.doi.org/10.1108/17511871111151117. http://dx.doi.org/10.1108/17511871111151...
; Silva et al. (2015)Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1), 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053. http://dx.doi.org/10.1108/IJLSS-09-2013-...
; Antony et al. (2016)Antony, J., Rodgers, B., & Gijo, E. V. (2016). Can Lean Six Sigma make UK public sector organisations more efficient and effective? International Journal of Productivity and Performance Management, 65(7), 995-1002. http://dx.doi.org/10.1108/IJPPM-03-2016-0069. http://dx.doi.org/10.1108/IJPPM-03-2016-...
; Antony et al. (2017)Antony, J., Rodgers, B., & Cudney, E. A. (2017). Lean Six Sigma for public sector organisations: is it a myth or reality? International Journal of Quality & Reliability Management, 34(9), 1402-1411. http://dx.doi.org/10.1108/IJQRM-08-2016-0127. http://dx.doi.org/10.1108/IJQRM-08-2016-...
; Almeida et al. (2017)Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. http://dx.doi.org/10.1108/IJLSS-06-2016-0027. http://dx.doi.org/10.1108/IJLSS-06-2016-...
; Fletcher (2018)Fletcher, J. (2018). Opportunities for Lean Six Sigma in public sector municipalities. International Journal of Lean Six Sigma., 9(2), 256-267. http://dx.doi.org/10.1108/IJLSS-07-2017-0086. http://dx.doi.org/10.1108/IJLSS-07-2017-...
; Lukrafka et al. (2020)Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004. http://dx.doi.org/10.1016/j.emj.2020.02....
|
Communication |
Communication and role of Quality department. Having aims and objectives that are communicated to the workforce and used to prioritise individual’s actions – a corporate quality culture. |
Edgeman et al., (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Hines et al. (2008)Hines, P., Martins, A. L., & Beale, J. (2008). Testing the boundaries of lean thinking: observations from the legal public sector. Public Money & Management, 28(1), 35-40. http://dx.doi.org/10.1111/j.1467-9302.2008.00616.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Suárez-Barraza & Ramis‐Pujol (2010)Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359. http://dx.doi.org/10.1108/17410381011024...
; Pedersen & Huniche (2011)Pedersen, E. R. G., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector: a negotiated order perspective. International Journal of Public Sector Management, 24(5), 403-420. http://dx.doi.org/10.1108/09513551111147141. http://dx.doi.org/10.1108/09513551111147...
; Miao et al. (2011)Miao, X., Tang, Y. H., Xi, B., & Liu, Z. Y. (2011). Lean public management: How lean principles facilitate municipal governance reform in China. African Journal of Business Management, 5(5), 1564-1569. http://dx.doi.org/10.5897/AJBM09.436. http://dx.doi.org/10.5897/AJBM09.436...
; Radnor & Osborne (2013)Radnor, Z., & Osborne, S. P. (2013). Lean: a failed theory for public services? Public Management Review, 15(2), 265-287. http://dx.doi.org/10.1080/14719037.2012.748820. http://dx.doi.org/10.1080/14719037.2012....
; Silva et al. (2015)Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1), 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053. http://dx.doi.org/10.1108/IJLSS-09-2013-...
; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
|
Process-based view |
Rationalize and map the process. Study the entire working, not just one part, and avoid cannibalizing the process. |
Radnor & Walley (2008)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. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Suárez-Barraza & Ramis‐Pujol (2010)Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359. http://dx.doi.org/10.1108/17410381011024...
; Silva et al. (2015)Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1), 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053. http://dx.doi.org/10.1108/IJLSS-09-2013-...
; Agbodzakey & McCue (2015)Agbodzakey, J. K., & McCue, C. P. (2015). The key enablers for the adoption of lean thinking by public purchasing departments. International Journal of Procurement Management, 8(6), 666. http://dx.doi.org/10.1504/IJPM.2015.072386. http://dx.doi.org/10.1504/IJPM.2015.0723...
; Antony et al. (2017)Antony, J., Rodgers, B., & Cudney, E. A. (2017). Lean Six Sigma for public sector organisations: is it a myth or reality? International Journal of Quality & Reliability Management, 34(9), 1402-1411. http://dx.doi.org/10.1108/IJQRM-08-2016-0127. http://dx.doi.org/10.1108/IJQRM-08-2016-...
; Lukrafka et al. (2020)Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004. http://dx.doi.org/10.1016/j.emj.2020.02....
|
Incentive/Reward system |
Recognition and reward systems. Recognize the viability of outsourcing as a driver of needed changes. |
Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Pedersen & Huniche (2011)Pedersen, E. R. G., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector: a negotiated order perspective. International Journal of Public Sector Management, 24(5), 403-420. http://dx.doi.org/10.1108/09513551111147141. http://dx.doi.org/10.1108/09513551111147...
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
|
Workflow integration |
Integrate the workflow and make it visible. Breaks in the flow, both internal and external and blind spots can be pockets of waste. |
Miao et al. (2011)Miao, X., Tang, Y. H., Xi, B., & Liu, Z. Y. (2011). Lean public management: How lean principles facilitate municipal governance reform in China. African Journal of Business Management, 5(5), 1564-1569. http://dx.doi.org/10.5897/AJBM09.436. http://dx.doi.org/10.5897/AJBM09.436...
; Almeida et al. (2017)Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. http://dx.doi.org/10.1108/IJLSS-06-2016-0027. http://dx.doi.org/10.1108/IJLSS-06-2016-...
; Lukrafka et al. (2020)Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004. http://dx.doi.org/10.1016/j.emj.2020.02....
|
Strategic alignment |
Link between improvement programs and strategy. |
Hines et al. (2008)Hines, P., Martins, A. L., & Beale, J. (2008). Testing the boundaries of lean thinking: observations from the legal public sector. Public Money & Management, 28(1), 35-40. http://dx.doi.org/10.1111/j.1467-9302.2008.00616.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Radnor & Walley (2008)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. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Almeida et al. (2017)Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. http://dx.doi.org/10.1108/IJLSS-06-2016-0027. http://dx.doi.org/10.1108/IJLSS-06-2016-...
; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
|
II. Complexity and importance |
Quick wins prioritisation |
Project selection and prioritisation – look for quick wins or “low hanging fruit”. Assess for gaps or redundancies that create time waste. |
Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Elias (2016)Elias, A. A. (2016). Stakeholder analysis for Lean Six Sigma project management. International Journal of Lean Six Sigma, 7(4), 394-405. http://dx.doi.org/10.1108/IJLSS-11-2015-0046. http://dx.doi.org/10.1108/IJLSS-11-2015-...
|
TQM tools |
Understanding Total Quality Management (TQM) guidelines and philosophy and identification of critical quality characteristics. |
Furterer & Elshennawy (2005)Furterer, S., & Elshennawy, A. K. (2005). Implementation of TQM and lean Six Sigma tools in local government: a framework and a case study. Total Quality Management & Business Excellence, 16(10), 1179-1191. http://dx.doi.org/10.1080/14783360500236379. http://dx.doi.org/10.1080/14783360500236...
; Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Suárez-Barraza & Ramis‐Pujol (2010)Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359. http://dx.doi.org/10.1108/17410381011024...
; Di Pietro et al. (2013)Di Pietro, L., Mugion, R. G., & Renzi, M. F. (2013). An integrated approach between Lean and customer feedback tools: an empirical study in the public sector. Total Quality Management & Business Excellence, 24(7-8), 899-917. http://dx.doi.org/10.1080/14783363.2013.791106. http://dx.doi.org/10.1080/14783363.2013....
; Arfmann & Barbe (2014)Arfmann, D., & Barbe, G. T. (2014). The value of lean in the service sector: a critique of theory & practice. International Journal of Business and Social Science, 5(2), 18-24.; Agbodzakey & McCue (2015)Agbodzakey, J. K., & McCue, C. P. (2015). The key enablers for the adoption of lean thinking by public purchasing departments. International Journal of Procurement Management, 8(6), 666. http://dx.doi.org/10.1504/IJPM.2015.072386. http://dx.doi.org/10.1504/IJPM.2015.0723...
|
Root cause focus |
Drive for root causes, not symptoms, and be objective (cost cutting/lay-offs or improvement of process). |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Rappel et al. (2017)Rappel, M. J., Hunter, N. L., Alexandrow, A. I., Hair, K. O., Sherman, R. E., & Califf, R. M. (2017). Case study for lean management in the public sector: improving combination product review at the food & drug administration. Clinical and Translational Science, 10(3), 124-127. http://dx.doi.org/10.1111/cts.12441. PMid:28079301. http://dx.doi.org/10.1111/cts.12441...
|
Cause-effect actions |
Perform cause-effect impacts and product design. Grasp the impact of the organization and culture on lean process design and operation. |
Miao et al. (2011)Miao, X., Tang, Y. H., Xi, B., & Liu, Z. Y. (2011). Lean public management: How lean principles facilitate municipal governance reform in China. African Journal of Business Management, 5(5), 1564-1569. http://dx.doi.org/10.5897/AJBM09.436. http://dx.doi.org/10.5897/AJBM09.436...
; Arlbjørn et al. (2011)Arlbjørn, J. S., Vagn Freytag, P., & de Haas, H. (2011). Service supply chain management: a survey of lean application in the municipal sector. International Journal of Physical Distribution & Logistics Management, 41(3), 277-295. http://dx.doi.org/10.1108/09600031111123796. http://dx.doi.org/10.1108/09600031111123...
; Almeida et al. (2017)Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. http://dx.doi.org/10.1108/IJLSS-06-2016-0027. http://dx.doi.org/10.1108/IJLSS-06-2016-...
|
Advanced control tools |
The complexity of public affairs increases the need for event and exception management technology, capability and control. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Adler et al. (2012)Adler, N., Hakkert, A. S., Kornbluth, J., & Sher, M. (2012). Lean management for traffic‐police enforcement planning. Policing, 35(4), 662-686. http://dx.doi.org/10.1108/13639511211275382. http://dx.doi.org/10.1108/13639511211275...
; Sreedharan et al. (2017)Sreedharan, V. R., Raju, R., & Srinivas, S. S. (2017). A review of the quality evolution in various organisations. Total Quality Management & Business Excellence, 28(3-4), 351-365. http://dx.doi.org/10.1080/14783363.2015.1082421. http://dx.doi.org/10.1080/14783363.2015....
|
III. Balance of power |
Top management commitment |
Gain top management's commitment and stability. Continuous improvement requires ongoing support. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
|
Employee involvement |
Structured organisational culture and ownership management system, as well as readiness and employee support. Bottom up as well as top down approach. |
Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Radnor & Walley (2008)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. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
|
Multi-disciplinary team work |
Project, process, customer and supplier management skills. Build a multi-disciplinary team for the project-one that understands lean management.. |
Hasenjager (2006)Hasenjager, J. (2006). Lean government (is not an oxymoron): a Connecticut agency in efficiency’s court. Industrial Engineering, 38(7), 43-48.; Barton & Barton (2011)Barton, H., & Barton, L. C. (2011). Challenges, issues and change: what’s the future for UK policing in the twenty‐first century? International Journal of Public Sector Management, 24(2), 146-156. http://dx.doi.org/10.1108/09513551111109044. http://dx.doi.org/10.1108/09513551111109...
; Fletcher (2018)Fletcher, J. (2018). Opportunities for Lean Six Sigma in public sector municipalities. International Journal of Lean Six Sigma., 9(2), 256-267. http://dx.doi.org/10.1108/IJLSS-07-2017-0086. http://dx.doi.org/10.1108/IJLSS-07-2017-...
|
Training and education |
Training, knowledge transfer, learning and teamwork, collaborate with various departments. It is a requirement, not an option; and it is a two-way exchange. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Hasenjager (2006)Hasenjager, J. (2006). Lean government (is not an oxymoron): a Connecticut agency in efficiency’s court. Industrial Engineering, 38(7), 43-48.; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
; Lukrafka et al. (2020)Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004. http://dx.doi.org/10.1016/j.emj.2020.02....
|
Employee empowerment |
Employee empowerment. Honesty of the organisation, i.e. trust of and by all employees. Avoid general belief that staff are overworked and underpaid. |
Hasenjager (2006)Hasenjager, J. (2006). Lean government (is not an oxymoron): a Connecticut agency in efficiency’s court. Industrial Engineering, 38(7), 43-48.; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Fletcher (2018)Fletcher, J. (2018). Opportunities for Lean Six Sigma in public sector municipalities. International Journal of Lean Six Sigma., 9(2), 256-267. http://dx.doi.org/10.1108/IJLSS-07-2017-0086. http://dx.doi.org/10.1108/IJLSS-07-2017-...
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
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IV. Resources and capabilities |
Reliable performance measures |
Use of pilot study, quality data, measurement and reporting to elaborate a strategic planning. ‘Identifiability’ of impact and realistic time plan/natural pace of change. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Pedersen & Huniche (2011)Pedersen, E. R. G., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector: a negotiated order perspective. International Journal of Public Sector Management, 24(5), 403-420. http://dx.doi.org/10.1108/09513551111147141. http://dx.doi.org/10.1108/09513551111147...
; Procter & Radnor (2014)Procter, S., & Radnor, Z. (2014). Teamworking under Lean in UK public services: lean teams and team targets in Her Majesty’s Revenue & Customs (HMRC). International Journal of Human Resource Management, 25(21), 2978-2995. http://dx.doi.org/10.1080/09585192.2014.953976. http://dx.doi.org/10.1080/09585192.2014....
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Skilled professionals |
Adequate amount and skills of human resources. Involve relevant people to provide input on present effectiveness and for improvements. |
Comm & Mathaisel (2000)Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584. http://dx.doi.org/10.1108/14635770010298...
; Radnor & Boaden (2008)Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.; Radnor & Walley (2008)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. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
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Customer focus |
Clear customer focus. Ask citizens about how well the public bodies operate. |
Hasenjager (2006)Hasenjager, J. (2006). Lean government (is not an oxymoron): a Connecticut agency in efficiency’s court. Industrial Engineering, 38(7), 43-48.; Radnor & Johnston (2013)Radnor, Z., & Johnston, R. (2013). Lean in UK government: Internal efficiency or customer service. Production Planning and Control, 24(10-11), 903-915. http://dx.doi.org/10.1080/09537287.2012.666899. http://dx.doi.org/10.1080/09537287.2012....
; Di Pietro et al. (2013)Di Pietro, L., Mugion, R. G., & Renzi, M. F. (2013). An integrated approach between Lean and customer feedback tools: an empirical study in the public sector. Total Quality Management & Business Excellence, 24(7-8), 899-917. http://dx.doi.org/10.1080/14783363.2013.791106. http://dx.doi.org/10.1080/14783363.2013....
; Antony et al. (2017)Antony, J., Rodgers, B., & Cudney, E. A. (2017). Lean Six Sigma for public sector organisations: is it a myth or reality? International Journal of Quality & Reliability Management, 34(9), 1402-1411. http://dx.doi.org/10.1108/IJQRM-08-2016-0127. http://dx.doi.org/10.1108/IJQRM-08-2016-...
; Juliani & Oliveira (2019)Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153. http://dx.doi.org/10.1080/14783363.2017....
; Rodgers & Antony (2019)Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057. http://dx.doi.org/10.1108/IJQRM-02-2018-...
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Social responsibility |
Management commitment and social responsibility. Demand public department performance. It is vital to lean implementation. Awareness of strategic direction procedures and targets. |
Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
; Suárez-Barraza & Ramis‐Pujol (2010)Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359. http://dx.doi.org/10.1108/17410381011024...
; Sreedharan et al. (2017)Sreedharan, V. R., Raju, R., & Srinivas, S. S. (2017). A review of the quality evolution in various organisations. Total Quality Management & Business Excellence, 28(3-4), 351-365. http://dx.doi.org/10.1080/14783363.2015.1082421. http://dx.doi.org/10.1080/14783363.2015....
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Proactive culture |
Cultural change. Improve the process to drive fast response to change, e.g. environmental or technological. Include change management in lean program requirements. |
Hines et al. (2008)Hines, P., Martins, A. L., & Beale, J. (2008). Testing the boundaries of lean thinking: observations from the legal public sector. Public Money & Management, 28(1), 35-40. http://dx.doi.org/10.1111/j.1467-9302.2008.00616.x. http://dx.doi.org/10.1111/j.1467-9302.20...
; Radnor & Osborne (2013)Radnor, Z., & Osborne, S. P. (2013). Lean: a failed theory for public services? Public Management Review, 15(2), 265-287. http://dx.doi.org/10.1080/14719037.2012.748820. http://dx.doi.org/10.1080/14719037.2012....
; Silva et al. (2015)Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1), 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053. http://dx.doi.org/10.1108/IJLSS-09-2013-...
; Antony et al. (2017)Antony, J., Rodgers, B., & Cudney, E. A. (2017). Lean Six Sigma for public sector organisations: is it a myth or reality? International Journal of Quality & Reliability Management, 34(9), 1402-1411. http://dx.doi.org/10.1108/IJQRM-08-2016-0127. http://dx.doi.org/10.1108/IJQRM-08-2016-...
; Lukrafka et al. (2020)Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004. http://dx.doi.org/10.1016/j.emj.2020.02....
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V. Technology and systems |
Technological integration |
Effective incorporate new technology and medium as part of the process improvement. Know that technology cannot overcome process flaws. |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
|
Data reuse |
Business data reuse; |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
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Shared infrastructure |
Use of generic (shared) infrastructure services; |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
|
Architectural considerations |
Emergence of architecture as a critical stabilising force; |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
|
Built-in application controls |
Shift of control tasks for simple data checks and functions to the businesses; |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
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Network innovation |
Restrictive yet flexible project management, positioning SBR as a cross-government policy initiative; |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
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Information security |
Emphasis on end-to-end security and development of a national taxonomy allowing extensions. |
Edgeman et al. (2005)Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635. http://dx.doi.org/10.1002/qre.635...
; Bharosa et al. (2013)Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006. http://dx.doi.org/10.1016/j.giq.2012.08....
; Fryer et al. (2007)Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900. http://dx.doi.org/10.1108/09544780710817...
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