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

Posted: 23 Dec 2007  

Zoe Radnor

Cardiff Business School; Warwick Business School - University of Warwick

Paul Walley

affiliation not provided to SSRN

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.

Suggested Citation

Radnor, Zoe and Walley, Paul, Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector. Public Money & Management, Vol. 28, Issue 1, pp. 13-20, February 2008. Available at SSRN: https://ssrn.com/abstract=1078175 or http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x

Zoe Radnor (Contact Author)

Cardiff Business School ( email )

Aberconway Building
Colum Drive
Cardiff, CF10 3EU
United Kingdom

Warwick Business School - University of Warwick ( email )

Coventry CV4 7AL
United Kingdom

Paul Walley

affiliation not provided to SSRN

No Address Available

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