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Product Description
Packed with international case examples and clearly delineating principles as they apply to public sector organizations, Lean for the Public Sector: The Pursuit of Perfection in Government Services demonstrates that Lean in the public sector is neither rocket science nor a typical profit-driven improvement program.
The book begins with coverage of the basic philosophy of Lean before detailing specific methods for improving processes in the public sector. It addresses concerns specific to the public sector environment and considers the role of the citizen, not only as customer, but as a voter, taxpayer, and community participant. The author provides a clear explanation of methods such as 5S, kaizen, standardization techniques, and Value Stream Mapping shaped to Lean Government. His approach provides a reality-based view of value-added services and waste in the public sector.
Written specifically to address the application of Lean practices in government and the public sector, this how-to workbook gives you the wherewithal to combat the 'We don’t make widgets' mentality. Providing the tools to manage the entire Lean transformation process, the book helps you immediately integrate the Lean way of thinking and its tools into your improvement program.
About the Author
Bert Teeuwen is a senior Lean consultant at Wagenaar Hoes Organization Advice, Netherlands, a firm that specializes in providing training in Lean practices and principles.
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Customer Reviews
Teeuwen, Bert; Taylor and Francis Group 2011; 205 pages
This book promises a `different approach' to looking at `lean management'. We are by now familiar with the same old case studies about the birth of `lean' thinking in Toyota, so I opened this book with the hope of seeing new ideas for public administration based on practical experiences.
Those working in government or public services may find this other book useful: Agile Project Management for Government.
Detail:
The book starts well by taking a public sector perspective - it defines seven citizen roles. It recognises, for example, that the user of a service (a foreign tourist perhaps) may not be a citizen of the country or a taxpayer. The roles discussed show that the term `customer' is too generic for analysing performance in many public services. The book then moves into familiar `lean thinking' territory by analysing the threat to value caused by waste and error. However, the case studies used are unattributed and clumsily hammer these point home.
An important technique introduced here is of Value Stream Mapping. This is a technique which is useful for making small, incremental improvements in an existing process. Unfortunately this technique does not encourage lateral thinking or target leaps in performance. The weaknesses of this technique are illustrated in a case study on improving handling of postal mail in an organisation. But the possibility of scanning the mail and handling it electronically or discouraging the use postal mail are not analysed.
Perhaps this `mail room' example was chosen because this is something that everyone can relate to but most many office workers now do not routinely process paper mail...
This book merely suggests a jump directly from `Current' into `Future' via flow diagrams without any guidance as to analytical techniques. But more sophisticated approaches have been around since the 1970s - for example in many techniques a redesign from `Current' into `Future' is carried out via two intermediate stepping stones: a `Logical Current State' and a `Logical Future State'.
My reaction to the text may be biased by the quality of the production of the book. Photographs are poor, and include rather grim shots of the author in action tidying up paper filing cabinets.
But surely our aim should be to get work out ways of ridding ourselves of paper filing cabinets, not just tidying them up?
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