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

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.