Lean for the Public Sector: The Pursuit of Perfection in Government Services

While consultants know their stuff, what you need is an understanding of the Lean philosophy and tools that can mobilize your work force and improve processes to increase service quality. 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.

The public sector is not about manufacturing, therefore neither is this book. 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.

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.

Introduction to Lean ManagementImprovement in the Public SectorLean: That’s about Cars, Right?Five Basic Principles in LeanAdding Value: Who Is the Customer?Portrait of a CitizenCritial Quality ParametersDetermine ValueThe Eight Deadly WastesAvoidable and Unavoidable WasteAction Time and Lead TimeAction Time for the CitizenCreating Value in the Public SectorMapping the Value StreamMapping the Current StateMapping the Future StateFlow and the Pull PrincipleStrive for Continuous One-Piece FlowApplication for Facilities: Working in CellsTakt TimePull PrincipleSometimes Push Is BetterThe Road to Flow and PullMobilize EmployeesOwnershipShould Work Be Fun?Improvement in Kaizen TeamsEveryday LeanContinuous Improvement with Kaizen TeamsStep 1: Choose a SubjectStep 2: Set a GoalStep 3: Analyze the Current StateStep 4: Find Solutions, Draw the Future StateStep 5: Prepare the Action PlanStep 6: Implement the Action PlanStep 7: Measure the EffectsStep 8: Accommodate Standardization and ComplianceStandardization and ComplianceComplianceConscious and Subconscious ActionsWhy Operating Instructions and Procedures Don’t Always WorkThe Compliance PyramidThe Perfect Public Service ProviderRoad to PerfectionCases of Process ImprovementThe Process-Oriented OrganizationReorganization and LeanTask-Oriented Versus Process-OrientedVertical Start-UpCase of the Social Services Department in the Town of OldambtFundamentalsLean and Cost SavingsBenefit from Time GainedThe Government Unable to Cut CostsCost-Saving StrategiesThe TurkeyWorkplace Organization Based on the 5SsSearch Time: 30 Seconds MaximumThe Practical MethodFirst S: SortPreparation for 5SStarting 5S: The Clean-OutClean Desk and the Paperless OfficeA Practical RestartDigital 5SPractical Case: Tax Department of the Municipality of DordrechtAppendix A: Process Activity SheetAppendix B: Project LetterAppendix C: 5 × Why DiagramAppendix D: Proposal for ImprovementAppendix E: Example of a 5S AuditBibliographyIndex