A Public Sector Journey to Operational Excellence
Applying Lean Principles to Public Policy
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A Public Sector Journey to Operational Excellence links effective government operations to the ability to accomplish bold social goals. The book illustrates how the principles and techniques of continuous improvement can be applied to public sector management and public policy development. The linkage of management to policy is woven throughout the four sections:Part 1 begins with the history and application of the principles of continuous improvement (CI). Readers are introduced to Lean and related methodology. CI principles are then juxtaposed with John M. Bernard's categorization of three s...
A Public Sector Journey to Operational Excellence links effective government operations to the ability to accomplish bold social goals. The book illustrates how the principles and techniques of continuous improvement can be applied to public sector management and public policy development. The linkage of management to policy is woven throughout the four sections:
Part 1 begins with the history and application of the principles of continuous improvement (CI). Readers are introduced to Lean and related methodology. CI principles are then juxtaposed with John M. Bernard's categorization of three stages of maturity in government. Next, guidance is provided on how to launch a CI initiative in the public sector, leading to a discussion of public administration in theory and practice.
Part 2 examines the application of CI to governmental operations. Examples, such as the VA's hiring process, underscore the need to Lean bureaucratic and regulatory processes. Profilesof CI work in several states illustrate both the potential and the pitfalls, leading to recommendations for an optimal model.
Part 3 acknowledges that among the responsibilities of government, the public policy function is the most difficult to Lean. It discusses the complexities inherent in government since the public policy is both a political and an administrative function. Toyota Kata methodology is illustrated, with its potential application to the challenges of policy development. It could be a force multiplier when civics and politics meet CI.
Part 4 links the promise of CI to make government more effective, enabling it to solve complex problems. Strategies are proposed to overcome the threats and sustain the gains in these initiatives. Cognizant of the many challenges, the book closes with a range of recommendations and a reflection on the purpose of government.
Part 1 begins with the history and application of the principles of continuous improvement (CI). Readers are introduced to Lean and related methodology. CI principles are then juxtaposed with John M. Bernard's categorization of three stages of maturity in government. Next, guidance is provided on how to launch a CI initiative in the public sector, leading to a discussion of public administration in theory and practice.
Part 2 examines the application of CI to governmental operations. Examples, such as the VA's hiring process, underscore the need to Lean bureaucratic and regulatory processes. Profilesof CI work in several states illustrate both the potential and the pitfalls, leading to recommendations for an optimal model.
Part 3 acknowledges that among the responsibilities of government, the public policy function is the most difficult to Lean. It discusses the complexities inherent in government since the public policy is both a political and an administrative function. Toyota Kata methodology is illustrated, with its potential application to the challenges of policy development. It could be a force multiplier when civics and politics meet CI.
Part 4 links the promise of CI to make government more effective, enabling it to solve complex problems. Strategies are proposed to overcome the threats and sustain the gains in these initiatives. Cognizant of the many challenges, the book closes with a range of recommendations and a reflection on the purpose of government.
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