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Lean in UK Government: internal efficiency or customer service

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journal contribution
posted on 16.09.2014 by Zoe Radnor, Robert Johnston
This article draws on service operations and Lean management in considering the relationship between internal service processes and customer service in public sector organisations. It draws on extensive evidence from two case studies of large UK Government departments to illustrate that whilst public service organisations recognise that methodologies such as Lean improves their internal processes to date they have not linked this to value or customer service. This article presents a model which shows that public service organisations are driven towards internal operations improvement due to the efficiency agenda leading to a process focus, rather than a market driven approach focusing on the customer. This article argues that although this starting point is not necessarily bad in order to sustain improvement after initial gains there is a need to focus on both process and customer. This article therefore contributes and extends the discussion on the adaptation of Lean for a public sector context.

History

School

  • Business and Economics

Department

  • Business

Published in

Production Planning and Control

Volume

24

Issue

10-11

Pages

903 - 915

Citation

RADNOR, Z. and JOHNSTON, R., 2013. Lean in UK Government: internal efficiency or customer service. Production Planning and Control, 24 (10-11), pp.903-915.

Publisher

© Taylor & Francis

Version

AM (Accepted Manuscript)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Publication date

2013

Notes

This is an Accepted Manuscript of an article published in Production Planning and Control on Production Planning and Control, available online: http://www.tandfonline.com/10.1080/09537287.2012.666899.

ISSN

0953-7287

eISSN

1366-5871

Language

en

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