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Testing the Boundaries of Lean Thinking: Observations from the Legal Public Sector

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  • Peter Hines
  • Ana Lucia Martins
  • Jo Beale

Abstract

This article explores how Lean Thinking can be successfully extended into the legal sector, which in most advanced economies is dominated by the public sector. Two public sector cases from Portugal and Wales are discussed. The authors look at where and how implementation of Lean Thinking might start, and the modifications required to do this successfully. A tentative Lean legal supply chain model which will take three to five years to implement is presented.

Suggested Citation

  • Peter Hines & Ana Lucia Martins & Jo Beale, 2008. "Testing the Boundaries of Lean Thinking: Observations from the Legal Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 28(1), pages 35-40, February.
    • Handle: RePEc:taf:pubmmg:v:28:y:2008:i:1:p:35-40
    DOI: 10.1111/j.1467-9302.2008.00616.x
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    Cited by:

    1. Patrícia Moura e Sá & Maria João Rosa & Gonçalo Santinha & Cátia Valente, 2021. "Quality Assessment of the Services Delivered by a Court, Based on the Perceptions of Users, Magistrates, and Court Officials," Sustainability, MDPI, vol. 13(2), pages 1-16, January.
    2. Ismail Ait Abdelmalek & Souad Houfaidi, 2023. "Developing a Measurement Scale of the Public Sector’s Ability to Adopt Lean," Public Organization Review, Springer, vol. 23(1), pages 149-158, March.
    3. Lukrafka, Tatiany Oleques & Silva, Diego Souza & Echeveste, Marcia, 2020. "A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda," European Management Journal, Elsevier, vol. 38(3), pages 506-517.
    4. Alkhoraif, Abdullah & Rashid, Hamad & McLaughlin, Patrick, 2019. "Lean implementation in small and medium enterprises: Literature review," Operations Research Perspectives, Elsevier, vol. 6(C).

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