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Lean in a cold fiscal climate: the public sector in an age of reduced resources

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  • Douglas Martin

Abstract

Reflecting on recent public sector reform, this paper examines the use of Lean during a period of financial austerity. The paper outlines several challenges for public sector organizations as they manage performance targets, and engage in service re-design. The author challenges the current use of Lean working arguing for a re-evaluation of the traditional public sector model of work and for a collective approach to co-production of service redesign.

Suggested Citation

  • Douglas Martin, 2018. "Lean in a cold fiscal climate: the public sector in an age of reduced resources," Public Money & Management, Taylor & Francis Journals, vol. 38(1), pages 29-36, January.
    • Handle: RePEc:taf:pubmmg:v:38:y:2018:i:1:p:29-36
    DOI: 10.1080/09540962.2018.1389501
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    References listed on IDEAS

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    1. Victor Pestoff, 2006. "Citizens and co-production of welfare services," Public Management Review, Taylor & Francis Journals, vol. 8(4), pages 503-519, December.
    2. Waring, Justin J. & Bishop, Simon, 2010. "Lean healthcare: Rhetoric, ritual and resistance," Social Science & Medicine, Elsevier, vol. 71(7), pages 1332-1340, October.
    3. Bob Carter & Andy Danford & Debra Howcroft & Helen Richardson & Andrew Smith & Phil Taylor, 2011. "Lean and mean in the civil service: the case of processing in HMRC," Public Money & Management, Taylor & Francis Journals, vol. 31(2), pages 115-122, March.
    4. Zoe Radnor & Stephen P. Osborne, 2013. "Lean: A failed theory for public services?," Public Management Review, Taylor & Francis Journals, vol. 15(2), pages 265-287, February.
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    1. Dag Øivind Madsen & Stig Risvik & Tonny Stenheim, 2017. "The diffusion of Lean in the Norwegian municipality sector: An exploratory survey," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1411067-141, January.

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