Teamworking under Lean in UK public services: lean teams and team targets in Her Majesty's Revenue & Customs (HMRC)

The authors of The Machine that Changed the World were in no doubt about the importance of teamworking in lean production: ‘in the end’, they say [Womack, J., Jones, D, & Roos, D. (1990). The machine that changed the world. New York: Rawson Associates, p. 99], ‘it is the dynamic work team that emerges as the heart of the lean factory’. It is with this bold statement in mind that we seek to explore and develop our conceptual and practical understanding of how teamworking operates under Lean. We examine these issues in the context of a high-profile case of Lean implementation in the UK public sector, the Pacesetter programme of the UK's tax assessment and collection service, Her Majesty's Revenue & Customs (HMRC). We find that although the teams themselves were ostensibly set up on a lean basis, they were largely unable to operate as such as a result of the pressures they faced to meet their work targets. The operation of the teams thus retained, and was shaped by, characteristics of the pre-existing ‘target-based’ mode of teamworking. This, in turn, suggests particular ways in which we might better understand how Lean interacts with the context or environment into which it is introduced. These findings also to some degree run counter to the overwhelmingly negative account of Lean put forward in other recent studies of HMRC [e.g. Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2013a). Taxing times: Lean working and the creation of (in)efficiencies in HM Revenue and Customs. Public Administration, 91, 83–97]

Lean towards learning: connecting Lean Thinking and human resource management in UK higher education

From its origins in the automotive industry, Lean Thinking is increasingly being seen as a solution to problems of efficiency and quality in other industries and sectors. In recent years attempts have been made to transfer Lean principles and practice to the higher education sector with indications of mixed consequences and debate over its suitability. This paper contributes to the debate by drawing evidence from thirty-four interviews conducted across two UK universities that have implemented Lean in some of their activities and we pay particular attention to the role of the HR function in facilitating its introduction. The findings suggest there are problems in understanding, communicating and transferring Lean Thinking in the higher education context; that, despite HR systems being vital facets of Lean, HR professionals are excluded from participation; and that as a consequence the depth and breadth of Lean application in the two institutions is very limited

Lean in healthcare: The unfilled promise?

In an effort to improve operational efficiency, healthcare services around the world have adopted process improvement methodologies from the manufacturing sector, such as Lean Production. In this paper we report on four multi-level case studies of the implementation of Lean in the English NHS. Our results show that this generally involves the application of specific Lean ‘tools’, such as ‘kaizen blitz’ and ‘rapid improvement events’, which tend to produce small-scale and localised productivity gains. Although this suggests that Lean might not currently deliver the efficiency improvements desired in policy, the evolution of Lean in the manufacturing sector also reveals this initial focus on the ‘tool level’. In moving to a more system-wide approach, however, we identify significant contextual differences between healthcare and manufacturing that result in two critical breaches of the assumptions behind Lean. First, the customer and commissioner in the private sector are the one and the same, which is essential in determining ‘customer value’ that drives process improvement activities. Second, healthcare is predominantly designed to be capacity-led, and hence there is limited ability to influence demand or make full use of freed-up resources. What is different about this research is that these breaches can be regarded as not being primarily ‘professional’ in origin but actually more ‘organisational’ and ‘managerial’ and, if not addressed could severely constrain Lean’s impact on healthcare productivity at the systems level

Debate: The development of a new discipline— public service operations management

This piece aims to outline the development of a discipline – Public Service Operations Management and will argue the importance of developing an understanding between public management and operations management literature and theory This is reflected through the recent publication of an edited companion which aspires to explore and define bodies of knowledge related to Public Service Operations Managemen

Marketing research performance and strategy

Purpose - To investigate whether strategic orientation affects the evaluation of specific market research projects in for-profit firms.Design/methodology/approach - A small-scale follow-up survey was conducted, building on qualitative and quantitative research among a sample of the top-1,000 marketing managers in Australia. The study used an existing market research evaluation tool, the USER scale and items generated from the qualitative research, to investigate the firm\u27s most recent market research project.Findings - Four market research performance factors were identified - market research as a knowledge enhancing (KE) function, the internal political use of market research, the misuse of market research and the generation of market understanding. The Miles and Snow strategy types were related to these factors, with Prospector types more likely to use market research rationally and less likely to use it for internal political purposes. Tactical projects were more likely to be misused than were those with a strategic orientation. Prospectors were far less likely and analysers far more likely to misuse tactical research projects. Prospectors were more often satisfied with the performance of their most recent market research. The Porter typology was less successful in predicting market research performance.Research limitations/implications - The study was based on a small sample of market research projects in Australian for-profit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multi-country samples.Practical implications - Market research suppliers should learn the nature of their client\u27s strategic intent to improve their effectiveness. Defender firms should carefully monitor the use of market research, especially that of a tactical nature, which may be wasted or misused.Originality/value - Contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm. <br /

Uncomfortable truths - teamworking under lean in the UK

A recent contribution in this journal – Procter, S. and Radnor, Z. (2014) ‘Teamworking under Lean in UK public services: lean teams and team targets in Her Majesty’s Revenue and Customs (HMRC)’ International Journal of Human Resource Management, 25:21, 2978–2995 – provides an account of teamworking in the UK Civil Service, specifically Her Majesty’s Revenue and Customs (HMRC), focused on the relationship between recently implemented lean work organisation and teams and teamworking. Procter and Radnor claim in this work that it delivers a ‘more nuanced’ analysis of lean in this government department and, it follows, of the lean phenomenon more generally. Our riposte critiques their article on several grounds. It suffers from problems of logic and construction, conceptual confusion and definitional imprecision. Methodological difficulties and inconsistent evidence contribute additionally to analytical weakness. Included in our response are empirical findings on teamworking at HMRC that challenge Procter and Radnor’s evidential basis and further reveal the shortcomings of their interpretation

The role of brokering in healthcare networks: what does it mean for reforms, practitioners and patients?

Well-integrated systems are required to deliver effective healthcare services. Research suggests misaligned organisational and functional boundaries still thwart effective patient care. Using social network theory and knowledge transfer framework we examine two long-term condition health networks where brokering occurs to bridge the gaps in provision or information exchange. The experiences of patients, relatives and healthcare practitioners illustrate where information/knowledge is transferred, translated and transformed across organisational and functional boundaries. We propose brokering is essential to the integrated healthcare system. Areas of further research include power of brokers and the value and cost of brokering

Optical carrier wave shocking: detection and dispersion

Carrier wave shocking is studied using the Pseudo-Spectral Spatial Domain (PSSD) technique. We describe the shock detection diagnostics necessary for this numerical study, and verify them against theoretical shocking predictions for the dispersionless case. These predictions show Carrier Envelope Phase (CEP) and pulse bandwidth sensitivity in the single-cycle regime. The flexible dispersion management offered by PSSD enables us to independently control the linear and nonlinear dispersion. Customized dispersion profiles allow us to analyze the development of both carrier self-steepening and shocks. The results exhibit a marked asymmetry between normal and anomalous dispersion, both in the limits of the shocking regime and in the (near) shocked pulse waveforms. Combining these insights, we offer some suggestions on how carrier shocking (or at least extreme self-steepening) might be realised experimentally.Comment: 9 page

Beyond the ostensible: an exploration of barriers to lean implementation and sustainability in healthcare

The barriers to implement lean have been well researched and have generated consistent results; this study identifies these as ostensible barriers. There is a dearth of research that focus on understanding the causes of these ostensible barriers. Thus, this study aims to empirically investigate the deeper causes that produce ostensible barriers to implement lean in emergency areas of the healthcare. To achieve this aim, the paper draws on rich, qualitative data from four different sources of data, using exploratory case studies as the main approach. Undertaking thematic analysis, six main underlying barriers emerge as the root cause of ostensible barriers. The results suggest that addressing each of the underlying barriers in healthcare is likely to support lean implementation and sustainability, by reducing the impact of restraining forces that come from stakeholders and the public healthcare system

Affective commitment within the public sector: Antecedents and performance outcomes between ownership types

How to generate affective commitment and realize its performance potential is deemed critical to public management. But in the context of service outsourcing, does ownership type influence its antecedents and performance outcomes? Drawing on postal survey data for English leisure providers, we find training is an antecedent across public and private ownership types; performance appraisal is an antecedent for private ownership only; while performance-related pay carries an insignificant effect. Affective commitment holds business and customer performance outcomes for public ownership, but insignificant effects are observed for external ownership types. Implications of this contextual variation for public management theory are discussed