Introduction: the role and substance of public service operations management

This introductory chapter establishes the need for a book on Public Service Operations Management and then through unpacking the structure and content of the book explore what is meant by Public Service Operations Management

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

How do they do it? Understanding back office efficiency savings made by English councils

Purpose – The purpose of this paper is to illustrate the back office efficiency savings made by English councils during the 2004 Spending Review (SR04) period in order to consider the relationship between service delivery, audit and inspection and, efficiency programmes in local government. It considers three research questions: the use of secondary data, the relationship between efficiency savings and contextual factors, and the influence of audit and inspection in delivering efficient public services. Design/methodology/approach – Through statistical analysis the paper discusses the secondary analysis of publicly available sets of administrative data about local councils in England. These datasets are the annual efficiency statements (AES) taken from records made by each council. The paper discusses through the analysis of the AES the degree of efficiency savings and service improvements in English councils and whether efficiency savings are influenced by internal or external contextual factors. Findings – The paper illustrates that secondary data is a useful source of data, but finds that although councils have achieved the efficiency savings set there is no relationship with the contextual factors. The paper considers the influence of audit and inspection, suggesting that the focus has been on meeting the target rather than local needs. Originality/value – This paper aims to contribute to the debate regarding the use of performance indicators, audit and inspection and efficiency achievement within local government. The paper starts to explore the implication in the UK where, after a decade of use, the influence of these is reducing dramatically

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

A classification model of the lean barriers and enablers: a case from Brazilian healthcare

Lean is widely known as an approach to improve the process, reducing wastes and adding value to the customer. However, around 70% of the lean projects fail during its journey, this situation is related to barriers and enablers to implement lean projects. Thus, this paper aims to analyse and classify lean barriers and enablers into an organizational model. The methodology is based on systematic literature review as well as a case study. The paper presents a classification model into seven organizational aspects as well as propositions related to patient’s behaviour and the public healthcare system

Editorial: The landscape of Lean across public services

Taken from start of article……Ten years ago in Public Money and Management (Volume 28, Number 1), Radnor and Boaden (2008) wrote an editorial entitled: ‘Lean in Public Services – Panacea or Paradox?’ (pp 3-7) as an introduction to a set of articles examining lean in Public Services. In this themed issue Radnor returns with Bateman and Glennon to reflect on the implementation of lean in public services ten years on. The first point to note is that lean (and associated techniques) is still being implemented and the question is still being asked! Can lean address the challenges of public service delivery (a panacea)? Or is it a distraction for public sector managers (a paradox)? In this editorial, we reflect on the original editorial and issue to understand how far we have (or have not) come, as well as examine the current state of play and introduce the articles in this issue. We will not give a detailed overview of lean, as this was presented in 2008 (Radnor and Boaden, 2008) and can be easily found in other sources (e.g. Liker, 2004; Ohno, 1988; Womack and Jones, 2010; Womack et al., 1990), with Holweg (2007) providing a useful genealogy of lean’s production origins

The status of continuous improvement in ICiPS members in 2015

This report was commissioned following discussions in 2014, between the authors of this report and staff members from ICiPS about the paucity of relevant research about the current status of continuous (CI) in the UK. The purpose of this report is therefore, to examine the status of CI in ICiPS members in 2015, with a view to helping ICiPS serve the needs of its members, and also to provide an agenda for research organisations such as the Centre for Service Management (CSM) at Loughborough University. This report covers seven case studies and draws out common themes. In this report, CI is understood to mean: ‘where all members of the organisation work together on an ongoing basis improving processes and reducing errors to improve overall performance for the customer’ (Fryer, Antony, and Douglas, 2007, p. 498). This report is required, because although CI has been on the agenda for many years for Public Services Organisations there has not been a review as to how this has progressed recently

A role for independent peer review: reflections on the gateway review process

Healthcare organisations face constant pressure to change in order to pursue quality and performance improvements. As a result, professionals are often said to be experiencing change fatigue. This can be problematic for policy implementation initiatives. This paper reflects on an informal Gateway Review of Leicester, Leicestershire and Rutland's Integrated Point of Access Programme to make the case for independent peer review of healthcare management change programmes in order to work towards reducing change fatigue and its impacts. Peer review has been identified as an effective but underused process across health and social care provision and management. With this in mind, the Gateway Review outlined here is used to exemplify some of the practical benefits and challenges of external peer review. Based on this experience, a number of learning points and recommendations are outlined for those undertaking or thinking about undertaking peer review in healthcare management

The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies

The aim of this research is to explore the relevance of the Human Resource Management (HRM) to lean in the service sector. In particular, the focus is to further understand the HRM bundle which is one of the four main bundles of lean: Just-In-Time (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM) (Pont, Furlan, and Vinelli, 2008; Shah and Ward, 2003). In this context, a bundle (whether a lean or a HRM bundle) means a set of interrelated and internally consistent practices (Pont, Furlan, and Vinelli, 2008). The study uses case study research because it allows a rich coverage of the area of investigation (Yin, 2009) via the utilisation of multiple sources of evidence (Gillham, 2000). Case study research studies a phenomenon in its real context and has the ability of reporting and documenting events in their practical nature (Yin, 2011). Its researchers’ understanding that lean influences certain HRM practices (HRM bundle); however, the degree and nature of the influence is yet to be further explored