A Public Sector Journey to Operational Excellence Applying Lean Principles to Public Policy. [electronic resource] :
- Milton : Productivity Press, 2023.
- 1 online resource (257 p.)
Description based upon print version of record. 10 The Three Ps: Politics, Policy Making, and Public Administrators
Cover -- Endorsements -- Half Title -- Title -- Copyright -- Dedication -- Contents -- About the Author -- Introduction -- The Next Frontier for Practitioners: Lean for Social Good -- The Word "Lean" -- What's in This Book -- Case Studies and Profiles of Practitioners -- Overview of Lean and Toyota Kata -- Tour of the Four Sections -- SECTION I THE FOUNDATION OF CONTINUOUS IMPROVEMENT AND OPERATIONAL MATURITY -- 1 Introduction to Lean and Continuous Improvement -- Tracing the Roots of Quality Management -- By Any Other Name -- 2 The Three Stages of Maturity in State Government Maturity Level One: Reaction-Driven -- Maturity Level Two: Results-Driven -- Support for Results-Driven Work -- We Don't Know What We Don't Know -- Optimal Components for Results-Driven Government -- Maturity Level Three: Social-Good-Driven-Helping People Thrive -- 3 The Kaizen Concept -- Launching a Lean Initiative with a Kaizen -- Chartering -- Assessment of Value -- Expertise: Imported or Home Grown -- Funding Stream Barriers -- Integrating IT -- Learning Other CI Tools -- Training to Build Capacity -- Setting a Foundation -- 4 Lean Management -- A Management Trifecta for the Public Sector Government Is Different. And It's Not -- Achieving a Culture of Continuous Improvement -- Failure to Launch -- Attrition Poses a Similar Threat -- Arrested Development Is Not All Bad News -- Story of a Lean Leader, the Impact of Lean Thinking, and the Culture of Continuous Improvement -- USNH -- A Lean Project That Streamlined an Administrative Process -- Envisioning an Ideal Future State -- 5 Theory and Practice -- The Theory of Administrative Conservatorship -- Motive Matters in Risk Avoidance -- Mission-Driven Public Servants -- Integration of Theory and Practice SECTION II LEANING GOVERNMENT OPERATIONS -- 6 Breaking Bad Bureaucracy -- Administrative Hazing: Intentional or Not? -- Unlean Bureaucracy -- Crisis and Opportunity -- Applying Lean Thinking to Program Design and Operations -- 7 The Goldilocks Standard for Lean Regulation -- The Customer Is Always Right. Or Not -- Assessing the Value of Regulation -- Leaning Permitting Processes -- Leaning Food Inspections -- Goldilocks Regulation for the FDA -- Discussion -- Lean View of Regulation -- 8 Moving to Results-Based State Government -- Mission Matters -- The "Night Shift" Persists in New Hampshire Commitment and Resilience at NHDES -- An Enduring Community of Practice -- Profiles of Robust State CI Programs -- Colorado -- CDOT's Innovation, Improvement, and Engagement Hub -- Vermont -- Vermont's Continuous Improvement Training Program -- Washington -- Highlights of Lean Principles -- 9 A Model for CI in State Government -- Sustainability in State CI Programs -- A Success Story in Arizona -- Essential Components for Results-Driven Government -- Ohio -- Nebraska -- A Standard Structure for State CI Programs -- SECTION III LEANING GOVERNMENT POLICY
Lean management can lead to operational excellence, but toward what end? This book examines the power of linking Lean government operations with purposeful public policy. When Lean process improvement principles and techniques entered the public sector after decades of proven effectiveness in private industry, they brought the same transformative potential. These programs can improve public services, boost employee morale, and free up previously underutilized capacity. The freed capacity can then be applied to accomplish important societal objectives. This book has four parts: Part 1: The Foundation of Continuous Improvement (CI)--The reader is introduced to the field of CI and to Lean principles and techniques as applied to public sector organizations. CI initiatives can improve services, boost employee morale, and free up previously underutilized capacity. This part includes an overview of best practices and strategies for overcoming common challenges. Part 2: Lean Public Policy--Discussion of both purpose and function. Lean practitioners are systems thinkers. Viewing disparate processes as components of a whole, we seek to integrate functions across silos to maximize value, quality, and efficiency. It would be great if public programs could be designed for optimal functionality. If that were the case, then Lean practitioners would simply apply the Plan-Do-Study-Act/Adjust (PDSA) cycle for ongoing improvement. In the real world, policy making tends to be ad-hoc and reactive. This part explores impediments to Leaning existing programs and considers what Lean public policy would look like. Government regulatory functions and health care policy are used as examples. Part 3: Operational Excellence--Pulling policy and administration together by introducing John M. Bernard's concept of three levels of maturity in government. Part 4: Putting it together--"What to do, how to do it, and who can get it done." A summary and overview of CI methodology and the prerequisites for the implementation of policies that will lead to progress on societal goals. Drawing lessons from practitioners striving for Level 3 maturity in government, the book closes with a series of recommendations.
Public administration. Organizational effectiveness. Organizational change. BUSINESS & ECONOMICS / Production & Operations Management BUSINESS & ECONOMICS / Development / Business Development BUSINESS & ECONOMICS / Strategic Planning