Abstract
Paper aims This paper aims to critically review the Lean-based methodologies (e.g. Lean production, Lean Six Sigma, and lean government) in Public Administration to locate the critical success factors (CSFs) for lean public management implementation. Originality It is one of the first systematic literature reviews to explore the CSFs of Lean-based methodologies in the public sector with a strategic focus on the l-government. Research method This research is based on a systematic review of 83 articles that were published on Lean-based methodologies in public sector organizations in well-known academic databases. Main findings There were identified 28 CSFs, grouped by a taxonomy of five significant lean public management categories that deal with the spread of Lean-based methodologies in different public sector environments and can be used to guide continuous improvement (CI) in the public sector. Implications for theory and practice This paper can provide a better panorama to understand the present status of Lean-based methodologies towards public practices, as well as, to bridge the gap of a systematic approach (taxonomy) that could direct CI implementation in the public sector, considering a proper understanding of distinct public management characteristics, which can effectively guide practitioners, facilitating their decision-making.
Highlights
Over recent years, the public sector all over the world is facing pressures to reduce costs and budgets without deteriorating service levels
Local councils in Spain have followed similar improvement initiatives under the umbrella of “global quality programs”, through three techniques related to Lean-Kaizen: 5S, gemba kaizen workshops and mapping processes. They have a direct effect on processes and management systems through the integration of Lean production (LP) to eliminate wastes. They have generated some significant improvements in their work processes and public services such as: organization and order in their work areas, saving space and resources, reducing the response time to citizens’ requests for service and an overall improvement in public services offered to the community (Suárez-Barraza et al, 2009)
Lean-based methodologies are private-sector practices applied to new public management to reduce costs, wastes and budgets, to increase efficiency and economy performance in public sector levels, political and legislative, to improve customer-centricity and to stimulate economic growth and innovation
Summary
The public sector all over the world is facing pressures to reduce costs and budgets without deteriorating service levels. To combine efficiency and economy in public organizations, it is necessary to reduce the administrative burden for businesses and governments. It helps to increase customercentricity and to stimulate economic growth and innovation (Janssen & Estevez, 2013). One example is the concept of ‘lean’ (Radnor & Johnston, 2013; Ferlie, 2002; Pollitt & Bouckaert, 2004; Bhatia & Drew, 2006), which originates from the manufacturing industry (Bharosa et al, 2012), to achieve more control, efficiency and performance than the traditional Weberian view (Maarse & Janssen, 2012).
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