During a recent conversation with Kate, I asked her, “What are the different challenges public/government institutions face when beginning a Lean initiative compared to organizations in the private sector?” Here is her complete response:
Lean initiatives in the public sector face greater obstacles
than their private sector counterparts in three areas: erratic and unreliable
commitment of resources, risk-averse leadership, and the responsibility to
serve dual customers.
Let’s consider each component:
Resources: Elected officials who set public budgets must be
persuaded to prioritize efficiency initiatives. Funding is often erratic and
inadequate, lacking the staff resources necessary to train, facilitate, and
coordinate improvement efforts.
Risk-averse leadership: Aligning authority and
responsibility at the gemba (like Toyota’s Andon cord) is counter-intuitive and
frightening for traditional administrators. The multiple layers of checking
give them a sense of security, making them reluctant to Lean processes. What if
something goes wrong? What if it gets in the press?
Dual customers: The end-user customer is an individual
applying for a building permit or a driver’s license, borrowing a library book,
or reporting an emergency. The public is also customer, relying on the
regulatory system for health and safety. For example, the public values the
enforcement of building codes. Permit applicants value a fair, efficient
process with courteous, professional staff to assist them. Consider a Lean
event to design a process so that every qualified applicant receives a permit
within two weeks. The team would identify why customers fail to meet the meet
the qualifications, and develop countermeasures such as fact sheets, checklists
and staff assistance. To ensure a quality outcome, the team would consider the
purpose of each requirement and recommend modifications, if appropriate. Then,
they would design the most efficient way to confirm compliance and validate
eligibility.
Are any readers currently part of a Lean initiative within a public-sector organization? Do you agree with Kate's overview of the specific obstacles faced when undertaking the improvement journey?
Are any readers currently part of a Lean initiative within a public-sector organization? Do you agree with Kate's overview of the specific obstacles faced when undertaking the improvement journey?