Production
https://prod.org.br/article/doi/10.1590/0103-6513.20200030
Production
Thematic Section - Present and Future of Production Engineering

Critical success factors-based taxonomy for Lean Public Management: a systematic review

Rodrigo Goyannes Gusmão Caiado; Daniel Michilini Carocha; Adriana Karla Goulart; Guilherme Luz Tortorella

Downloads: 0
Views: 73

Abstract

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.

Keywords

Lean thinking, L-government, Critical factors, Literature review, Public sector

References

Adler, N., Hakkert, A. S., Kornbluth, J., & Sher, M. (2012). Lean management for traffic‐police enforcement planning. Policing, 35(4), 662-686. http://dx.doi.org/10.1108/13639511211275382.

Agbodzakey, J. K., & McCue, C. P. (2015). The key enablers for the adoption of lean thinking by public purchasing departments. International Journal of Procurement Management, 8(6), 666. http://dx.doi.org/10.1504/IJPM.2015.072386.

Albliwi, S. A., Antony, J., & Lim, S. A. (2015). A systematic review of Lean Six Sigma for the manufacturing industry. Business Process Management Journal, 21(3), 665-691. http://dx.doi.org/10.1108/BPMJ-03-2014-0019.

Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. http://dx.doi.org/10.1108/IJLSS-06-2016-0027.

Antony, J., Rodgers, B., & Cudney, E. A. (2017). Lean Six Sigma for public sector organisations: is it a myth or reality? International Journal of Quality & Reliability Management, 34(9), 1402-1411. http://dx.doi.org/10.1108/IJQRM-08-2016-0127.

Antony, J., Rodgers, B., & Cudney, E. A. (2019). Lean Six Sigma in policing services: case examples, lessons learnt and directions for future research. Total Quality Management & Business Excellence, 30(5-6), 613-625. http://dx.doi.org/10.1080/14783363.2017.1327319.

Antony, J., Rodgers, B., & Gijo, E. V. (2016). Can Lean Six Sigma make UK public sector organisations more efficient and effective? International Journal of Productivity and Performance Management, 65(7), 995-1002. http://dx.doi.org/10.1108/IJPPM-03-2016-0069.

Arfmann, D., & Barbe, G. T. (2014). The value of lean in the service sector: a critique of theory & practice. International Journal of Business and Social Science, 5(2), 18-24.

Arlbjørn, J. S., Vagn Freytag, P., & de Haas, H. (2011). Service supply chain management: a survey of lean application in the municipal sector. International Journal of Physical Distribution & Logistics Management, 41(3), 277-295. http://dx.doi.org/10.1108/09600031111123796.

Azevedo, B. D., Scavarda, L. F., & Caiado, R. G. G. (2019). Urban solid waste management in developing countries from the sustainable supply chain management perspective: a case study of Brazil’s largest slum. Journal of Cleaner Production, 233, 1377-1386. http://dx.doi.org/10.1016/j.jclepro.2019.06.162.

Barton, H., & Barton, L. C. (2011). Challenges, issues and change: what’s the future for UK policing in the twenty‐first century? International Journal of Public Sector Management, 24(2), 146-156. http://dx.doi.org/10.1108/09513551111109044.

Bharosa, N., Janssen, M., Hulstijn, J., Van Wijk, R., de Winne, N., & Tan, Y. (2011). Towards a lean-government using new IT-architectures for compliance monitoring. In E. Estevez, & M. Janssen (Eds.), Proceedings of the 5th International Conference on Theory and Practice of Electronic Governance - ICEGOV ’11 (pp. 147-156). New York: ACM Digital Library. http://dx.doi.org/10.1145/2072069.2072095.

Bharosa, N., Janssen, M., Van Wijk, R., de Winne, N., Van Der Voort, H., Hulstijn, J., & Tan, Y. H. (2013). Tapping into existing information flows: the transformation to compliance by design in business-to-government information exchange. Government Information Quarterly, 30, S9-S18. http://dx.doi.org/10.1016/j.giq.2012.08.006.

Bharosa, N., Winne, N. D., Van Wijk, R. & Janssen, M. (2012). Lean government: critical success factors for XBRL-based business-to-government reporting. European Journal of ePractice, 24-37.

Bhatia, N., & Drew, J. (2006). Applying lean production to the public sector. The McKinsey Quarterly, 3(1), 97-98. Retrieved in 2018, January 20, from https://www.mckinsey.com/industries/public-sector/our-insights/applying-lean-production-to-the-public-sector

Boer, H., Holweg, M., Kilduff, M., Pagell, M., Schmenner, R., & Voss, C. (2015). Making a meaningful contribution to theory. International Journal of Operations & Production Management, 35(9), 1231-1252. http://dx.doi.org/10.1108/IJOPM-03-2015-0119.

Caiado, R. G. G., Quelhas, O. L. G., Nascimento, D. L. D. M., Anholon, R., & Leal Filho, W. (2019). Towards sustainability by aligning operational programmes and sustainable performance measures. Production Planning and Control, 30(5-6), 413-425. http://dx.doi.org/10.1080/09537287.2018.1501817.

Caiado, R. G. G., Scavarda, L. F., Gavião, L. O., Ivson, P., Nascimento, D. L. M., & Garza-Reyes, J. A. (2021). A fuzzy rule-based industry 4.0 maturity model for operations and supply chain management. International Journal of Production Economics, 231, 107883. http://dx.doi.org/10.1016/j.ijpe.2020.107883.

Christensen, T., & Laegreid, P. (2001). New public management: the effects of contractualism and devolution on political control. Public Management Review, 3(1), 73-94. http://dx.doi.org/10.1080/14616670010009469.

Comm, C. L., & Mathaisel, D. F. X. (2000). A paradigm for benchmarking lean initiatives for quality improvement. Benchmarking, 7(2), 118-128. http://dx.doi.org/10.1108/14635770010298584.

Dawes, S. S., Cresswell, A. M., & Pardo, T. A. (2009). From ‘need to know’ to ‘need to share’: tangled problems, information boundaries, and the building of public sector knowledge networks. Public Administration Review, 69(3), 392-402. http://dx.doi.org/10.1111/j.1540-6210.2009.01987_2.x.

Delias, P. (2017). A positive deviance approach to eliminate wastes in business processes. Industrial Management & Data Systems, 117(7), 1323-1339. http://dx.doi.org/10.1108/IMDS-09-2016-0393.

Di Pietro, L., Mugion, R. G., & Renzi, M. F. (2013). An integrated approach between Lean and customer feedback tools: an empirical study in the public sector. Total Quality Management & Business Excellence, 24(7-8), 899-917. http://dx.doi.org/10.1080/14783363.2013.791106.

Edgeman, R. L., Bigio, D., & Ferleman, T. (2005). Six Sigma and business excellence: Strategic and tactical examination of IT service level management at the office of the chief technology officer of Washington, DC. Quality and Reliability Engineering International, 21(3), 257-273. http://dx.doi.org/10.1002/qre.635.

Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. http://dx.doi.org/10.5465/amr.1989.4308385.

Elias, A. A. (2016). Stakeholder analysis for Lean Six Sigma project management. International Journal of Lean Six Sigma, 7(4), 394-405. http://dx.doi.org/10.1108/IJLSS-11-2015-0046.

Ferlie, E. (2002). Quasi strategy: strategic management in the contemporary public sector. In A. Pettigrew (Ed.), Handbook of strategy and management (pp. 279-298). London: Sage.

Fletcher, J. (2018). Opportunities for Lean Six Sigma in public sector municipalities. International Journal of Lean Six Sigma., 9(2), 256-267. http://dx.doi.org/10.1108/IJLSS-07-2017-0086.

Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), 497-517. http://dx.doi.org/10.1108/09544780710817900.

Furterer, S., & Elshennawy, A. K. (2005). Implementation of TQM and lean Six Sigma tools in local government: a framework and a case study. Total Quality Management & Business Excellence, 16(10), 1179-1191. http://dx.doi.org/10.1080/14783360500236379.

Hasenjager, J. (2006). Lean government (is not an oxymoron): a Connecticut agency in efficiency’s court. Industrial Engineering, 38(7), 43-48.

Hines, P., Martins, A. L., & Beale, J. (2008). Testing the boundaries of lean thinking: observations from the legal public sector. Public Money & Management, 28(1), 35-40. http://dx.doi.org/10.1111/j.1467-9302.2008.00616.x.

Janssen, M., & Estevez, E. (2013). Lean government and platform-based governance: doing more with less. Government Information Quarterly, 30, S1-S8. http://dx.doi.org/10.1016/j.giq.2012.11.003.

Julianelli, V., Caiado, R. G. G., Scavarda, L. F., & Cruz, S. P. D. M. F. (2020). Interplay between reverse logistics and circular economy: critical success factors-based taxonomy and framework. Resources, Conservation and Recycling, 158, 104784. http://dx.doi.org/10.1016/j.resconrec.2020.104784.

Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577. http://dx.doi.org/10.1080/14783363.2017.1383153.

Kissler, L. (2000). Reforma administrativa caminhos e percalços no processo de modernização do serviço público Alemão. Organization Science, 7(18), 13-24. http://dx.doi.org/10.1590/S1984-92302000000200001.

Kjærgaard, J. (2008). Involvering af Ledelsen. In S. Sønderby, F. Iversen & A. Holte (Eds.), Lean i kommunerne: effektivisering i fællesskab (pp. 63-65). København: Væksthus for Ledelse. Retrieved in 2018, January 1, from www.vaeksthusforledelse.dk

Krause-Jensen, J. (2017). Trimming the social body: an analysis of Lean management among family counsellors in a Danish municipality. Journal of Organizational Ethnography, 6(2), 68-86. http://dx.doi.org/10.1108/JOE-01-2017-0005.

Laureani, A., & Antony, J. (2012). Critical success factors for the effective implementation of Lean Sigma: results from an empirical study and agenda for future research. International Journal of Lean Six Sigma, 3(4), 274-283. http://dx.doi.org/10.1108/20401461211284743.

Lins, M. G., Zotes, L. P., & Caiado, R. (2019). Critical factors for lean and innovation in services: from a systematic review to an empirical investigation. Total Quality Management & Business Excellence, 1-26. In press. http://dx.doi.org/10.1080/14783363.2019.1624518.

Lukrafka, T. O., Silva, D. S., & Echeveste, M. (2020). A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda. European Management Journal, 38(3), 506-517. http://dx.doi.org/10.1016/j.emj.2020.02.004.

Maarse, N., & Janssen, M. (2012). The need to adjust lean to the public sector. In Proceedings of the 11th IFIP WG 8.5 International Conference on Electronic Government (EGOV 2012). Berlin: Springer. http://dx.doi.org/10.1007/978-3-642-33489-4_5.

Miao, X., Tang, Y. H., Xi, B., & Liu, Z. Y. (2011). Lean public management: How lean principles facilitate municipal governance reform in China. African Journal of Business Management, 5(5), 1564-1569. http://dx.doi.org/10.5897/AJBM09.436.

Moher, D., Liberati, A., Tetzlaff, J., Altman, D. G., Altman, D., Antes, G., & Clark, J. (2009). Preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. Journal of Chinese Integrative Medicine, 7(9), 889-896. http://dx.doi.org/10.3736/jcim20090918.

Nakano, D., & Muniz Junior, J. (2018). Writing the literature review for empirical papers. Production, 28, e20170086. http://dx.doi.org/10.1590/0103-6513.20170086.

Nascimento, D. L. M., Quelhas, O. L. G., Caiado, R. G. G., Tortorella, G. L., Garza-Reyes, J. A., & Rocha-Lona, L. (2019). A lean six sigma framework for continuous and incremental improvement in the oil and gas sector. International Journal of Lean Six Sigma, 11(3), 577-595. http://dx.doi.org/10.1108/IJLSS-02-2019-0011.

Papadopoulos, T. (2011). Continuous improvement and dynamic actor associations: a study of lean thinking implementation in the UK National Health Service. Leadership in Health Services, 24(3), 207-227. http://dx.doi.org/10.1108/17511871111151117.

Pedersen, E. R. G., & Huniche, M. (2011). Determinants of lean success and failure in the Danish public sector: a negotiated order perspective. International Journal of Public Sector Management, 24(5), 403-420. http://dx.doi.org/10.1108/09513551111147141.

Pollitt, C., & Bouckaert, G. (2004). Public management reform: a comparative analysis (pp. 1-309). Oxford: Oxford University Press.

Procter, S., & Radnor, Z. (2014). Teamworking under Lean in UK public services: lean teams and team targets in Her Majesty’s Revenue & Customs (HMRC). International Journal of Human Resource Management, 25(21), 2978-2995. http://dx.doi.org/10.1080/09585192.2014.953976.

Radnor, Z. (2010). Review of business improvement methodologies in public services (pp. 1-77). London: Advanced Institute of Management Research. Retrieved in 2018, January 20, from http://www.gov.scot/resource/doc/129627/0030899.pdf

Radnor, Z., & Boaden, R. (2008). Editorial: lean in public services: panacea or paradox? Public Money & Management, 28(1), 3-7.

Radnor, Z., & Johnston, R. (2013). Lean in UK government: Internal efficiency or customer service. Production Planning and Control, 24(10-11), 903-915. http://dx.doi.org/10.1080/09537287.2012.666899.

Radnor, Z., & Osborne, S. P. (2013). Lean: a failed theory for public services? Public Management Review, 15(2), 265-287. http://dx.doi.org/10.1080/14719037.2012.748820.

Radnor, Z., & Walley, P. (2008). Learning to walk before we try to run: adapting lean for the public sector. Public Money & Management, 28(1), 13-20. http://dx.doi.org/10.1111/j.1467-9302.2008.00613.x.

Radnor, Z., Walley, P., Stephens, A., & Bucci, G. (2006). Evaluation of the lean approach to business management and its use in the public sector (full report) (pp. 1-77). Edinburgh: Office of Chief Researcher, Scottish Executive.

Rappel, M. J., Hunter, N. L., Alexandrow, A. I., Hair, K. O., Sherman, R. E., & Califf, R. M. (2017). Case study for lean management in the public sector: improving combination product review at the food & drug administration. Clinical and Translational Science, 10(3), 124-127. http://dx.doi.org/10.1111/cts.12441. PMid:28079301.

Rodgers, B., & Antony, J. (2019). Lean and Six Sigma practices in the public sector: a review. International Journal of Quality & Reliability Management, 36(3), 437-455. http://dx.doi.org/10.1108/IJQRM-02-2018-0057.

Salah, S., Rahim, A., & Carretero, J. A. (2010). The integration of Six Sigma and lean management. International Journal of Lean Six Sigma, 1(3), 249-274. http://dx.doi.org/10.1108/20401461011075035.

Scalera, F., Dumitrescu, C., & Talpová, S. Z. (2012). International crisis and competitiveness of service companies and public administration in Italy and in Europe: the application of lean office. Business and Management Review, 2(1), 63-75.

Seuring, S., & Gold, S. (2012). Conducting content‐analysis based literature reviews in supply chain management. Supply Chain Management, 17(5), 544-555. http://dx.doi.org/10.1108/13598541211258609.

Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1), 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053.

Sreedharan, V. R., Raju, R., & Srinivas, S. S. (2017). A review of the quality evolution in various organisations. Total Quality Management & Business Excellence, 28(3-4), 351-365. http://dx.doi.org/10.1080/14783363.2015.1082421.

Suárez-Barraza, M. F., & Ramis‐Pujol, J. (2010). Implementation of Lean‐Kaizen in the human resource service process: a case study in a Mexican public service organization. Journal of Manufacturing Technology Management, 21(3), 388-410. http://dx.doi.org/10.1108/17410381011024359.

Suárez-Barraza, M. F., Smith, T., & Dahlgaard-Park, S. M. (2009). Lean‐ kaizen public service: an empirical approach in Spanish local governments. The TQM Journal, 21(2), 143-167. http://dx.doi.org/10.1108/17542730910938146.

Talbot, C. (2003). How the public sector got its contradictions: the tale of the paradoxical primate: integrating the idea of paradox in human social, political and organisational systems with evolutionary psychology. Human Nature Review, 3, 183-195.

Tapping, D. (2005). The lean office pocket guide XL (pp. 1-178). Chelsea: MCS Media.

Thomé, A. M. T., Scavarda, L. F., & Scavarda, A. J. (2016). Conducting systematic literature review in operations management. Production Planning and Control, 27(5), 408-420. http://dx.doi.org/10.1080/09537287.2015.1129464.

Tortorella, G. L., Fogliatto, F. S., Anzanello, M., Marodin, G. A., Garcia, M., & Reis Esteves, R. (2017). Making the value flow: application of value stream mapping in a Brazilian public healthcare organisation. Total Quality Management & Business Excellence, 28(13-14), 1544-1558. http://dx.doi.org/10.1080/14783363.2016.1150778.

Tortorella, G., Nascimento, D., Caiado, R., Arrieta Posada, J. G., & Sawhney, R. (2019). How do different generations contribute to the development of a learning organization in companies undergoing a lean production implementation? The Learning Organization, 27(2), 101-115. http://dx.doi.org/10.1108/TLO-02-2019-0035.

U.S. Environmental Protection Agency – US EPA. (2009). Lean government metrics guide. Washington. Retrieved in 2018, January 1, from http://www.epa.gov/lean/government/pdf/Metrics_guide.pdf

Walker, B. (1996). Reforming the public sector for leaner government and improved performance: the New Zealand experience. Public Administration and Development, 16(4), 353-375. http://dx.doi.org/10.1002/(SICI)1099-162X(199610)16:4<353::AID-PAD883>3.0.CO;2-P.

Whetten, D. A. (2003). O que constitui uma contribuição teórica? Revista de Administração de Empresas, 43(3), 69-73.

Willis, M. (2005, March 1). XBRL and data standardization: transforming the way CPAs work. Journal of Accountancy. Retrieved in 2018, January 20, from https://www.journalofaccountancy.com/issues/2005/mar/xbrlanddatastandardizationtransformingthewaycpaswork.html
 


Submitted date:
03/18/2020

Accepted date:
09/14/2020

5fbe418c0e8825667df5cc95 production Articles
Links & Downloads

Production

Share this page
Page Sections