To main content

Local adaption and central confusion: decentralized strategies for public service Lean implementation

Abstract

There are a number of arguments for implementing public service Lean in a decentralized fashion, characterized by employee participation and local adaptions of the concept. This paper reports on a longitudinal case study of decentralized Lean implementation in a large Norwegian public service provider. The analysis points to unintended consequence of communication and co-ordination difficulties. The authors suggest ways of striking a reasonable balance between centralized and decentralized strategies of Lean implementation.
Read the publication

Category

Academic article

Language

English

Author(s)

  • Marte Daae-Qvale Holmemo
  • Jonas A Ingvaldsen

Affiliation

  • SINTEF Manufacturing
  • Norwegian University of Science and Technology

Year

2018

Published in

Public Money & Management

ISSN

0954-0962

Volume

38

Issue

1

Page(s)

13 - 20

View this publication at Norwegian Research Information Repository