Although the concept of lean originated in automotive manufacturing, its methodology can be applied to all industries, including government.
The lean methodology recognizes that for most manufacturing production operations, only 5 percent of activities add value for the consumer, while 35 percent are necessary nonvalue-adding activities and 60 percent add no value at all. By clearly defining value for a specific service or product from the customer’s perspective, the nonvalue-adding activities can be targeted for removal. When a government organization deploys lean workforce management practices, it affects their largest operational expense: the workforce.
As the public sector moves to reinvent itself, workforce management systems and adopting lean labor practices are perhaps two of the most immediate and high-impact mechanisms. Lean practices help government organizations control labor costs and allow them to reallocate those savings into preserving critical programs, services, and jobs … which is the very essence of the public sector mission.
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