‘Lean’ policing? New approaches to business process improvement across the UK police service

Abstract

The drive for efficiencies across all areas of public spending in the UK has accelerated the need for improvements in service performance. This article considers how police performance might be improved through the adoption of a ‘Lean’ philosophy. This is seen as a potential driver for internal police improvements and is made in response to the government's call for reform and to address the challenges of a decrease in future police funding.

Keywords:

• Finance
• ‘Lean’
• performance, improvement
• police

Additional information

Notes on contributors

Harry Barton

Harry Barton is Head of the Division of Human Resource Management and Chair of the Research Directorate within Nottingham Business School, UK.