Abstract
Reflecting on recent public sector reform, this paper examines the use of Lean during a period of financial austerity. The paper outlines several challenges for public sector organizations as they manage performance targets, and engage in service re-design. The author challenges the current use of Lean working arguing for a re-evaluation of the traditional public sector model of work and for a collective approach to co-production of service redesign.
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Notes on contributors
Douglas Martin
Douglas Martin is Senior Lecturer in Human Resource Management in the Lancashire School of Business and Enterprise at the University of Central Lancashire, UK.