Lean Government refers to the application of Lean production principles and methods to identify and implement the most efficient and value added way to provide government services. Government agencies have found that Lean methods enable them to better understand how their processes work, to quickly identify and implement improvements, and to build a culture of continuous improvement.[1] Numerous government agencies, ranging from the U.S. Environmental Protection Agency to the States of Iowa and Minnesota, are using Lean to improve the quality, transparency, and speed of government processes. Lean government proponents generally believe that the government should cut out "waste" and "inefficiency" from government organizations, which will result in overall better services and more value for tax-supported programs and services. Proponents also generally see Lean government as a means to expand the capacity of government to provide more services per unit of investment.[2] As in the manufacturing and service sectors, some government agencies are implementing Lean methods in conjunction with Six Sigma process improvement approaches.[3]
Lean government does not necessarily promote low taxes, only efficient use of those taxes levied. Tax policy is discerned by the legislative and executive branches of government with oversight of the judicial branch of government. Lean government is implemented by the administrative function of government through executive order, legislative mandate, or departmental administrative decisions. Lean government can be applied in legislative, executive, and judicial branches of government.
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Many Lean manufacturing methods have been adapted successfully to identify non-value added activities (waste) in administrative, transactional, and office processes common in government agencies.[4] Several common Lean methods include:
Value Stream Mapping (VSM) – Value stream mapping refers to the activity of developing a high‐level visual representation of a process flow involved in delivering a product or service (a “value stream”) to customers. VSM events, which are typically 3-4 days, focus on identifying sources of non‐value added activity and prioritizing future improvement activities.
Kaizen – Kaizen means to change for the good of all. Kaizen activity is often focused in rapid process improvement events (kaizen events) that bring together a cross‐functional team for 3‐5 days to study a specific process and immediately implement process changes. Kaizen is based on the philosophy of continuous improvement.
5S – 5S is the name of a workplace organization method that uses a list of five Japanese words which, translated into English, start with the letter S—Sort, Set in Order, Shine, Standardize, and Sustain.
As more and more government services are delivered electronically, Lean government initiatives are commonly applications of Lean IT.[5]
Lean government approaches typically have the following characteristics:[6]
Several types of non-value added activity, or waste (muda in Japanese), are common in government administrative and service processes. Lean methods focus on identifying and eliminating these wastes. The list below identifies common administrative process wastes.[7]
Administrative Process Wastes with Examples
Inventory = Backlog of Work, Excess Materials or Information
Defects = Data Errors, Missing Info
Overproduction = Unneeded Reports, Doing Work Not Requested
Complexity = Unnecessary Process Steps
Waiting = Unnecessary Approval Cycles
Excess Motion = Trips to Remote Printer or Files
Moving Items = Report Routing, File Storage
Wastes in administrative and service processes can relate to (1) collection, use, and management of information, (2) design and implementation of work processes, and (3) the efficiency and effectiveness with which individuals work.[8]
Numerous U.S. government organizations at the federal, state, and local levels have used Lean Government methods to improve government processes, operations, and services.
U.S. Federal Government
Some examples of federal government organizations with active Lean Government initiatives include:
U.S. State Government
Some examples of state government organizations with active Lean Government initiatives include:
The Environmental Council of the States (ECOS), in collaboration with the U.S. Environmental Protection Agency, works to support and coordinate information sharing among U.S. States implementing Lean Government approaches in public environmental agencies.[10]
U.S. Local Government
Some examples of municipalities where lean government practices have been implemented include:
The International City/County Management Association (ICMA) supports a program to assist local government organizations to improve government processes using Lean.[13]