Lean Thinking in UK Government and Organizations

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Table of Contents

Critical Success Factors
Impacts on Competitive Advantage
Recommendations for the UK Government
Other Operations Strategies
List of References

The past three decades have been characterized by new concepts that have continued to improve the performance of many businesses. One of these concepts is called lean thinking (Wood 2004). Pettersen (2009) defines lean as ‘a powerful strategy used by corporations to remain competitive by eliminating wasteful processes that affect productivity’ (p. 129). The model has made it easier for many firms to achieve their potentials. The development of a lean organization is a process that coordinates the major processes and functions of doing business. The model should be implemented professionally to produce tangible goals.

Lean thinking is embraced by many organizations because it is ‘characterized by fewer resources, time, human effort, and investment’ (Pettersen 2009, p. 129). The other important aspect of lean is that it is applicable in every function of an organization. For instance, companies can use the concept to support their supply chain processes (Prasad & Sutharasan 2012). By so doing, companies will ensure every activity is supported by the major stakeholders. The suppliers will also be involved throughout every stage of the supply chain process. Responsibilities are delegated to different players thus improving the efficiency of the supply chain. Every stakeholder undertakes the most appropriate practices to produce quality results.

Critical Success Factors

Business organizations and firms should consider various critical factors whenever planning to achieve lean. The first critical issue is ensuring every process improves quality (Radnor & Walley 2008). This idea should be embraced from the very beginning. The organization also empowers its stakeholders using the best resources and ideas (Ho 2010). The equipment used to achieve the targeted results should also be reliable. Initial investments are therefore critical towards supporting the implementation process (Wood 2004). The firm should also use relevant measures to support every production process. Both stakeholders and suppliers must be involved from the very beginning. They should also be informed about the targeted results.

The other vital success factor is the focus on innovation. Successful businesses always ‘engage in a practice called continuous improvement’ (Seddon & Brand 2008, p. 8). Businesses can support this practice using adequate researches and studies. Companies that want to achieve lean should also hire competent innovators. Continuous product improvement will ensure the company delivers superior services or products to its clients. The firm will attract more customers and eventually achieve its business potentials (Ho 2010). The other critical concept is called total quality management (Radnor & Walley 2008). This concept encourages workers to express their ideas and opinions. The ideas presented by different stakeholders are embraced to produce quality results.

Impacts on Competitive Advantage

Lean organizations tend to have numerous competitive advantages that can make them successful. The concept of just-in-time (JIT) is promoted whereby an organization professionally manages its inventory. Production methods are dictated by the orders or needs of the targeted consumers. Raw materials are acquired depending on the needs of the consumers. This approach increases efficiency thus reducing wastes and labor (Seddon & Brand 2008). The total quality management (TQM) strategy helps businesses establish meaningful relationships with their suppliers (Ho 2010). These stakeholders present new ideas to improve quality.

Companies that embrace the concept focus on the needs of every stakeholder. The process results in waste reduction thus conserving the natural environment. The business engages in sustainable practices. These aspects make the firm socially responsible. Corporate social responsibility (CSR) is, therefore, a powerful approach that attracts more customers and business partners (Ho 2010). Lean organizations promote efficient operations and business practices. The newly-created business model attracts more stakeholders thus making the targeted company profitable.

Lean is also associated with unique values such as ‘consistency, responsibility, and simplicity’ (Piercy & Rich 2014, p. 289). These values make the organization ethical. Wastes are also reduced thus maximizing production. Distribution processes are guided by consumer needs and expectations. That being the case, every business process is undertaken to improve performance while at the same time reducing wastes. Resources and human contributions are carefully managed in an attempt to maximize business outcomes. The adoption of various lean principles makes it possible for organizations ‘to offer quality and cheaper products to their customers (Lyons et al. 2013, p. 479). This goal improves the competitiveness and profitability of the firm.

Recommendations for the UK Government

The article “Lean in UK Government: Internal Efficiency or Customer Service?” indicates clearly that various public service institutions in the United Kingdom use various lean principles to achieve their goals. However, the authors of the article have observed that most of the public service organizations focus on the lean strategy to improve their internal processes (Zadnor & Johnston 2012). The approach has made it possible for these organizations to ‘promote quality managerial processes, acquire various raw materials, manage their logistical activities, and improve their internal operations’ (Zadnor & Johnston 2012, p. 909).

The organizations have been focusing on processes instead of results. Most of the operations and functions are undertaken by such organizations are usually completed promptly. This fact shows clearly that the lean approach can make a difference for both public and private sector institutions. However, most of the UK organizations have failed ‘to determine the value of the customer whenever aligning their operational processes’ (Zadnor & Johnston 2012, p. 913). Although various internal processes are undertaken efficiently, these UK organizations fail to support the demands of their customers (Fullerton, Kennedy & Widener 2014).

Other Operations Strategies

UK organizations should embrace specific operations strategies such as ‘continuous improvement and pull production’ (Fullerton et al. 2014, p. 418). A continuous improvement approach can make it easier for managers to focus on new practices that can add value to the citizens. The role of such organizations is to ensure every citizen acquires quality services. Such organizations should also embrace the power of pull production (Zadnor & Johnston 2012). This principle makes it easier for firms ‘to establish strong processes that can be linked to value’ (Pettersen 2009, p. 136). The needs of different stakeholders and customers will be analyzed to deliver value to them (Yin 2008).

Yin (2008) observes that most of the changes experienced in the public sector are driven by the concept of efficiency. This means that such organizations have failed to monitor the expectations of the citizens. The current interpretation of lean thinking in many UK organizations only focuses on process improvement (Zadnor & Johnston 2012). That being the case, a new focus on the customer should be embraced. This approach should also be treated as a powerful attribute of lean. The approach will ensure every organization promotes new operations strategies that can support its customers.

List of References

Fullerton, R, Kennedy, F & Widener, S 2014, ‘Lean manufacturing and firm performance: The incremental contribution of lean management accounting practices’, Journal of Operations Management, vol. 32, no. 1, pp. 414-428. Web.

Ho, S 2010, ‘Integrated lean TQM model for global sustainability and competitiveness’, TQM Journal, vol. 22, no. 2, pp. 143-158. Web.

Lyons, A, Vidamour, K, Jain, R & Sutherland, M 2013, ‘Developing an understanding of lean thinking in process industries’, Production Planning & Control, vol. 24, no. 6. Pp. 475-494. Web.

Pettersen, J 2009, ‘Defining lean production: some conceptual and practical issues’, The TQM Journal, vol. 21, no. 2, pp. 127-142. Web.

Piercy, N & Rich, N 2014, ‘The relationship between lean operations and sustainable operations’, IJOPM, vol. 35, no. 2, pp. 282-315. Web.

Prasad, M & Sutharasan, M 2012, ‘Integrated of lean principles with sustainable manufacturing’, International Journal of Lean Thinking, vol. 3, no. 1, pp. 102-103. Web.

Radnor, Z & Walley, P 2008, ‘Learning to walk before we try to run: adapting lean for the public sector’, Public Money and Management, vol. 28, no. 1, pp. 13-20. Web.

Seddon, J & Brand, C 2008, ‘Debate: systems thinking and public sector performance’, Public Money and Management, vol. 28, no. 1, pp. 7-10. Web.

Wood, N 2004, ‘Lean thinking: what it is & what it isn’t’, Management Services, vol. 48, no. 1, pp. 8-10. Web.

Yin, R 2008, Case Study Research: Design and Methods, Sage Publications, Thousand Oaks. Web.

Zadnor, Z & Johnston, R 2012, ‘Lean in UK Government: internal efficiency or customer service?’, Production Planning & Control, vol. 24, no. 10, pp. 903-915. Web.

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