Abstract:
The idea of lean has provided enormous benefits since its emergence especially in
manufacturing where it originated. Through adding value, removing waste and
continuous improvement, private organisations have improved their process flow as
well as quality of their services. This application has prevailed predominately in the
private sector. There is a need to adopt this concept to other sectors in order to reap such
benefits. In the public sector, were members of the public are demanding improved
services as well as responsible government, it is highly important that processes and
services are effective and efficient. Lean thinking in the public sector remains odd.
However, the benefits it will bring are enormous when applied. As such, a number of
questions arise; can lean really be applied to public sector? How can it be applied? What
part of lean is applicable? What lessons can be benefited from others that have
implemented lean? Answers to these questions require both theory and practice. Thus,
this research project seeks to blend the two and use the police service as a case study of
the public sector.
It is in this light that this thesis aimed to assess the applicability of lean thinking in the
public sector with the view of improving customer services and to draw comments on
what part of lean is useful and what not. In doing so, lean tools; Value stream mapping
and Muda analysis were used. An As-Is model for the current business area under
review of the case study was developed and non-value adding activities were identified
and eliminated. A new improved To-Be model was designed and acceptance reviewed.
Based on the review acceptance of the new improved model, comments were drawn on
if lean concept is applicable in the public sector.
