Lean thinking : removing waste and adding value in the public sector - a case study of Cambridgeshire Constabulary, UK

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.