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1、McKinseyonOperationsAnin-depthlookatthechallengesfacingseniormanagersPublishedbyTheMcKinseyQuarterlyJune2006LloydMillerApplyingleanproductiontothepublicsectorGovernmentsatalllevelsmustdelivermoreforless.Theprinciplesofleanmanufacturingoffersurprisinglyaptsolutions.A
2、rticleataglanceOncerareoutsidethefactory,leantoolsareincreasinglyappliedintheservicesector,withgovernmentsthelatesttoadoptthem.Underunprecedentedpressuretodelivervalueformoney,governmentsarefindingthatleanstrategiescanhelpthemdelivermoreandbetterservicesonsmallerbud
3、gets.Governmentsinstitutingleanprocessesmusttacklechallengessuchastheabsenceofaprofitmotive,alackofcompetition,andcivil-servicerulesthatmaylimittheflexibilityoftheworkforce.Leanprogramscansucceed,butonlyifpublic-sectormanagersaligntheinterestofgovernmentwork-ersinho
4、ldingmeaningfuljobswiththeneedtoaccomplishmorethingswithfewerresources.ApplyingleanproductiontothepublicsectorNinaBhatiaandJohnDrewoperation“fightingfit,”notaboutcuttingittothebone.Governmentsaroundtheworldwanttodeliverbettereducation,betterhealthcare,betterManybus
5、inesseshavefollowedToyota’sleadpensions,andbettertransportationservices.Theyandundergonealeantransformation.AmajorknowthatimpatientelectoratesexpecttoseeEuropeantelecommunicationscompany,forchange,andfast.Butthefundsrequiredtomeetexample,successfullyappliedleantechn
6、iquestosuchexpectationsareenormous—particularlyinaproblemthatwasleadingmanyofitscustomersthemanydevelopedeconomieswherepopulationstoswitchtocompetitors:therepairoffaultyareagingandthepublicsector’sproductivitytelephonelines.Thecompanyfoundthatitscallhasn’tkeptpacewi
7、ththatoftheprivatesector.centeroperators,diagnosticsexperts,andrepairTheneedtogetvalueformoneyfromgovern-techniciansoperatedasthoughtheyactuallymentsatalllevelsisthereforeunderthespotlightworkedforrivalemployers.Asaresult,ittookanasneverbefore.Butcost-cuttingprogram
8、sthataverageof19hourstorepairaline.Usingleanseeksavingsof1to3percentayearwillnotbeprinciples,thecompanyrealigneditsorganizationenoughandin
