Lean labor practices for government is attainable. More than ever, public sector leaders are recognizing the value of “lean.”
In state and local government organizations, using a lean approach to remove wasteful processes allows them to focus on achieving operational efficiencies which can dramatically improve services and programs and speed their delivery to constituents and citizens.
Although the concept of lean originated in automotive manufacturing, its methodology can be applied to all industries, including government.
The lean methodology recognizes that for most manufacturing production operations, only 5 percent of activities add value for the consumer, while 35 percent are necessary nonvalue-adding activities and 60 percent add no value at all. By clearly defining value for a specific service or product from the customer’s perspective, the nonvalue-adding activities can be targeted for removal. When a government organization deploys lean workforce management practices, it affects their largest operational expense: the workforce.
As the public sector moves to reinvent itself, workforce management systems and adopting lean labor practices are perhaps two of the most immediate and high-impact mechanisms. Lean practices help government organizations control labor costs and allow them to reallocate those savings into preserving critical programs, services, and jobs ... which is the very essence of the public sector mission.
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