Varia Ranah - Sorotan Ilmiah Perkhidmatan Awam

465 Varia Ranah: Sorotan Ilmiah Perkhidmatan Awam to healthcare, but the public sector in general. Value stream mapping is the most used tool when working with Lean (Brännmark, 2012; Poksinska, 2010). The results of using lean in the public sector are improvements from an internal perspective. Reduction of waiting and process time is given much more attention than increased value for the user (Radnor, 2010a; Radnor et al.,2012). An important precondition when implementing Lean is the basic stability that is needed to work with flow and pull in the processes. Basic stability means that the organisation has established a capacity to meet demand, the right skilled staff and established or defined simple work methods (Radnor and Walley, 2008). The current way of applying lean in the public sector has been criticized due to the lack of system perspective, meaning that Lean is only used in limited parts of organisations (Radnor et al., 2012). There is a need to see the value flow from the user’s perspective, which in most cases crosses functional and professional borders (de Souza and Pidd, 2011). Overall, despite the number of papers and studies about lean in the public sector, there are some gaps that must be filled. In line with the doctrines of new public management (NPM), the focus of public management theory has been on the efficiency of internal administrative processes (Hood, 1991; Osborne et al., 2013). Consequently, there has been a trend to use concepts from research conducted in manufacturing contexts, of which lean is one of the most well-known and used (Arlbjørn et al., 2011). The customer is seen as a passive receiver of the services, rather than an active part of the process, since the processes in public service organisations are managed in the same way as manufacturing processes, rather than as service processes (Osborne et al., 2013). Therefore, there is a need for a discussion on the use of lean in relation to specific preconditions concerning quality, customer, and processes in the public sector. The results of using lean in the public sector are improvements from an internal perspective. Reduction of waiting and process time is given much more attention than increased value for the user Applying lean approaches in the public sector can lead to performance improvements. Being in the era where we need to reduce public spending, lean is not an option but a necessity