| In a recent survey, 50 Lean and Six Sigma | | | | associated with the private manufacturing sector. By |
| practitioners were asked which organisation they most | | | | employing the right people and teams, it can be |
| readily associate Lean and Six Sigma performance | | | | embraced across all parts of the public sector to |
| improvement tools. Unsurprisingly, 98% answered | | | | achieve ever-demanding efficiency targets and |
| either Toyota or Motorola; global manufacturing giants | | | | potentially remove the need for extensive headcount |
| and originators. These two organisations have over | | | | reduction. |
| the last 30 years become true pioneers in eliminating | | | | Academics, consultants and industry experts have |
| process waste, variability and inflexibility. In recent | | | | stated that utilising a sensible methodology is required; |
| years however, Lean Six Sigma strategies have been | | | | integrating lean six sigma coupled with a flexible |
| adopted by hospitals, insurance companies, legal firms, | | | | change management programme will yield the most |
| financial services organisations and (although seldom) | | | | effective results. When utilising a flexible approach; not |
| by various public sector organisations. | | | | simply by adopting prescriptive manufacturing |
| Never has it been more important for the public sector | | | | methodologies and when engaged by the appropriate |
| to achieve bottom line savings by implementing | | | | team members at an operational, not strategic level will |
| process efficiency programmes. However, in | | | | achieve significant sustainable savings. |
| manufacturing; a 'process' is often relatively simple to | | | | Lean in particular has been found to work in the public |
| understand. It starts with raw materials or components | | | | sector by focussing on reducing waste, improving flow, |
| that pass through several transformations and the | | | | developing an understanding of the customer and |
| result is an end product that is sold to a customer. The | | | | cultivating an all encompassing process view. The right |
| processes are less clear within the public sector, but | | | | people in your organisation have the potential to |
| we all work within a process and it is no less difficult to | | | | implement such improvement programmes which are |
| understand. Like manufacturing, one can identify | | | | focussed on achieving rapid and long-term sustainable |
| customers, suppliers, inputs and outputs as well as the | | | | results. This is a once-in-a-lifetime opportunity for our |
| steps within each process. | | | | Public Services to take advantage of the future |
| The pursuit of utilising Lean Six Sigma strategies to | | | | financial storm and create a transformation opportunity; |
| achieve Operational Excellence is no longer purely | | | | your people can take you there. |