The importance of dynamic versus stable framework conditions in public organizations in the application of LEAN LEAN has enjoyed great popularity in private organizations for many years – and recently also in the public sector. Many projects have been implemented in a wide range of different types of organizations covering kindergartens to ministries. The motivation for introducing LEAN also has many reasons from softer targets as improving customer satisfaction or employment satisfaction, to harder targets as improving financial results or that management in the organization has a need to show empowerment by introducing management tools from the private sector. This thesis investigates how LEAN evolves in public companies whether they are subject to very dynamic or stabile conditions surrounding them. The general aim is to analyze where it has a significant impact in the organization’s ability to implement LEAN or not. The analysis is based on six interviews with key persons in six different public or part public organization’s in Denmark that have all had their experience with working with LEAN. The analysis is divided into five parts first explaining the system and contingency challenges that face many public organizations and a theoretical frameset to explain this. Then follows a classification of the six organizations where interviews have been carried out according to the theoretical frameset laid out in the first part. Following this is a hypothesis on ways in which LEAN could be implemented in a public organization and in the next part a further hypothesis regarding how this could differ according to the organizations affiliation to the government. Finally the analysis is done on the six organizations where interviews have been carried out to investigate whether the hypothesis are valid or not. The interviews revealed that the majority of the six organizations used a perspective on LEAN where removing waist goes before customer value identification. The interviews also revealed that only two out of the six key persons interviewed believed that dynamic contra stable conditions surrounding the organization have a great impact in the organizations ability to implement and use LEAN as a management tool. Both reflections from above turned out to be not related to whether the organization was directly organized under the state or not.
|Educations||Graduate Diploma in Supply Chain Management, (Diploma Programme) Final Thesis|
|Number of pages||108|