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LEADER 00000cam a22005291i 4500
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016 7 021158114|2Uk
020 9781000959277|qePub ebook
020 1000959279
024 7 10.4324/9781003372691|2doi
029 0 UKMGB|b021158114
035 (OCoLC)1400771074
037 9781000959277|bIngram Content Group
037 9781000959277|bO'Reilly Media
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099 eBook O'Reilly for Public Libraries
100 1 McGovern, Kate,|eauthor.
245 12 A public sector journey to operational excellence :
|bapplying lean principles to public policy /|cKate
McGovern.|h[O'Reilly electronic resource]
250 1st.
264 1 New York :|bProductivity Press,|c2023.
300 1 online resource (240 pages) :|billustrations (black and
white)
336 text|2rdacontent
336 still image|2rdacontent
337 computer|2rdamedia
338 online resource|2rdacarrier
505 0 About the Author. Introduction -- Part I. The Foundation
of Continuous Improvement and Operational Maturity. --
Chapter 1. Introduction to Lean and Continuous
Improvement. Tracing the Roots of Quality Management. By
Any Other Name-- Chapter 2. The Three Stages of Maturity
in State Government. Maturity Level One: Reaction-Driven.
Maturity Level Two: Results-Driven. Support for Results-
Driven Work. We Don't Know What We Don't Know. Optimal
Components for Results-Driven Government. Maturity Level
Three: Social-Good-Driven-Helping People Thrive. --
Chapter 3. The Kaizen Concept. -- Chapter 4. Lean
Management. A management trifecta for the public sector.
Achieving a culture of continuous improvement. Story of a
lean leader, the impact of lean thinking, and the culture
of continuous improvement. USNH. -- Chapter 5. Theory and
Practice. The theory of administrative conservatorship.
Integration of theory and practice -- Part II. Leaning
Government Operations. Chapter 6. Breaking Bad
Bureaucracy. Unlean bureaucracy. Crisis and opportunity.
The VA: Caring for those who served. Applying lean
thinking to program design and operations. -- Chapter 7.
The Goldilocks Standard for Lean Regulation. Assessing the
value of regulation. Goldilocks regulation for the FDA. --
Chapter 8. Moving to Results-Based State Government. The
"Night Shift" persists in New Hampshire. Profiles of
robust state CI programs. Colorado. Vermont. Washington.
Highlights of lean principles. -- Chapter 9. A Model for
CI in State Government. Ohio. Nebraska. A standard
structure for state CI programs. Checklist for a
sustainable CI program with a Center for Operational
Excellence -- Part III. Leaning Government Policy. Chapter
10. The Three P's: Politics, Policy Making, and Public
Administrators. Cycles of crisis response. Leaning the
thickening. Does it take an Act of Congress. Leaning the
silos of government. Public administrators as conservators
of mission. "Run Government Like a Business" A public
policy parable. -- Chapter 11. A Case Study of Unlean
Public Policy: U.S. Health Care. Lean the virus. Lack of a
system to face a global pandemic. An unlean non system.
Wasted expertise and effort. Universality applied to
health care. What would a cohesive health care system look
like. -- Chapter 12. Applying CI to Public Administration.
CI tools and principles. The A3. Applying Lean tools to
operational challenges. Connecting quality operations to
capacity to enact impactful policy. Toyota Kata. --
Chapter 13. Lean Policy Development. Social Security's
lean design of universality. Layers of complexity. Lean
lens on public policy -- Part IV. A Lean Future State.
Chapter 14. The Journey to Lean Government Operations.
Challenges in Managing a CI Initiative. Threats to lean
government. Countermeasures to threats. -- Chapter 15.
Continuous Improvement for Thriving Communities. The
parable of the babies in the river. Leaning the complexes.
Lean and Toyota Kata for social good. Connecting Kata in
community to level three government. Results-driven
government as a platform to reach the value stream of
humanity. CI and TK for Level Three Maturity. Applying
Toyota Kata for incremental change. TK, CI, and the value
stream of humanity. -- Chapter 16. Diffusion of Lean
Culture and Level Three Government. How do we learn about
CI. Kata in the Classroom. The JPW Fund. Professional
associations. Continuing Public Sector Journey to Lean.
Advancing from reaction-driven to results-driven maturity.
Every COE needs a COOP. Diffusion of lean thinking and
commitment. To promote the general welfare. To insure
domestic tranquility. The threshold of knowledge. Leaning
forward. -- Appendix A. Deming's 14 Points for Management.
-- Appendix B. ASPA Code of Ethics. -- Appendix C.
Applying the Lessons. -- Appendix D. Internal Training
Programs. -- Appendix E. Annotated bibliography of CI
literature on my bookshelf
520 A Public Sector Journey to Operational Excellence links
effective government operations to the ability to
accomplish bold social goals. The book illustrates how the
principles and techniques of continuous improvement can be
applied to public sector management and public policy
development. The linkage of management to policy is woven
throughout the four sections: Part 1 begins with the
history and application of the principles of continuous
improvement (CI). Readers are introduced to Lean and
related methodology. CI principles are then juxtaposed
with John M. Bernard's categorization of three stages of
maturity in government. Next, guidance is provided on how
to launch a CI initiative in the public sector, leading to
a discussion of public administration in theory and
practice. Part 2 examines the application of CI to
governmental operations. Examples, such as the VA's hiring
process, underscore the need to Lean bureaucratic and
regulatory processes. Profiles of CI work in several
states illustrate both the potential and the pitfalls,
leading to recommendations for an optimal model. Part 3
acknowledges that among the responsibilities of government,
the public policy function is the most difficult to Lean.
It discusses the complexities inherent in government since
the public policy is both a political and an
administrative function. Toyota Kata methodology is
illustrated, with its potential application to the
challenges of policy development. It could be a force
multiplier when civics and politics meet CI. Part 4 links
the promise of CI to make government more effective,
enabling it to solve complex problems. Strategies are
proposed to overcome the threats and sustain the gains in
these initiatives. Cognizant of the many challenges, the
book closes with a range of recommendations and a
reflection on the purpose of government.
588 Description based on CIP data; resource not viewed.
590 O'Reilly|bO'Reilly Online Learning: Academic/Public
Library Edition
650 0 Public administration.
650 0 Organizational effectiveness.
650 0 Organizational change.
650 6 Administration publique (Science)
650 6 Efficacité organisationnelle.
650 6 Changement organisationnel.
776 08 |iPrint version:|z9781032445458
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
learning.oreilly.com/library/view/~/9781000959277/?ar
|zAvailable on O'Reilly for Public Libraries
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994 92|bJFN