In response to the recent spending review, The Institute of Operations Management (IOM) has developed a series of one and three-day lean training programmes for public sector executives to show how waste can be removed and efficiency increased without headcount reduction.
New lean programme dedicated to local authorities and public sector
2010
2011
- Understanding lean in the public sector (1 day), 13th January, Manchester
- Public sector accelerated lean skills programme (3 days), 25th-27th January, Leicestershire
- Understanding lean in the public sector (1 day), 14th February, Edinburgh
- Understanding lean in the public sector (1 day), 15th March, Portsmouth
- Public sector accelerated lean skills programme (3 days), 29th-31st March, Oxford
- Understanding lean in the public sector (1 day), 4th April, Birmingham
Mark Eaton, Managing Director of Amnis, IOM’s lean training partner, said: ‘The spending cuts will trigger the most radical period of transformational change in the public sector that anyone has seen in their lives. There will be fundamental differences in the way services are commissioned and managed with inefficient and non-core activities merged or withdrawn.
‘As well as the public sector, the cuts will have a deep, prolonged impact on third sector organisations and tens of thousands of private sector businesses, from suppliers of equipment to outsourced services providers.
‘While the public perception will focus largely on across-the-board cuts, senior service managers will have a complex task to transform what they do in such a way that it maintains quality within their reduced budgets.
‘Most organisations are not prepared for that. Looking fundamentally at how you structure your activities is not easy. Many organisations have difficulty co-ordinating their operations, management hierarchies and value streams.
‘I believe the spending cuts will pave the way for greater use of Lean management techniques to solve these problems. Lean has already proved effective in a wide range of small and medium-scale public sector programmes. Examples include reducing the costs of managing vacant properties, reducing the time from referral to treatment in the NHS and improving the processes associated with home fire risk assessments. Now, the challenge will be on transforming whole systems.'
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