Abstract
Purpose
This paper examines the critical success factors (CSFs) for implementing continuous improvement (CI) approaches such as lean management within the public sector.
Methodology
Sixteen in-depth interviews were carried out with practitioners of continuous improvement across a range of public sector organisations to identify the main issues and critical success factors of initiatives such as lean management (LM), six sigma (SS) and total quality management (TQM).
Findings
The critical success factors are presented under three main themes: leadership, staff buy-in and operations. Consistent with literature, the findings show that leadership commitment is the most critical factor however, within public sector organisations, hands-on leadership and leadership understanding of the initiative is also a critical success factor. Additionally findings also demonstrate that while employee buy-in is also key to the success of any initiative, is closely related to the drivers of the initiative i.e. cost versus value, and the importance of negotiation and dialogue at the employee buy-in stage especially for public sector organisations.
Practical implications
This research provides public sector practitioners of CI with a framework indicating how the CSFs which need to be considered in any implementation effort are inter-related.
Originality/value
This paper also contributions to practice and knowledge as it expands current thinking on critical success factors for implementation of CI in public sector organisations.
This paper examines the critical success factors (CSFs) for implementing continuous improvement (CI) approaches such as lean management within the public sector.
Methodology
Sixteen in-depth interviews were carried out with practitioners of continuous improvement across a range of public sector organisations to identify the main issues and critical success factors of initiatives such as lean management (LM), six sigma (SS) and total quality management (TQM).
Findings
The critical success factors are presented under three main themes: leadership, staff buy-in and operations. Consistent with literature, the findings show that leadership commitment is the most critical factor however, within public sector organisations, hands-on leadership and leadership understanding of the initiative is also a critical success factor. Additionally findings also demonstrate that while employee buy-in is also key to the success of any initiative, is closely related to the drivers of the initiative i.e. cost versus value, and the importance of negotiation and dialogue at the employee buy-in stage especially for public sector organisations.
Practical implications
This research provides public sector practitioners of CI with a framework indicating how the CSFs which need to be considered in any implementation effort are inter-related.
Originality/value
This paper also contributions to practice and knowledge as it expands current thinking on critical success factors for implementation of CI in public sector organisations.
| Original language | English |
|---|---|
| Title of host publication | 20th Excellence in Services University of Verona International Conference |
| Subtitle of host publication | Conference Proceedings |
| Place of Publication | Italy |
| Pages | 131-146 |
| Number of pages | 16 |
| ISBN (Electronic) | 9788890432774 |
| Publication status | Published - 30 Sept 2017 |
| Event | Excellence in Services International Conference - University of Verona, Verona, Italy Duration: 7 Sept 2017 → 8 Sept 2017 Conference number: 20 http://sites.les.univr.it/eisic/index.php/2018/07/23/20th-excellence-in-services-international-conference/ |
Conference
| Conference | Excellence in Services International Conference |
|---|---|
| Country/Territory | Italy |
| City | Verona |
| Period | 7/09/17 → 8/09/17 |
| Internet address |
Keywords
- Continuous improvement
- Critical success factors
- Public sector