Lean Improvement Program, which is an application of the private sector,in the public sectorhas also been successfully implemented.Lean;
customer sunlan valueto be raised to the highest possible level,
wastein en aza download_cc781905-5cde-3194_bbf358-and
perfection
It is a management philosophy.
This method originated in the Japanese automotive industry. Lean manufacturing improves the quality of products and services and reduces costs. These increase the commercial success of the business.
Consider lean as a set of tools and techniques that improve processes or reduce costsmeMech is very important. simple, oneway of thinkingis onebehavioris
Lean in the public sector, not public officials and politicians,individualIt means putting it at the center of everything.
When lean is applied in the public sectorpublic employeesalwaysthey try to eliminate waste.
If the behavior of the managersmaking employees the owners of the processesor intended.
Managersexcellencepath sets goals and benchmarks but offers no solutions.
an organizationcustomerHe is doing the right things when it provides added value for him.
Whether an activity, service or product represents a value to them, butcustomerers decide.
However,Who is the real customer in the public sector?Is there a customer?
in the public sectorcitizenconcept is at the forefront anddifferent roles of citizenshipexists. The value for the citizen in each role and the duties of public administration differ. The correct value and public responsibilities must be set for each role . It is aimed to increase the value offered to the citizens according to their roles to the highest possible level.
Processes consist of value-adding activities and waste. There are eight “deadly wastes” in public administration processes.
Errors ve correction, ve_cc781905-5cde-3194-bb3b-1365cf58d_correction, ve_cc781905-5cde-3194-bb3b-58359c_cf58d_bd136359c 3194-bb3b-136bad5cf58d_Standby, Stok, Transport,Overprocessing, Misuse of Abilities and Abilities
Processes are free from waste. Only activities that add value are desirable. There are also inevitable wastes. These remain as they are.
Administrative processes are quite invisible because they are hidden inside people's heads, computers, and paperwork.
Value stream of the process,value stream analysiscan be made visible. Both current state mapping is done value stream mapping, future state flow mapping is done.
However, a few questions should be asked first, such as whether this process is necessary.
Processes should run smoothly. This includes the "lean management statements"flow”.
A flowable drive has little or no stock, such a process operates at a pace adjusted to customer demand. Citizens pull process –threesowing principle. However, in the public sector the push principle is sometimes better.
Employees of corporate, who are busy with processes every day, are process experts. They know well how processes work in practice and how individuals react in real life.
Improving processes is fun. People enjoy doing this. Employees activated vekaizenteams should be provided .
KaizenContinuous improvement is achieved with kits. Plan-Do-Check-Act by W. Edwards DemingPUKO) improvement cycle is a powerful tool for any improvement activity.
The steps of the PUKO cycle:
-
Choosing the topic
-
Setting the target
-
Analyzing the current situation
-
Finding solutions
-
Prepare an action plan
-
Implement the action plan
-
Measuring their impact
-
Ensuring standardization and compliance
Kaizen,
lean without management
it is impossible.
