The Role of Lean, Six Sigma and a Theory of Constraints in the Qualitative (Value-Based) Re-Organizing of Public Administration

Abstract

There are three (progressively associated) organizational methodologies, which can give effective answers to questions related to the administration of remodelling. The secondary effects of these solutions are quality improvement. (This is why they are often called quality improvement methods.) But their primary effects are different: while the Lean focuses on
value-creating processes, Six Sigma concentrates to reduce losses, the Theory of Constraints would eliminate the weakest links. These methodologies may improve organizational processes: administration and decision support could be more efficient, the flexible adaptability of the organization could develop, faster and more accurate services can be provided with lower costs, and competitiveness might improve.
    In the following we would like to introduce, what value-creation means, and why it is important. What are the goals of the involved methodologies? Who are the stakeholders? Why the Kaizen and the VSM could help Public Administration to improve their processes?
    For the more complete picture, we finally touch upon the weaknesses and the PA-specifics of the discussed methods as well.