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The next step is to quickly deploy these people to work on processes they manage in order to demonstrate how lean thinking works and what benefits are possible. They should:

• identify the value stream associated with a particular purchasing process;

• seek out waste and identify opportunities to create value;

• move forward with rapid improvement events; and

• use a measurement and control system to establish longer-term sustainability.

As a result, employees will increase their commitment and see that lean thinking is not a “fad,” but a sustainable way of managing their daily work.

While it is important to seek out and eliminate waste throughout a particular process, it is also important to identify ways to redeploy those wasted resources to other more value-added activities. Related to public procurement, for example, management of redundant or repetitive documentary-type activities could be automated or simplified, and the time saved could be spent on more meaningful activities.

Any reform effort needs to simultaneously address issues of accountability, transparency, fairness, economic efficiency and overall process effectiveness. In addition, the complex nature of the public procurement process makes coordination among stakeholders critical to successful implementation of strategies to promote improvement. The need to respond to conflicting interests and to deal with unforeseen problems requires an adaptable approach and openness to experimentation.

Joseph J. Schiele, Ph.D., is Assistant Professor of Operations Management, Oakland University, School of Business Administration, Rochester, Mich., and the Academic Director of the Pawley Lean Institute located in Rochester. Dr. Schiele's work has focused primarily on issues related to the management of both manufacturing and service organizations and the improvement of public procurement practice. E-mail him at schiele@oakland.edu.