And It's Not - Achieving a Culture of Continuous Improvement - Failure to Launch - Attrition Poses a Similar Threat - Arrested Development Is Not All Bad News - Story of a Lean Leader, the Impact of Lean Thinking, and the Culture of Continuous Improvement - USNH - A Lean Project That Streamlined an Administrative Process - Envisioning an Ideal Future State - 5 Theory and Practice - The Theory of Administrative Conservatorship - Motive Matters in Risk Avoidance - Mission-Driven Public Servants - Integration of Theory and Practice, SECTION II LEANING GOVERNMENT OPERATIONS - 6 Breaking Bad Bureaucracy - Administrative Hazing: Intentional or Not? - Unlean Bureaucracy - Crisis and Opportunity - Applying Lean Thinking to Program Design and Operations - 7 The Goldilocks Standard for Lean Regulation - The Customer Is Always Right. Contents: Cover - Endorsements - Half Title - Title - Copyright - Dedication - Contents - About the Author - Introduction - The Next Frontier for Practitioners: Lean for Social Good - The Word "Lean" - What's in This Book - Case Studies and Profiles of Practitioners - Overview of Lean and Toyota Kata - Tour of the Four Sections - SECTION I THE FOUNDATION OF CONTINUOUS IMPROVEMENT AND OPERATIONAL MATURITY - 1 Introduction to Lean and Continuous Improvement - Tracing the Roots of Quality Management - By Any Other Name - 2 The Three Stages of Maturity in State Government, Maturity Level One: Reaction-Driven - Maturity Level Two: Results-Driven - Support for Results-Driven Work - We Don't Know What We Don't Know - Optimal Components for Results-Driven Government - Maturity Level Three: Social-Good-Driven-Helping People Thrive - 3 The Kaizen Concept - Launching a Lean Initiative with a Kaizen - Chartering - Assessment of Value - Expertise: Imported or Home Grown - Funding Stream Barriers - Integrating IT - Learning Other CI Tools - Training to Build Capacity - Setting a Foundation - 4 Lean Management - A Management Trifecta for the Public Sector, Government Is Different.
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