Kaizen® in Government

Kaizen® in Government

Great things are not done by impulse, but by a series of small things brought together. Similarly IMPROVEMENT cannot be done in a blink of an eye. It’s a process, its journey that needs to be taken collectively, only then, we can bring change or improvement.


The typical office has lots of opportunity to build upon, for eg:

  • Has a lot of hidden Waste….
  • Like searching, double filing, duplication of efforts, processes with long Lead Times, information ‘poor load’ or ‘overload’ etc,
  • Dissatisfaction felt by customers: services are seldom
  • ON Time, In Full, Error Free (OTIFEF) – to internal or external customers
  • Dissatisfaction to organization: Waste of resources: People, Space, Utilities, Material, Machines
  • Probable Causes: poor physical workplace management and defects in processes. No sustained efforts to drive continual improvements within service functions.

Lack of a productivity culture and need for building a KAIZEN™ culture!


Lean government proponents generally believe that the government should cut out “waste” and “inefficiency” from government organizations; this in turn will result in better services overall, as well as more value for tax-supported programs and services. Generally, proponents also see that a Lean government is a means to expand the capacity of government to provide more services per unit of investment. Apart form this there are few other benefits like:

  • Improved public service (time to delivery and quality of service)
  • Improved work flow and service to internal customers
  • Release of space converted for other purposes
  • Saving of costly national resources
  • Better organized workplaces in a number of offices

 How Lean Government is different from Conventional Government

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