ABSTRACT
Radnor et al (2012) argued lean in the public sector is context dependent.Radnor and Johnston (2012) presented evidence that to date lean implementation in the public sector focused around large government departments was focused around internal efficiency and not customer service.This conceptual chapter will start to operationalise that context dependency by unpacking how a services approach can be developed in public sector organisations (PSOs) by the application of service blueprinting as a tool within lean implementation to allow value and customer (user) service. In particular, the chapter will present an empirical example within higher education where the creation of a blueprint brought together staff and students to focus on improving the service design of student enrolment. It compliments a related paper which considers how service blueprinting supports co-production (Radnor et al, 2014).The case study is used an illustration to draw wider contributions to the use of lean, and service management, in PSOs and was not carried out as primary research.
