The translation of Lean management: Prospects of a relational approach for successful practice

Abstract

IMPACTRather than focusing on a functionalist implementation of Lean in a hierarchical, top-down manner, this article shows how public sector managers can look at Lean in a new way. They should be luring others into a Lean network by creating conditions in which they define problems and solutions, seek to interest others in these problems, enroll and commit them to possible solutions and mobilize them as one network. Rather than a linear, straightforward implementation, in this way Lean becomes embedded in a network that is capable of entertaining the multiple interpretations and uses of Lean, thus adding to its organizational success and viability.

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