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The Whitehall Effect ~ John Seddon - Online Notes

Links below take you to the chapter notes:


Introduction
1. Prelude

Part 1: The industrialisation of public services
2: Call centres
3. Back Offices
4. Shared Services
5. Outsourcing
6. Information Technology

Part 2: Delivering services that work
Introduction
7. A better philosophy
8. Effective change starts with ‘study’
9. Better thinking, better design
10. ‘Locality’ working
11. IT as pull, not push

Part 3: Things that make your head hurt
12. Targets and standards make performance worse
13. Inspection can’t improve performance
14. Regulation is a disease
15. It’s the system, not the people
16. Incentives always get you less

Part 4: ideology, fashions and fads 
17. Choice
18. Personal Budgets
19. Commissioning
20. Managing demand
21. Nudge
22. Procurement
23. Risk management
24. Lean
25. IT: features over benefits

Part 5 Change must start in Whitehall
26. Beware economists bearing plausible ideas
27. Whitehall is  incapable of doing evidence
28. Getting a focus on purpose

24. Lean

1] James Womack, Daniel Jones and Daniel Roos, 2007, The Machine That Changed the World, Simon and Schuster. First published in 1990.

2] “… Ohno-san never explained his reasons, so the only way to learn was by doing.” From ‘What I learned from Taiichi Ohno: Interview with Michikazu Tanaka’ in Koichi Shimokawa and Takahiro Fujimoto (eds), 2009, The birth of Lean: conversations with Taiichi Ohno, Eiji Toyoda, and other figures who shaped Toyota management’, Lean Enterprise Institute, p.57.

3] For a list of articles written about the various dysfunctional aspects of Lean, see here. 





 













 

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