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Moving and resisting Lean

Saskatchewan’s contested implementation of Lean healthcare

Bibliographic Data

ID9784279
AuthorsJustin Leifso (0000-0003-0143-1008, corresponding author)
Year2021
Volume64
Issue4
Pages611-630
Publication date2021-12-01
Open AccessYes
TypeARTICLE
VenueCanadian Public Administration (JOURNAL)
Journal identifiersISSN: 0008-4840 • E-ISSN: 1754-7121
PublisherWiley (PUBLISHER • GB)
DOI10.1111/capa.12437
OpenAlexW3211994179
LanguageEN
References cited25

This article considers the complexities of how policy moves across jurisdictional and sectoral boundaries by examining how Lean Management was introduced into Saskatchewan’s healthcare system. In 2012, the government of Saskatchewan retained a management consulting firm to “transform” the province’s healthcare system using Lean Management. Over subsequent months and years, the consulting firm and provincial government worked to reconstitute the province’s healthcare system, which became the focal point of public debate in the province. This article explores the complexities of how Lean Management arrived in Saskatchewan, how it was translated to address “waste” in the province, and how resistance to its deployment shaped its mobilization in future settings

Business · Economic growth · Economics · Government (linguistics · Health care · Healthcare system · Lean manufacturing · Operations management · Political science · Public relations · Resistance (ecology · Software deployment · Engineering · Healthcare Quality and Management · Marketing · Public Administration · Public Policy and Administration Research

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