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Document Type
Article
Publication Date
6-6-2025
Academic Department
Political Science
Abstract or Description
This research explores the contextualized use of Lean and Six Sigma (LSS) practices in the state governments in the United States. It analyzes LSS’s capacity to innovate public service administration to improve efficiency, effectiveness, and equity in government.
This study employed the Grounded Theory Method to analyze 2,048 LSS project reports from 32 state governments between 2003 and 2024, aiming to identify systematic patterns in the adjustment and application of LSS within state service administration and its outcomes.
Thirty-two states applied LSS across 24 service areas, adapting it in five ways: strategic programming, production efficiency, customer focus, internal accountability, and equity and service expansion. LSS projects primarily reported financial and managerial improvements, with some citing equity and service expansion as project success.
The use of self-reported results likely underrepresented LSS failures, making empirical validation essential for confirming inductively generated propositions in future research.
Findings imply that managerial motivations and project goals affect how LSS's methods and principles can be adjusted to address competing values in the public sector. It offers insights into effectively applying LSS to optimize public service administration and achieve better outcomes for citizens.
Findings expand the literature on LSS for public service mission, offering implications for its strategic application in the public sector. The large-scale multiple case study enhances the credibility of these findings beyond what single case studies or literature reviews can provide.
Recommended Citation
Kim, Jin Hong, "The Adoption and Implementation of Lean and Six Sigma in State Governments and its Impact on Efficiency, Effectiveness, and Equity" (2025). All Faculty Scholarship. 42.
https://thekeep.eiu.edu/all_faculty_pubs/42
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