Foster adopting Lean management by public services using BPMN

Abstract

Abstract Purpose. Governments around the world has tried to rethink, adapt and modify service processes by incorporating methods and tools that have made significant progress in many areas. In this paper, we discuss the possibilities offered by Business Process Management (BPM) tools to public services to adopt Lean management as a continuous improvement process. Methodology. Lean Management is an effective managerial method based on eliminating waste, but which leads only to isolated improvements by improving part of the process. To skirt this problem, we propose to use the BPM tools that allow to connect all activities and easily identify value-added activities in a process. Results. A case study, using Business Process Modelling and Notation (BPMN), allowed us to illustrate the role of BPM in improving a public service process. The theoretical contribution. The current state model (As is) of the process developed by using BPMN2.0 standard, allowed us to highlight qualitative results, we also noted that the employees appreciated the BPMN language and were able to visualize certain weaknesses of the process thanks to this tool. This result is an essential step (identify and eliminate activities with no-added value) to adopt a lean management approach. Practical implications. Articles dealing with the adoption of Lean management in Moroccan public sector are very rare, and even those dealing with the modalities of its adoption are almost absent. This paper is therefore a first in the field and will be a reference for future research.