Risk-based prioritization method for planning and allocation of resources in public sector

2023

IJLSS

Purpose This paper aims to explore knowledge work waste and defines the priorities for enhancing performance and productivity in policing and prosecution services (PPS), especially in the crime investigation process (CIP). Design/methodology/approach Using the analytic hierarchy process (AHP), a case study of a Norwegian police district is examined to identify and prioritize the most performance-vulnerable crime investigation unit, using the adapted knowledge work waste as the performance metric. Findings Nine waste categories and 15 subcategories are identified and understood within a two-dimensional network of managerial and operational waste adapted for the PPS. The AHP helps classify levels of priority for each knowledge work waste and orderly prioritization of crime investigation units. Research limitations/implications The findings have limited generalizability, as they are based on a single Norwegian police district. This warrants research on the wider applicability of the adapted waste categories and approach. Practical implications This study can support public managers in implementing lean thinking and identifying the most prominent wastes in a complex system. In this context, processes and operations are among the factors dominated by knowledge work and are dependent on multiple stakeholders, cross-functional activities and interdisciplinary collaboration, which is more challenging to measure systematically and quantitatively than in a manufacturing environment. Originality/value This study contributes to the gap in lean thinking literature by advancing the knowledge on the adaptation and application of the foundational principles of lean thinking in the PPS and CIP.

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Section: Understanding Policing and Prosecution Servicesmentioning

confidence: 99%

Section: Knowledge Work Waste Assessmentmentioning

confidence: 99%

Exploring knowledge work waste in public emergency services using the AHP algorithm

2023

IJLSS

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“…Police services are arguably in the early stages of adapting to such an evolving management paradigm, which represents a departure from the traditional management Hoshin Kanri and A3 in police services approach police organizations, are accustomed to working with (Cukier et al, 2012;Santhiapillai and Ratnayake, 2021). Police reforms are initiated in many countries with the motivation to innovate and modernize a police authority that is better equipped to meet today's and tomorrow's challenges (DFØ, 2020).…”

Section: Organizational Challenges In the Police Servicesmentioning

confidence: 99%

“…It is noteworthy that to Hoshin Kanri and A3 in police services conform with confidentiality requirements, information regarding the current state is not detailed in this study. The current state is indicated by the color codes associated with the risk of functional failure levels as proposed by Santhiapillai and Ratnayake (2021): green (minimum surveillance, acceptable), yellow (monitor/actions may be evaluated), red (action must be taken) and dark red (immediate action to be taken).…”

Section: Name Of A3mentioning

confidence: 99%

“…Accordingly, decision-making processes are found to be top-down, unmethodical, weighted on cost savings and not necessarily aligned with strategic targets and organizational change management. Consequently, this leads to the amplification of ad hoc approaches characterized by silo thinking, decision bias and, ultimately, poor consensus (Santhiapillai and Ratnayake, 2021), causing a lack of shared vision and an ineffective strategy deployment with adverse consequences on organizational performance (Simons et al, 2016). This places greater responsibility on managers to employ a systematic approach to consolidate different perspectives and prioritize the importance of CI projects.…”

Section: Introductionmentioning

confidence: 99%

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Lean thinking and strategy deployment: adapting Hoshin Kanri and A3-based project prioritization in police services

2023

TQM

PurposeThis paper aims to propose a methodology to support public managers' adaptation of the Hoshin Kanri (HK) strategy deployment approach in the context of lean thinking (LT), considering strategic alignment and consensus reaching when prioritizing a vital few of the organization's continuous improvement (CI) projects.Design/methodology/approachThe methodology incorporates the A3 problem-solving report into the HK approach to identify and outline CI projects. The priority and deployment of the projects are weighted by a composite score for impact and innovation using the Delphi method. The proposed methodology was applied in one Norwegian police district as part of action research.FindingsThe obtained results indicate that the proposed methodology provides an intuitive and systematic approach to weigh the importance and ensure alignment of CI projects with the organization's strategy and goals. Consequently, this minimizes the possibility of strategy deployment priorities being weighted by decision bias and siloed decision-making.Originality/valueThe literature on strategy deployment in the context of LT in police services is significantly limited and this study aids in fixing this gap. The adapted HK approach can support the implementation of LT as an integral part of a comprehensive strategic management system, thereby enabling knowledge sharing and exploration of the extendibility of implemented best practices and improvement ideas to problems arising across the organization.

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A Lean Approach for Multi-criteria Decision-Making in Public Services’ Strategy Deployment

Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems

2021