The purpose of this study is to explore the contextualized use of Lean and Six Sigma (LSS) practices in the state governments in the USA. This study analyzes LSS’s capacity to innovate public service administration to improve efficiency, effectiveness and equity in government.
This study used 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.
The 32 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.
The findings of this study 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. This study offers insights into effectively applying LSS to optimize public service administration and achieve better outcomes for citizens.
The 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.
