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Lean and Six Sigma in policing: austerity, driver or distraction?

Lean and Six Sigma in policing: austerity, driver or distraction? PurposeThe purpose of this paper is to widen some of the recent discussion which focusses on austerity being the driver for introducing continuous improvement (CI) methodologies, such as Lean and Six Sigma, into policing.Design/methodology/approachThe authors apply over 80 years combined experience in policing and CI to analyse academic and practitioner literature to summarise the drivers for change and the progress of Lean and Six Sigma in policing and the UK Public Sector.FindingsThe paper concludes that there are significant gaps in the literature and while there are undoubted challenges, there are overlaps between the strategic direction of policing and the approaches of Lean and Six Sigma.Research limitations/implicationsThere are a small but growing number of papers which evidence the applicability of Lean and Six Sigma in policing.Practical implicationsThe paper emphasises the risks to service delivery if factors such as budget constraints are considered in isolation. The paper provides examples of opportunities which may exist in policing as well as introducing ongoing work in policing.Originality/valueThis paper is among the first to explore the issues of how CI methodologies fit into the strategic direction and challenges of policing services. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Emergency Services Emerald Publishing

Lean and Six Sigma in policing: austerity, driver or distraction?

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2047-0894
DOI
10.1108/IJES-02-2018-0010
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to widen some of the recent discussion which focusses on austerity being the driver for introducing continuous improvement (CI) methodologies, such as Lean and Six Sigma, into policing.Design/methodology/approachThe authors apply over 80 years combined experience in policing and CI to analyse academic and practitioner literature to summarise the drivers for change and the progress of Lean and Six Sigma in policing and the UK Public Sector.FindingsThe paper concludes that there are significant gaps in the literature and while there are undoubted challenges, there are overlaps between the strategic direction of policing and the approaches of Lean and Six Sigma.Research limitations/implicationsThere are a small but growing number of papers which evidence the applicability of Lean and Six Sigma in policing.Practical implicationsThe paper emphasises the risks to service delivery if factors such as budget constraints are considered in isolation. The paper provides examples of opportunities which may exist in policing as well as introducing ongoing work in policing.Originality/valueThis paper is among the first to explore the issues of how CI methodologies fit into the strategic direction and challenges of policing services.

Journal

International Journal of Emergency ServicesEmerald Publishing

Published: May 7, 2019

References