1. Public Administration, Judicial Administration and Management Theory Selected Issues in Judicial Administration GS/Law 6720 3.0 December 8, 2008

2. Presentations Carl Baar, “Integrated Justice: Privatizing the Fundamentals”, (1999) 42 Canadian Public Administration 42-68: David Rudoler Michael Jordan, “Ontario’s Integrated Justice Project: Profile of a Complex Partnership Agreement,” (1999) 42 Canadian Public Administration 26-41: Alia Ahmed Mary Parker Follett, “The Process of Control” (London School of Economics, 1932), later published in L. Gulick and L. Urwick, Papers on the Science of Administration (1938): Hilary Cameron James P. Womack, Daniel T. Jones, and Daniel Roos, The Machine That Changed the World (New York: Harper Perennial, 1991), Chap. 1, pp. 11-15: Judy Verbeeten

4. Toyota’s Success  Lean Production In 1990 (when book first published), Toyota was ½ size of GM. Now Toyota has surpassed GM as world’s largest automaker and is most successful global enterprise of past 50 years. Toyota’s success attributed to its lean production system.

5. Other Forms of Production: Craft Production & Mass Production Craft production – uses highly skilled workers – needs flexible tools – makes customized products (low volume) Mass production – uses narrowly skilled professionals to design products made by unskilled/semiskilled workers – needs expensive, single-purpose machines – makes standardized products (high volume)

6. Lean Production combines advantages of both – craft production without the high cost – mass production without the rigidity

7. Lean Production Efficiencies (versus Mass Production) uses less (½) of everything – human effort – manufacturing space – investment in tools – new product development time – inventory on site results in fewer defects produces greater variety of products

8. Lean Production Ultimate Objectives (versus Mass Production) goal of mass production  good enough – acceptable # defects, maximum level of inventories – narrow range of standardized products – avoid doing better  would increase costs and exceed human capabilities goal of lean production  perfection – zero defects, zero inventories – endless product variety – seek improvement/perfection  look to decrease costs and expand human capabilities

9. Work under Lean Production key objective of lean production is to push responsibility far down the organizational ladder responsibility =  freedom to control one’s work +  anxiety re making costly mistakes must learn more professional skills and apply them creatively in a team setting (not in a rigid hierarchy)

10. Lean Production two organizational features – transfers maximum number of tasks and responsibilities to those workers actually adding value to the care on the line – has system for detecting defects that traces every problem to its ultimate cause consists of all members within the system sharing information and resources in a team-oriented multi- functional environment

11. Lean Production (cont’d) worker must learn far more professional skills and apply these creatively in a team setting rather than in a rigid hierarchy paradox  better employee is at teamwork, the less he may know about a specific, narrow specialty employees must be offered continuing variety of challenges or else may feel they reached a dead end and will hold back their know-how and commitment  negates the main advantage of lean production

12. Lean Production (cont’d) welds the activities of everyone from top management to line workers, to suppliers, into a tightly integrated whole that can respond almost instantly to marketing demands from customers it can double production and quality, while keeping costs down

13. Contradictory Goals of Lean Production please the customers by offering wide variety of models while reducing costs must make smaller quantities of a product without increasing cost need relentless dedication on the part of all employees to reduce costs –  inventory holding costs  JIT delivery system –  retooling time for new model  start building equipment pieces before design of new car completed – 1/3 fewer hours to produce Japanese versus US car

14. Shortcomings of Lean Production overemphasizes aspects of savings & mechanization neglects categories such as know-how & innovation brings about short-term improvement in efficiency, but not long-term increase in productivity

15. Lean Production  Unsuited to Dismantling Complexity if want to reduce complexity of serialized production steps through individualized manufacture  must understand more expansive processes in their entirety in theory  highly innovative and flexible business organization with no hierarchy = company of the future in practice  weaknesses of lean production present

16. Lean Production  Taken to Extreme would lead to a lot size of one, returning to the craft production system whereby each care was made to the buyer’s specifications

17. Lean Production Adoption adoption of lean production has spread beyond the auto industry lean production can be used not only in manufacturing, but also in every value-creating activity from health care to retail to distribution …. to integrated justice (technological) processes?