Public Administration, Judicial
Administration and Management
Theory
Selected Issues in Judicial
Administration
GS/Law 6720 3.0
December 8, 2008
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
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.
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)
Lean Production
• combines advantages of both
– craft production without the high cost
– mass production without the rigidity
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
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
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)
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 multifunctional environment
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
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
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
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
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
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
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?