In terms of the tools being used for Lean a number of
articles (e.g. Proudlove et al, [30] 2008) highlight that
applying the simple tools and techniques was probably
enough for public services. Drawing from the literature
typical tools and techniques associated with Lean
include kaizen events, process mapping, ‘5S’, value
stream mapping1 and, visual management (Radnor,
[10] 2010a). Reflecting on the tools it could be argued
that the tools within the methodologies are used for
three purposes; for Assessment, Improvement and
Monitoring (see table 4) (Radnor [10] 2010). This
distinction is often not made in organisations and, if
made clearer could give greater clarity to the relevance
and appropriateness of the tool.