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With major cuts in public spending, the UK Civil Service has increasingly used 'lean' as a means of organizational restructuring. Two large central government departments used a variety of 'lean' techniques and tools to improve the efficiency of the workforce. Departmental management supported the use of lean with an apparently consistent and standardised approach to the restructuring of work. By contrast, lean was used in an inconsistent fashion at workplace level. Using data from civildoi:10.4000/nrt.3117 fatcat:mshwvdoduvghtahiqj74ducgoy