The purpose of this paper is to investigate the utilization
of lean manufacturing systems in public service operations for potential
added value. A case study of lean manufacturing implementation
at a UK city council was carried out using in-depth interviews with
key personnel coupled with documents collection. The Organizational
Commitment Questionnaire (OCQ) was administered among front-line
employees. Results show that lean manufacturing systems could create
significant added value to the business and employees. A strong relationship
was demonstrated between the lean manufacturing implementation
and the affective commitment level of employees. This paper is one of a
few studies that demonstrate the applicability of manufacturing systems
in other settings and that they can generate significant added value for
the service department and its employees