Evaluating systems thinking in housing

This paper describes and evaluates work carried out in the social housing context in the United Kingdom using a systems thinking approach called ‘lean systems’ (LS). The work, sponsored by the Office of the Deputy Prime Minister, was designed to test whether LS could improve the efficiency of delivery of housing management and maintenance services. A pilot programme was developed in which three housing organizations used the approach in different service areas. The results indicate that LS can yield efficiency gains and improvements in service performance, customer satisfaction and staff morale—although securing and sustaining these results requires considerable organizational commitment. The LS approach is outlined, work in the pilots described and the results presented. A theoretical analysis seeks to locate LS in the spectrum of systems methodologies and to delimit its particular area of competence.