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Purpose– The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25 years to understand the impact of the bookThe Machine that Changed the Worldon management thinking.Design/methodology/approach– A comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database, was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.Findings– Lean has evolved to be one of the best-known, yet fiercely debated, process improvement methodologies. It emerged during a proliferation of such methodologies in the business and management literature. Lean has developed from a generic description of Toyota Production System (TPS) to a particular type of organisational and management intervention focused on best practice and process improvement methodologies.Research limitations/implications– This paper provides the first comprehensive review of the Lean literature, from the perspective of Lean as the unit of analysis. It covers both sides of the academic debate and categorises the progression of Lean from its origins as a generic description of TPS to a movement that has changed management systems in many and diverse sectors.Practical implications– This paper demonstrates how Lean research, application and thinking has evolved over 25 years from its origins in Japanese auto-manufacturing to a holistic value system that is applicable to all business sectors, both private and public.Originality/value– In most empirical studies on Lean, the unit of analysis is the organisation. In this study, the unit of analysis is the Lean phenomenon itself. This paper examines the impact ofThe Machine that Changed the Worldon management thinking. In addition, it presents a step to developing an underpinning theory by linking Lean to theTheory of Swift, Even Flow. As such it is of interest to academics in the field of operations management and offers a contribution to knowledge. It is also likely to be of interest to policy makers. Considerable amounts of public money have been spent, and continue to be spent, on promoting Lean. Taxpayers and policymakers are likely to be interested in whether that expenditure is justifiable. 25 years of publications have been analysed to provide clarity around this popular approach to organisational improvement.

The COMPASS program supports young people to successfully transition from Out of Home Care to adulthood. COMPASS is a social impact bond partnership between Victorian government, not-for-profit organisations and investors. COMPASS uses linked data in every phase from design, to implementation, to outcome measurement.
IntroductionStudies demonstrates that young care leavers experience significantly poorer outcomes than their peers. COMPASS is a preventative program progressivelyproviding 200 care leavers with access to housing and individualised support. The Centre for Victorian Data Linkage (CVDL) developed the Victorian Linkage Map (VLM) in 2016, linking 20 plus health and human services datasets with births and deaths data. Linked data provides a critical evidence base for COMPASS.
Objectives and ApproachThe presentation describes application of linked data for COMPASS design, implementation and measurement. Linked data cohort analysis of post-care service use of 6000 young people informed the program design. Linked data also provides the basis for a stratification tool to measure the complexity profile of referrals. Health, housing and justice payable outcomes are measured by comparing relative performance of participants with a matched control group using linked data.
ResultsImplementation of COMPASS has highlighted the value of linked data in service design and measurement of payable outcomes. It has also highlighted the challenges of using linked data in a real-world environment, including the need for thorough documentation and testing of specifications, calculations and processes.
Conclusion / ImplicationsThe use of linked data for COMPASS provides a model for evidence-based service design and tests the use of linked data for robust and sustainable outcome measurement. The lessons from COMPASS are applicable to other social impact bonds and service implementation and outcome measurement more broadly.

Future leaders of a newly formed and innovatively structured organization can be formed by means of an education intervention with a particular focus on foresight and reflection.

The Journey to Social Inclusion (J2SI) Social Impact Investment (SII) is Victoria's first social impact investment. It has two outcome payments, for stable housing and reduction in hospital bed days. Linked administrative data is being used to calculate the performance levels and outcome payments from the Victorian Government to J2SI. This paper discusses the methodologies and challenges encountered in the use of the linked administrative data for the calculation of the outcome payments for the J2SI SII.
IntroductionJ2SI will receive half of the program costs for service delivery based on the level of performance of two outcome payments. The outcome payments are the difference between the results for the Intervention Group and the Control Group. The results are being calculated using linked administrative datasets for health, housing and justice, by the Centre for Victorian Data Linkage (CVDL) and the Centre for Social Impact, University of Western Australia (CSI UWA) respectively.
Objectives and ApproachThe paper will outline the approach taken to calculate the results for the Intervention Group and the Control Group, explore the benefits and challenges of arising from different parties being involved in the calculations and present the lessons learned for future social impact bonds in Victoria and other States/Territories.
ResultsThe work has highlighted the importance of clearly understanding and documenting all of the datasets and how they are to be used prior to the commencement of the calculations. High level descriptions are not adequate preparation for the precision required for the actual calculations. The work has also highlighted the differences is using linked data for research and service implementation.
Conclusion / ImplicationsLinked administrative data is a robust source of data for the calculation of outcome payments for social impact investments. However, with the timeliness of payments important for service delivery and financing, thorough preparation for the calculation of the results and outcome payments is essential.

How do policy makers and managers square the circle of increasing demand and expectations for the delivery and quality of services against a backdrop of reduced public funding from government and philanthropists? Leaders, executives and managers are increasingly focusing on service operations improvement. In terms of research, public services are immature within the discipline of operations management, and existing knowledge is limited to government departments and large bureaucratic institutions. Drawing on a range of theory and frameworks, this book develops the research agenda, and knowledge.

How do policy makers and managers square the circle of increasing demand and expectations for the delivery and quality of services against a backdrop of reduced public funding from government and philanthropists? Leaders, executives and managers are increasingly focusing on service operations improvement. In terms of research, public services are immature within the discipline of operations management, and existing knowledge is limited to government departments and large bureaucratic institutions.Drawing on a range of theory and frameworks, this book develops the research agenda, and knowledge