Inactive banana time: lean production and the degredation of work in the UK Civil Service

The UK Civil Service has been subject to a constant series of governmental and managerial initiatives over the last 30 years, aimed at increasing efficiency by emulating the private sector. The Gershon Report (2004) identified public sector efficiency savings of £20 billion with the reduction of 80, 000 jobs – it is important to note that this was before the current recession and threat of ‘deep cuts’ to public services. In the context of HM Revenue and Customs (HMRC) there are to be 25, 000 job losses by 2011 through the centralisation of operating sites and the introduction of lean working methods, which it is claimed will increase efficiency, productivity and staff involvement (Radnor and Bucci, 2007). This research critically examines the application of lean production techniques to HMRC and the impact on the lived experience of labour, together with wider issues over the meaning of work