Sarah Lethbridge

Sarah joined the Health and Services Team in the Lean Enterprise Research Centre in 2005. Since that time, she has worked on numerous lean projects in hospitals, universities and public and private services.

She specialises in helping to develop the knowledge of continuous improvement teams and have worked with the Ministry of Justice's Lean Academy, their Shared Service Centre in Newport, the Value for Money team in the Home Office, Legal and General, Principality Building Society and most recently, Nestlé, to ensure that organisations approach lean in a holistic, sustainable way.

Her passion is to explore the interconnection of lean concepts and tools, helping people to understand how all of the lean ideas, support and inform each other, to bring about the pursuit of organisational perfection.

Sarah has been appointed as Director of Executive Education. Her role is to work with external organisations to understand their learning needs and to then design programmes of learning which employ the academic expertise of the Business School.

Publications

2018

Bateman, N., Lethbridge, S. and Esain, A. 2018. Pillar or platform - a taxonomy for process improvement activities in public services. Public Money and Management 38(1), pp. 5-12. (10.1080/09540962.2018.1389487)

2013

Bateman, N. and Lethbridge, S. 2013. Managing operations and teams visually. In: Bell, E., Warren, S. and Schoeder, J. E. eds. The Routledge companion to visual organization.. Routledge Companions in Business, Management and Accounting London: Routledge, pp. 306-321.

2011

Esain, A. E.et al. 2011. The implications of maturity of improvement methodologies in UK public services: A pilot study. Presented at: 18th International Annual EurOMA Conference: Exploring Interfaces, Cambridge, UK, 3-6 July 2011.

2010

• Hamer, R. and Lethbridge, S. 2010. Seeing shared work within a system. In: Zokaei, A. K., Seddon, J. and O'Donovan, B. eds. Systems Thinking: From Heresy to Practice: Public and Private Sector Studies.. Basingstoke: Palgrave Macmillan, pp. 67-83.
• Esain, A. E.et al. 2010. Towards an evaluation framework to assess the impact of organisational learning interventions. Presented at: Proceedings of British Academy of Management Conference, Sheffield, UK, 14-16 September 2010.

2008

Lethbridge, S. and Hines, P. A. 2008. New development: creating a Lean university. Public Money and Management 28(1), pp. 53-56. (10.1111/j.1467-9302.2008.00619.x)

2007

• Lethbridge, S., Bateman, N. and Francis, M. 2007. Visual management for an Academic Research Centre.. Presented at: British Academy of Management Conference 2007, Warwick, UK, 11-13 September 2007.
• Hines, P., Lethbridge, S. and O'Grady, L. C. 2007. Creating a lean university. Presented at: 12th International Symposium on Logistics (12th ISL), Budapest, Hungary, 8-10 July 2007 Presented at Pawar, K. S., Lalwani, C. S. and Muffatto, M. eds.Proceedings of the 12th International Symposium on Logistics (ISL 2007): Developing Sustainable Collaborative Supply Chains, Budapest, Hungary, 8-10 July 2007. Nottingham, UK: Centre for Concurrent Enterprise, University of Nottingham Business School pp. 38-43.