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The purpose of this paper is to study the traffic‐police enforcement process and develop models to improve enforcement effectiveness given substantial budgetary and resource constraints.

The formulation crosses the concepts of lean manufacturing and linear programming. Traffic police officers, automated machines and the back‐office are modeled in a similar manner to that of a manufacturing plant, working together to achieve ticket production as a function of quantity and quality, based on a preferential ranking of offence types.

Using data from the Israeli traffic police over a six‐year period, the case study shows that given available resources, it is possible to retain ticket quantity whilst significantly improving ticket quality as defined in the road safety literature. The case study shows a 24 per cent increase in quality ticket processing whilst taking into account the court summons constraint and maintaining throughput levels. This draws from changes in the method of ticket‐production, production of warnings rather than tickets in certain cases and the application of new technologies.

The results are limited by the current lack of data and require a cost‐benefit analysis in order to further develop certain parameters.

The application of the approach improves the holistic planning of traffic enforcement activities as well as providing specific details, such as the number and distribution of ticket production.

This research merges three disciplines; operations research, road safety and operations management, generating a methodology for the planning and control of traffic police ticket issuance, which has not been analyzed in the literature to date.

In 2018, the National Human Trafficking hotline received 275 cases of human trafficking in Pennsylvania, a higher than average portion of the 10,949 human trafficking cases received for the USA. Whether human trafficking victims receive services or enter the criminal justice system as prostitution offenders depends on how police identify them, as police officers are usually the first to interact with human trafficking victims. Thus, understanding how police identify human trafficking is important. The purpose of the study is to explore Pennsylvania police perceptions of human trafficking.

Scenarios were presented in a survey to 489 Pennsylvania police officers.

Police training improved officer identification of human trafficking (vs prostitution) involving older victims. Officers with more tenure were less likely to identify older victims of human trafficking than officers with less tenure. However, older officers were better able to successfully identify older (i.e. age 25 years) victims of human trafficking, but officer age had no effect on identifying younger (i.e. age 15 years) victims of human trafficking. The implications are discussed in the study.

The study contributes to the literature by testing (1) whether training affects police ability to identify human trafficking victims in a scenario, controlling for other factors and (2) whether victim age affects officer identification of human trafficking victims. More officers correctly identified younger victims of human trafficking when force was explicitly stated, but more officers misidentified younger victims when force was not explicitly stated and older victims when force was explicitly stated.

Lean Six Sigma (LSS) as a process excellence has been widely adopted in both manufacturing and service organizations; however, its application in the public sector has not been widely explored. Is LSS still a myth or reality in our public sector organizations? The purpose of this paper is to make an attempt to debate about the use of LSS and its potential applications in the public sector context.

The initial approach is to critically evaluate the role of LSS in various public sector contexts, followed by showcasing four case studies from four different public sector settings: higher education, police service, public hospital and local government.

LSS methodology can be embraced by all public sector organizations to create efficient and effective processes to provide enhanced customer experience and value at reduced operational costs.

This paper seeks to contribute to and broaden the limited body of evidence of the applicability of LSS to public sector organizations and identifies areas for further research and review.

LSS will continue to grow across many public sector organizations in Europe and other parts of the world over the forthcoming years. However, what will eventually determine if LSS is viewed by public sector organizations as just a passing management fad or not largely depends on the leadership and success of its execution. If LSS is deployed in its true sense across the public sector organizations at a global level, the hard cash savings generated can reach several billions.

The paper yields an immense value to both research scholars and practitioners who are engaged in the introduction of LSS as a business process improvement strategy to achieve and sustain competitive advantage. Moreover, this paper makes an attempt to dispel the myth of LSS which have been quite prevalent in many public sector organizations around us today.

The purpose of this case study is to develop a lean six sigma (LSS) define–measure–analyze–improve–control (DMAIC) procedure to optimize the willingness to respond (WTR) of Louisiana-based law enforcement officials (LEO) to disasters.

Various LSS tools were used to implement DMAIC to clearly define the problem of WTR, measure the self-reported WTR through a survey, perform statistical analysis on the measured data to identify significant variables to WTR, brainstorm issues and improvements with stakeholders, develop mitigation strategies, implement a pilot solution survey and develop control measures.

Louisiana LEO showed an average of 73.9% of WTR to all disasters. Seven significant variables influenced WTR, which are prior experience, transportation, duty to organization, risk to self, conflicting roles, training and incentive pay. The results from pilot solutions showed that utilizing incentive pay, adequate training and personal protective equipment (PPE) increased WTR from 0.5% up to 16%.

This study developed and validated a unique procedure to improve LEO WTR to disasters, providing a set of DMAIC tools and concepts that can be used by other emergency response agencies. This research was performed during the COVID-19 pandemic and after Hurricane Laura impacted Louisiana.

Following the theory of police integrity, the purpose of this paper is to explore empirically the contours of police integrity in South Africa using survey of the three South African police agency types.

During the period from 2010 to 2012, a police integrity survey was used to measure the contours of police integrity among 871 police officers across South Africa, covering all three police agency types. The questionnaire contains descriptions of 11 scenarios, covering different forms of police misconduct, followed by seven questions measuring officer views of scenario seriousness, the appropriate and expected discipline, and willingness to report the misconduct.

The results show that the respondents from the three police agency types were about equally likely to recognize behaviors as rule-violating and, in most scenarios, evaluated these scenarios to be of the same level of seriousness. The contours of the code of silence were very similar as well. The authors found the largest and most systematic differences in the respondents’ perceptions of disciplinary environment, with the traffic respondents expecting harsher disciplinary environments than either the South African Police Service or metro police respondents.

Similar sample group sizes would have been preferred, although the current sample group proportions are certainly representative of a collective, agency size comparison.

Although the respondents from the three police agency types expressed similar views of misconduct seriousness and their willingness to report, and were as likely to recognize these behaviors as rule-violating, their views depicted markedly different disciplinary environments. These results clearly support the critical importance of consistent enforcement of official rules.

Whereas several integrity studies have explored the country’s national police service, empirical studies on the integrity of the other South African police agency types are non-existent.

A total of 70 representatives from all continents of the world discussed the challenges of “traffic policing” in the twenty‐first century at the 7th Annual Meeting of the International Police Executive Symposium. Apart from the problems with which they have been confronted, the representatives also explained the proposed plans in their countries for finding solutions to them. There were many similar problems and similar solutions. But countries also differed from one another in many respects, reflecting their culture, economic conditions, political priorities, historical developments and other factors.

Administrative processes play a crucial role in various sectors, often contributing to cost overruns and delays. While lean concept has been extensively applied in many industries, there is a recognized need for further research on the integration of lean in administrative processes. To address this research gap, this study aims to systematically analyse the implementation of lean in administrative processes, providing a sector-wise comparison to explore its prospects for the construction industry.

A systematic literature review was conducted by adapting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses method. Eighty-six research papers are subjected to descriptive and content analysis on different tools applied in lean integrated administrative processes in health care, education, public administration and other sectors.

The research study reveals common lean tools irrespective of sector. Moreover, specific tools used for a particular sector are analysed. Out of the various lean tools and techniques, value stream mapping, 5S and Kaizen are highly acknowledged tools in every sector of lean intervention. Furthermore, ECRS is applied explicitly in the education sector. Furthermore, it is noted that Suppliers, Inputs, Process, Outputs and Customers (SIPOC), 5whys, load levelling and control charts are identical to administrative processes in lean health care. Furthermore, Spaghetti charts and Kaikaku are only adapted to administrative processes in the public administration sector, and causal loop diagrams are used explicitly in administrative processes in the construction sector.

This study contributes to research by developing a guideline to design lean intervention for a lean-integrated administrative process in any sector which still needs to be transformed into lean. Hence, this study will be a cornerstone for incorporating lean principles for administrative processes in construction sector.

The purpose of this paper is to widen some of the recent discussion which focusses on austerity being the driver for introducing continuous improvement (CI) methodologies, such as Lean and Six Sigma, into policing.

The authors apply over 80 years combined experience in policing and CI to analyse academic and practitioner literature to summarise the drivers for change and the progress of Lean and Six Sigma in policing and the UK Public Sector.

The paper concludes that there are significant gaps in the literature and while there are undoubted challenges, there are overlaps between the strategic direction of policing and the approaches of Lean and Six Sigma.

There are a small but growing number of papers which evidence the applicability of Lean and Six Sigma in policing.

The paper emphasises the risks to service delivery if factors such as budget constraints are considered in isolation. The paper provides examples of opportunities which may exist in policing as well as introducing ongoing work in policing.

This paper is among the first to explore the issues of how CI methodologies fit into the strategic direction and challenges of policing services.

More than a half a dozen published studies have observed the effect of body-worn cameras (BWCs) on complaints against the police. Nearly all, with varying degrees of methodological sophistication, tell a similar story: a strong reduction in complaints filed against the police once BWCs are in use. However, the entirety of the published evidence comes from English speaking countries, limited to the USA and the UK, and is restricted to the effects of BWCs on response policing. The purpose of this paper is to extend this body of research to Latin America, and to specialized policing jobs.

The authors measured the consequence of equipping traffic police officers with BWCs in five out of the 19 traffic police departments in Uruguay (n=208), and compared these settings to both the pre-test figures as well as to the non-treatment departments. Interrupted time-series analyses and repeated measures of analysis were used for significance testing.

Statistically significant differences emerged between the before–after as well as the between–groups comparisons: complaints were five times higher in the comparison vs the treatment jurisdictions, and there were 86 percent fewer cases compared to the pre-treatment period.

These outcomes suggest that the effect of BWCs on complaints is ubiquitous.

The findings indicate that BWCs provide an effective solution for reducing grievances against the police, which can potentially be a marker of increased accountability, transparency and legitimacy for the Latin American law enforcement departments.

This study is an extension of findings on BWCs to non-English-speaking police departments, with a focus on specialized policing rather than patrol policing.

Social media.

Under graduate/Easy.

The case study presents a discussion on how the Delhi Traffic Police has used social media, Facebook in particular, to collaborate with the commuters on Delhi road to improve its traffic management. This case study can be as an example to illustrate the use of social media by a government department, to address operational and resources limitations. The case traces the start and evolution of the Delhi Traffic Police’s journey on the social media as the department responds to the inputs from the commuters on its Facebook page.

The case study is an illustration of a non-traditional application of a new technology by a non-business organization, the challenges it faces in its adoption and the solutions it provides.

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