Reread the ‘Operations in practice’ piece at the beginning of the chapter on ‘Taxing quality’ which describes the improvement initiative carried out by the Aarhus Region customs and tax unit.
(a) How does the idea of a customer-focused approach to improvement need to be adapted for a customs and tax unit?
(b) Generally, how might the ideas of improvement organization outlined in this chapter need to be adapted for public sector operations such as this one?