Lean competence: integration of theories in operations management practice
Parry, Glenn, Mills, John and Martin, C.. (2010) Lean competence: integration of theories in operations management practice. Supply Chain Management , Vol.15 (No.3). pp. 216-226. ISSN 1359-8546Full text not available from this repository.
Official URL: http://dx.doi.org/10.1108/13598541011039974
Purpose - This paper aims to develop a methodology for lean implementation that reduces the risk of damaging a company's key resources and abilities through the application of core competence theory. Design/methodology/approach - Academic literature provided background conceptual understanding of lean and core competence theory for an industrial working party of domain experts from 15 major aerospace companies in the UK to develop a methodology for lean implementation that would not damage firm's competences. The methodology was trailed through cooperative inquiry in a business unit of a leading global aerospace company using a case study approach. Findings - An accessible definition of core competence that captures academic theory was proposed through an industrial working group. Further a methodology for lean implementation, drawing upon core competence theories was developed. The method comprised four tools: market analysis, the visible value stream, customer value analysis, and financial modelling. Tools drew upon established practice and their joint application is intended to safeguard a company's key resources and capabilities from loss or impact during lean implementations. Application in a single case study company and the effects observed over a number of years indicated the methodology, though developmental, was capable of significant positive effects. Originality/value - The paper provides a practical definition of core competence and application of theory within a lean implementation, trailed and validated in an industrial setting. Competence theory has previously been described as "lack-lustre" due to the abstract nature of the ideas.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HF Commerce
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|Divisions:||Faculty of Science > WMG (Formerly the Warwick Manufacturing Group)|
|Journal or Publication Title:||Supply Chain Management|
|Publisher:||Emerald Group Publishing Ltd.|
|Number of Pages:||11|
|Page Range:||pp. 216-226|
|Access rights to Published version:||Restricted or Subscription Access|
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