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Lean competence: integration of theories in operations management practice

Lean competence: integration of theories in operations management practice 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Supply Chain Management An International Journal Emerald Publishing

Lean competence: integration of theories in operations management practice

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References (65)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1359-8546
DOI
10.1108/13598541011039974
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Supply Chain Management An International Journal – Emerald Publishing

Published: May 4, 2010

Keywords: Competences; Aerospace industry; Lean production; Business process re‐engineering; Business process re‐engineering; United Kingdom

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