Lean competence: Integration of theories in operations management practice

Parry, Glenn; Mills, John; Turner, Celine

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. © Emerald Group Publishing Limited.

• Journal Article Type: Article
• Publication Date: May 13, 2010
• Journal: Supply Chain Management
• Print ISSN: 1359-8546
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 15
• Issue: 3
• Pages: 216-226
• DOI: https://doi.org/10.1108/13598541011039974
• Keywords: lean, core competence, business process, resource, aerospace
• Public URL: https://uwe-repository.worktribe.com/output/987478
• Publisher URL: http://dx.doi.org/10.1108/13598541011039974