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Lean competence: integration of theories in operations management practice

Glenn Parry (Bristol Business School, University of West of England, Bristol, UK)
John Mills (Institute for Manufacturing, Department of Engineering, University of Cambridge, Cambridge, UK)
Celine Turner (WMG, University of Warwick, Coventry, UK)

Supply Chain Management

ISSN: 1359-8546

Article publication date: 4 May 2010

6275

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.

Keywords

Citation

Parry, G., Mills, J. and Turner, C. (2010), "Lean competence: integration of theories in operations management practice", Supply Chain Management, Vol. 15 No. 3, pp. 216-226. https://doi.org/10.1108/13598541011039974

Publisher

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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