30 March 2012
Dr Paul Gibbons is published in the International Journal of Lean Six Sigma
The Paper was co-written with his EngD in Systems Supervisors, and has been published in Volume 3, Issue 1.
Please see abstract below:
Purpose – The purpose of this paper is to develop a useful framework for identifying a new lean waste classified as polarization. Complementing the extant lean conceptual framework, the authors argue there is a need to understand how resources are deployed and how these can be best aligned to maximise their value-adding contributions. The purpose of this paper is therefore to identify a conceptual framework and a supporting practitioner approach for understanding and identifying instances of the non-value adding polarization of resources.
Design/methodology/approach – A captious and taxonomic review of the lean conceptual literature is made and the link to the resource-based view (RBV) of the firm is acknowledged. A conceptual framework is developed and adopting an action case study approach through practitioner intervention, a lean resource mapping framework is presented.
Findings – A useful mechanism is developed following a sequential processing mapping framework concluding with a “current state” lean resource matrix. Visualising how resources are aligned to functional needs to deliver customer-based products, a “future state” lean resource matrix can then be developed to remove the non-value adding activities of the resources employed.
Originality/value – The outcomes of this paper include a useful conceptual framework for understanding how resources are aligned to a business's processes, products and plant. Operationalising the conceptual framework, a useful practitioner approach to reducing resource waste and increasing value, is also presented.