The role of Lean at the interface with between Operations Management and Applied Services within a large aerospace organisation: a boundary spanning perspective

Research output: Contribution to journalArticle

5 Citations (Scopus)

Abstract

Increased complexity in large design and manufacturing organisations require improvements at the Operations Management (OM) – Applied Service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM-AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n=21), focus groups (n=2), facilitated action-research workshops (n=2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM-AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM-AS boundary spanning team.
LanguageEnglish
Pages1298-1311
JournalProduction Planning & Control
Volume27
Issue number15
Early online date19 Aug 2016
DOIs
Publication statusE-pub ahead of print - 19 Aug 2016

Fingerprint

Terminology
Boundary spanning
Aerospace
Operations management
Experiments
Personnel
Experiment
Performance measurement
Longitudinal data
Staff
Manufacturing organizations
Methodology
Focus groups
Resources

Keywords

  • Lean
  • Operations Management
  • Applied Service
  • Boundary Spanning
  • Aerospace
  • Case Study

Cite this

@article{f6b0814ba3434fdcb88ebb8d58da938b,
title = "The role of Lean at the interface with between Operations Management and Applied Services within a large aerospace organisation: a boundary spanning perspective",
abstract = "Increased complexity in large design and manufacturing organisations require improvements at the Operations Management (OM) – Applied Service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM-AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n=21), focus groups (n=2), facilitated action-research workshops (n=2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM-AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM-AS boundary spanning team.",
keywords = "Lean, Operations Management, Applied Service, Boundary Spanning, Aerospace, Case Study",
author = "Rodney McAdam and Brendan Galbraith and Kristel Miller and Sandra Moffett and Maura McAdam",
note = "Reference text: Alsmadi, Majed, Ahmad Almani, and Rula Jerisat. 2012. “A Comparative Analysis of Lean Practices and Performance in the UK Manufacturing and Service Sector Firms.” Total Quality Management & Business Excellence 23 (3–4): 381–396. doi:10.1080/14783363.2012.669993.[Taylor & Francis Online], [Web of Science {\circledR}] Arlbj{\o}rn, Jan S., and Per V. Freytag. 2013. “Evidence of Lean: A Review of International Peer-reviewed Journal Articles.” European Business Review 25 (2): 174–205. doi:10.1108/09555341311302675.[CrossRef] Arlbj{\o}rn, Jan S., Per V. Freytag, and Henning de Haas. 2011. “Service Supply Chain Management.” International Journal of Physical Distribution & Logistics Management 41 (3): 277–295. doi:10.1108/09600031111123796.[CrossRef], [Web of Science {\circledR}] Baglieri, Daniela, Maria C. Cinici, and Vincent Mangematin. 2012. “Rejuvenating Clusters with ‘Sleeping Anchors’: The Case of Nanoclusters.” Technovation 32 (3–4): 245–256. doi:10.1016/j.technovation.2011.09.003.[CrossRef], [Web of Science {\circledR}] Barratt, Mark, Thomas Y. Choi, and Mei Li. 2011. “Qualitative Case Studies in Operations Management: Trends, Research Outcomes, and Future Research Implications.” Journal of Operations Management 29 (4): 329–342. doi:10.1016/j.jom.2010.06.002.[CrossRef], [Web of Science {\circledR}] Biege, Sabine, Gunter Lay, and Daniela Buschak. 2012. “Mapping Service Processes in Manufacturing Companies: Industrial Service Blueprinting.” International Journal of Operations & Production Management 32 (8): 932–957. doi:10.1108/01443571211253137.[CrossRef], [Web of Science {\circledR}] Bortolotti, Thomas, and Pietro Romano. 2012. “‘Lean First, Then Automate’: A Framework for Process Improvement in Pure Service Companies. A Case Study.” Production Planning & Control 23 (7): 513–522. doi:10.1080/09537287.2011.640040.[Taylor & Francis Online], [Web of Science {\circledR}] Bowen, David E., and William E. Youngdahl. 1998. ““Lean” Service. In Defense of a Production-line Approach.” International Journal of Service Industry Management 9 (3): 207–225. doi:10.1108/ijsim.1998.9.3.312.3.[CrossRef] Carlile, Paul R. 2002. “A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development.” Organization Science 13 (4): 442–455. http://search.proquest.com/docview/213834791?accountid=14775.[CrossRef], [Web of Science {\circledR}] Carlile, Paul R. 2004. “Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge across Boundaries.” Organization Science 15 (5): 555–568. doi:10.1287/orsc.1040.0094.[CrossRef], [Web of Science {\circledR}] Coughlan, Paul, and David Coghlan. 2002. “Action Research for Operations Management.” International Journal of Operations & Production Management 22 (2): 220–240. doi:10.1108/01443570210417515.[CrossRef], [Web of Science {\circledR}] Del-Palacio, Itxaso, Francesc Sole, and Jasmina Berbegal. 2011. “Which Services Support Research Activities at Universities?” The Service Industries Journal 31 (1): 39–58. doi:10.1080/02642069.2010.485194.[Taylor & Francis Online], [Web of Science {\circledR}] Eisenhardt, Kathleen M. 1989. “Building Theories from Case Study Research.” Academy of Management Review 14 (4): 532–550. doi:10.5465/AMR.1989.4308385.[CrossRef], [Web of Science {\circledR}] Gasson, Susan. 2006. “A Genealogical Study of Boundary-spanning IS Design.” European Journal of Information Systems 15 (1): 26–41. doi:10.1057/palgrave.ejis.3000594.[CrossRef], [Web of Science {\circledR}] Gibbons, Paul M., Colin Kennedy, Stuart C. Burgess, and Patrick Godfrey. 2012. “Developing an Asset Management Value Improvement Model (a-VIM) Approach for an Airport Operational Engineering Environment.” The International Journal of Quality & Reliability Management 29 (7): 819–841. doi:10.1108/02656711211258544.[CrossRef] Greve, Arent, and Janet W. Salaff. 2003. “Social Networks and Entrepreneurship.” Entrepreneurship Theory and Practice 28 (1): 1–22. doi:10.1111/1540-8520.00029.[CrossRef], [Web of Science {\circledR}] Hellstrom, Tomas, Johan Eckerstein, and Alexander Helm. 2001. “R&D Management through Network Mapping: Using the Internet to Identify Strategic Network Actors in Cooperative Research Networks.” R & D Management 31 (3): 257–263. doi:10.1111/1467-9310.00214.[CrossRef], [Web of Science {\circledR}] Hines, Peter, Matthias Holweg, and Nick Rich. 2004. “Learning to Evolve: A Review of Contemporary Lean Thinking.” International Journal of Operations & Production Management 24 (10): 994–1011. doi:10.1108/01443570410558049.[CrossRef], [Web of Science {\circledR}] Hult, G. T. 2011. “Toward a Theory of the Boundary-spanning Marketing Organization and Insights from 31 Organization Theories.” Journal of the Academy of Marketing Science 39 (4): 509–536. doi:10.1007/s11747-011-0253-6.[CrossRef], [Web of Science {\circledR}] J{\"a}{\"a}skel{\"a}inen, Aki, Harri Laihonen, Antti L{\"o}nnqvist, Miikka Palvalin, Virpi Sillanp{\"a}{\"a}, Sanna Pekkola, and Juhani Ukko. 2012. “A Contingency Approach to Performance Measurement in Service Operations.” Measuring Business Excellence 16 (1): 43–52. doi:10.1108/13683041211204662.[CrossRef] Johnston, Robert. 2005. “Service Operations Management: Return to Roots.” International Journal of Operations & Production Management 25 (12): 1278–1297. doi:10.1108/01443570510633657.[CrossRef], [Web of Science {\circledR}] Johnston, T., G. Clark, and M. Shulver. 2012. Service Operations Management: Improving Service Delivery. London: Prentice Hall. de Jong, Jeroen P. J., and Mark Freel. 2010. “Absorptive Capacity and the Reach of Collaboration in High Technology Small Firms.” Research Policy 39 (1): 47–54. doi:10.1016/j.respol.2009.10.003.[CrossRef], [Web of Science {\circledR}] Krafft, Jackie, Francesco Quatraro, and Pier P. Saviotti. 2011. “The Knowledge-base Evolution in Biotechnology: A Social Network Analysis.” Economics of Innovation and New Technology 20 (5): 445–475. doi:10.1080/10438599.2011.562355.[Taylor & Francis Online] Letti, C., C. Hienerth, and H. Gemuenden. 2008. “Exploring How Lead Users Develop Radical Innovation: Opportunity Recognition and Exploitation in the Field of Medical Equipment Technology.” IEEE Transactions on Engineering Management 55 (2): 219–233. doi:10.1109/TEM.2008.919717.[CrossRef], [Web of Science {\circledR}] Levina, Natalia, and Emmanuelle Vaast. 2005. “The Emergence of Boundary Spanning Competence in Practice: Implications for Implementation and Use of Information Systems.” MIS Quarterly 29 (2): 335–363.[Web of Science {\circledR}] Liker, J. K. 2004. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill. Liker, Jeffrey K., and James M. Morgan. 2006. “The Toyota Way in Services: The Case of Lean Product Development.” The Academy of Management Perspectives 20 (2): 5–20. doi:10.5465/AMP.2006.20591002.10.5465/AMP.2006.20591002[CrossRef], [Web of Science {\circledR}] Lyons, Andrew C., Keith Vidamour, Rakesh Jain, and Michael Sutherland. 2013. “Developing an Understanding of Lean Thinking in Process Industries.” Production Planning & Control 24 (6): 475–494. doi:10.1080/09537287.2011.633576.[Taylor & Francis Online], [Web of Science {\circledR}] Maleyeff, John. 2006. “Exploration of Internal Service Systems Using Lean Principles.” Management Decision 44 (5): 674–689. doi:10.1108/00251740610668914.[CrossRef] Marr, Bernard, and Stephen Glenn. 2004. “Performance Management in Call Centers: Lessons, Pitfalls and Achievements in Fujitsu Services.” Measuring Business Excellence 8 (4): 55–62. doi:10.1108/13683040410569415.[CrossRef] Mart{\'i}nez-Jurado, Pedro J., and Jos Moyano-Fuentes. 2014. “Key Determinants of Lean Production Adoption: Evidence from the Aerospace Sector.” Production Planning & Control 25 (4): 332–345. doi:10.1080/09537287.2012.692170.[Taylor & Francis Online], [Web of Science {\circledR}] McGivern, Gerry, and Sue Dopson. 2012. “Inter-epistemic Power and Transforming Knowledge Objects in a Biomedical Network.” Organization Studies 31 (12): 1667–1686. doi:10.1177/0170840610380808.[CrossRef], [Web of Science {\circledR}] Parry, Glenn, John Mills, and Celine Turner. 2010. “Lean Competence: Integration of Theories in Operations Management Practice.” Supply Chain Management: An International Journal 15 (3): 216–226. doi:10.1108/13598541011039974.[CrossRef], [Web of Science {\circledR}] Peltier, James W., and G. M. Naidu. 2012. “Social Networks across the SME Organizational Lifecycle.” Journal of Small Business and Enterprise Development 19 (1): 56–73. doi:10.1108/14626001211196406.[CrossRef] Piercy, Niall, and Nick Rich. 2009. “Lean Transformation in the Pure Service Environment: The Case of the Call Service Centre.” International Journal of Operations & Production Management 29 (1): 54–76. doi:10.1108/01443570910925361.[CrossRef], [Web of Science {\circledR}] Pratt, Michael G. 2009. “For the Lack of a Boilerplate: Tips on Writing up (and Reviewing) Qualitative Research.” Academy of Management Journal 52 (5): 856–862. doi:10.5465/AMJ.2009.44632557.[CrossRef], [Web of Science {\circledR}] Radnor, Zoe, and Robert Johnston. 2013. “Lean in UK Government: Internal Efficiency or Customer Service?” Production Planning & Control 24 (10–11): 903–915. doi:10.1080/09537287.2012.666899.[Taylor & Francis Online], [Web of Science {\circledR}] Riezebos, Jan, Warse Klingenberg, and Christian Hicks. 2009. “Lean Production and Information Technology: Connection or Contradiction?” Computers in Industry 60 (4): 237–247. doi:10.1016/j.compind.2009.01.004.[CrossRef], [Web of Science {\circledR}] Robinson, George, and Clive Morley. 2006. “Call Centre Management: Responsibilities and Performance.” International Journal of Service Industry Management 17 (3): 284–300. doi:10.1108/09564230610667122.[CrossRef] Seddon, J. 2005. Freedom from Command and Control. London: Vanguard Education. Seddon, John. 2008. Systems Thinking in the Public Sector: The Failure of the Reform Regime and a Manifesto for a Better Way. London: Triarchy Press. Spithoven, Andr{\'e}, Bart Clarysse, and Mirjam Knockaert. 2010. “Building Absorptive Capacity to Organise Inbound Open Innovation in Traditional Industries.” Technovation 30 (2): 130–141. doi:10.1016/j.technovation.2009.08.004.[CrossRef], [Web of Science {\circledR}] Staats, Bradley R., David J. Brunner, and David M. Upton. 2011. “Lean Principles, Learning, and Knowledge Work: Evidence from a Software Services Provider.” Journal of Operations Management 29 (5): 376–390. doi:10.1016/j.jom.2010.11.005.[CrossRef], [Web of Science {\circledR}] Su{\'a}rez-Barraza, Manuel F., Tricia Smith, and Su Dahlgaard-Park. 2012. “Lean Service: A Literature Analysis and Classification.” Total Quality Management & Business Excellence 23 (3–4): 359–380. doi:10.1080/14783363.2011.637777.[Taylor & Francis Online], [Web of Science {\circledR}] Suchman, Mark C. 1995. “Managing Legitimacy: Strategic and Institutional Approaches.” Academy of Management Review 20 (3): 571–610. doi:10.5465/AMR.1995.9508080331.[CrossRef], [Web of Science {\circledR}] Swan, Jacky, Mike Bresnen, Sue Newell, and Maxine Robertson. 2007. “The Object of Knowledge: The Role of Objects in Biomedical Innovation.” Human Relations 60 (12): 1809–1837. doi:10.1177/0018726707084915.[CrossRef], [Web of Science {\circledR}] Vowles, Nicole, Peter Thirkell, and Ashish Sinha. 2011. “Different Determinants at Different Times: B2B Adoption of a Radical Innovation.” Journal of Business Research 64 (11): 1162–1168. doi:10.1016/j.jbusres.2011.06.016.[CrossRef], [Web of Science {\circledR}] Wang, L., X. G. Ming, F. B. Kong, D. Li, and P. P. Wang. 2012. “Focus on Implementation: A Framework for Lean Product Development.” Journal of Manufacturing Technology Management 23 (1): 4–24. doi:10.1108/17410381211196267.[CrossRef] Womack, J., and D. T. Jones. 1996. Lean Thinking: Banish Waste and Create Wealth for Your Corporation. New York: Simon and Schuster. Womack, James P., and Daniel T. Jones. 2005. “Lean Consumption.” Harvard Business Review 03: 59–68. doi:227816288. doi:10.1225/9432.[CrossRef] Yin, R. K. 2009. Case Study Research: Design and Methods. Beverly Hills, CA: Sage.",
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TY - JOUR

T1 - The role of Lean at the interface with between Operations Management and Applied Services within a large aerospace organisation: a boundary spanning perspective

AU - McAdam, Rodney

AU - Galbraith, Brendan

AU - Miller, Kristel

AU - Moffett, Sandra

AU - McAdam, Maura

N1 - Reference text: Alsmadi, Majed, Ahmad Almani, and Rula Jerisat. 2012. “A Comparative Analysis of Lean Practices and Performance in the UK Manufacturing and Service Sector Firms.” Total Quality Management & Business Excellence 23 (3–4): 381–396. doi:10.1080/14783363.2012.669993.[Taylor & Francis Online], [Web of Science ®] Arlbjørn, Jan S., and Per V. Freytag. 2013. “Evidence of Lean: A Review of International Peer-reviewed Journal Articles.” European Business Review 25 (2): 174–205. doi:10.1108/09555341311302675.[CrossRef] Arlbjørn, Jan S., Per V. Freytag, and Henning de Haas. 2011. “Service Supply Chain Management.” International Journal of Physical Distribution & Logistics Management 41 (3): 277–295. doi:10.1108/09600031111123796.[CrossRef], [Web of Science ®] Baglieri, Daniela, Maria C. Cinici, and Vincent Mangematin. 2012. “Rejuvenating Clusters with ‘Sleeping Anchors’: The Case of Nanoclusters.” Technovation 32 (3–4): 245–256. doi:10.1016/j.technovation.2011.09.003.[CrossRef], [Web of Science ®] Barratt, Mark, Thomas Y. Choi, and Mei Li. 2011. “Qualitative Case Studies in Operations Management: Trends, Research Outcomes, and Future Research Implications.” Journal of Operations Management 29 (4): 329–342. doi:10.1016/j.jom.2010.06.002.[CrossRef], [Web of Science ®] Biege, Sabine, Gunter Lay, and Daniela Buschak. 2012. “Mapping Service Processes in Manufacturing Companies: Industrial Service Blueprinting.” International Journal of Operations & Production Management 32 (8): 932–957. doi:10.1108/01443571211253137.[CrossRef], [Web of Science ®] Bortolotti, Thomas, and Pietro Romano. 2012. “‘Lean First, Then Automate’: A Framework for Process Improvement in Pure Service Companies. A Case Study.” Production Planning & Control 23 (7): 513–522. doi:10.1080/09537287.2011.640040.[Taylor & Francis Online], [Web of Science ®] Bowen, David E., and William E. Youngdahl. 1998. ““Lean” Service. In Defense of a Production-line Approach.” International Journal of Service Industry Management 9 (3): 207–225. doi:10.1108/ijsim.1998.9.3.312.3.[CrossRef] Carlile, Paul R. 2002. “A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development.” Organization Science 13 (4): 442–455. http://search.proquest.com/docview/213834791?accountid=14775.[CrossRef], [Web of Science ®] Carlile, Paul R. 2004. “Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge across Boundaries.” Organization Science 15 (5): 555–568. doi:10.1287/orsc.1040.0094.[CrossRef], [Web of Science ®] Coughlan, Paul, and David Coghlan. 2002. “Action Research for Operations Management.” International Journal of Operations & Production Management 22 (2): 220–240. doi:10.1108/01443570210417515.[CrossRef], [Web of Science ®] Del-Palacio, Itxaso, Francesc Sole, and Jasmina Berbegal. 2011. “Which Services Support Research Activities at Universities?” The Service Industries Journal 31 (1): 39–58. doi:10.1080/02642069.2010.485194.[Taylor & Francis Online], [Web of Science ®] Eisenhardt, Kathleen M. 1989. “Building Theories from Case Study Research.” Academy of Management Review 14 (4): 532–550. doi:10.5465/AMR.1989.4308385.[CrossRef], [Web of Science ®] Gasson, Susan. 2006. “A Genealogical Study of Boundary-spanning IS Design.” European Journal of Information Systems 15 (1): 26–41. doi:10.1057/palgrave.ejis.3000594.[CrossRef], [Web of Science ®] Gibbons, Paul M., Colin Kennedy, Stuart C. Burgess, and Patrick Godfrey. 2012. “Developing an Asset Management Value Improvement Model (a-VIM) Approach for an Airport Operational Engineering Environment.” The International Journal of Quality & Reliability Management 29 (7): 819–841. doi:10.1108/02656711211258544.[CrossRef] Greve, Arent, and Janet W. Salaff. 2003. “Social Networks and Entrepreneurship.” Entrepreneurship Theory and Practice 28 (1): 1–22. doi:10.1111/1540-8520.00029.[CrossRef], [Web of Science ®] Hellstrom, Tomas, Johan Eckerstein, and Alexander Helm. 2001. “R&D Management through Network Mapping: Using the Internet to Identify Strategic Network Actors in Cooperative Research Networks.” R & D Management 31 (3): 257–263. doi:10.1111/1467-9310.00214.[CrossRef], [Web of Science ®] Hines, Peter, Matthias Holweg, and Nick Rich. 2004. “Learning to Evolve: A Review of Contemporary Lean Thinking.” International Journal of Operations & Production Management 24 (10): 994–1011. doi:10.1108/01443570410558049.[CrossRef], [Web of Science ®] Hult, G. T. 2011. “Toward a Theory of the Boundary-spanning Marketing Organization and Insights from 31 Organization Theories.” Journal of the Academy of Marketing Science 39 (4): 509–536. doi:10.1007/s11747-011-0253-6.[CrossRef], [Web of Science ®] Jääskeläinen, Aki, Harri Laihonen, Antti Lönnqvist, Miikka Palvalin, Virpi Sillanpää, Sanna Pekkola, and Juhani Ukko. 2012. “A Contingency Approach to Performance Measurement in Service Operations.” Measuring Business Excellence 16 (1): 43–52. doi:10.1108/13683041211204662.[CrossRef] Johnston, Robert. 2005. “Service Operations Management: Return to Roots.” International Journal of Operations & Production Management 25 (12): 1278–1297. doi:10.1108/01443570510633657.[CrossRef], [Web of Science ®] Johnston, T., G. Clark, and M. Shulver. 2012. Service Operations Management: Improving Service Delivery. London: Prentice Hall. de Jong, Jeroen P. J., and Mark Freel. 2010. “Absorptive Capacity and the Reach of Collaboration in High Technology Small Firms.” Research Policy 39 (1): 47–54. doi:10.1016/j.respol.2009.10.003.[CrossRef], [Web of Science ®] Krafft, Jackie, Francesco Quatraro, and Pier P. Saviotti. 2011. “The Knowledge-base Evolution in Biotechnology: A Social Network Analysis.” Economics of Innovation and New Technology 20 (5): 445–475. doi:10.1080/10438599.2011.562355.[Taylor & Francis Online] Letti, C., C. Hienerth, and H. Gemuenden. 2008. “Exploring How Lead Users Develop Radical Innovation: Opportunity Recognition and Exploitation in the Field of Medical Equipment Technology.” IEEE Transactions on Engineering Management 55 (2): 219–233. doi:10.1109/TEM.2008.919717.[CrossRef], [Web of Science ®] Levina, Natalia, and Emmanuelle Vaast. 2005. “The Emergence of Boundary Spanning Competence in Practice: Implications for Implementation and Use of Information Systems.” MIS Quarterly 29 (2): 335–363.[Web of Science ®] Liker, J. K. 2004. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill. Liker, Jeffrey K., and James M. Morgan. 2006. “The Toyota Way in Services: The Case of Lean Product Development.” The Academy of Management Perspectives 20 (2): 5–20. doi:10.5465/AMP.2006.20591002.10.5465/AMP.2006.20591002[CrossRef], [Web of Science ®] Lyons, Andrew C., Keith Vidamour, Rakesh Jain, and Michael Sutherland. 2013. “Developing an Understanding of Lean Thinking in Process Industries.” Production Planning & Control 24 (6): 475–494. doi:10.1080/09537287.2011.633576.[Taylor & Francis Online], [Web of Science ®] Maleyeff, John. 2006. “Exploration of Internal Service Systems Using Lean Principles.” Management Decision 44 (5): 674–689. doi:10.1108/00251740610668914.[CrossRef] Marr, Bernard, and Stephen Glenn. 2004. “Performance Management in Call Centers: Lessons, Pitfalls and Achievements in Fujitsu Services.” Measuring Business Excellence 8 (4): 55–62. doi:10.1108/13683040410569415.[CrossRef] Martínez-Jurado, Pedro J., and Jos Moyano-Fuentes. 2014. “Key Determinants of Lean Production Adoption: Evidence from the Aerospace Sector.” Production Planning & Control 25 (4): 332–345. doi:10.1080/09537287.2012.692170.[Taylor & Francis Online], [Web of Science ®] McGivern, Gerry, and Sue Dopson. 2012. “Inter-epistemic Power and Transforming Knowledge Objects in a Biomedical Network.” Organization Studies 31 (12): 1667–1686. doi:10.1177/0170840610380808.[CrossRef], [Web of Science ®] Parry, Glenn, John Mills, and Celine Turner. 2010. “Lean Competence: Integration of Theories in Operations Management Practice.” Supply Chain Management: An International Journal 15 (3): 216–226. doi:10.1108/13598541011039974.[CrossRef], [Web of Science ®] Peltier, James W., and G. M. Naidu. 2012. “Social Networks across the SME Organizational Lifecycle.” Journal of Small Business and Enterprise Development 19 (1): 56–73. doi:10.1108/14626001211196406.[CrossRef] Piercy, Niall, and Nick Rich. 2009. “Lean Transformation in the Pure Service Environment: The Case of the Call Service Centre.” International Journal of Operations & Production Management 29 (1): 54–76. doi:10.1108/01443570910925361.[CrossRef], [Web of Science ®] Pratt, Michael G. 2009. “For the Lack of a Boilerplate: Tips on Writing up (and Reviewing) Qualitative Research.” Academy of Management Journal 52 (5): 856–862. doi:10.5465/AMJ.2009.44632557.[CrossRef], [Web of Science ®] Radnor, Zoe, and Robert Johnston. 2013. “Lean in UK Government: Internal Efficiency or Customer Service?” Production Planning & Control 24 (10–11): 903–915. doi:10.1080/09537287.2012.666899.[Taylor & Francis Online], [Web of Science ®] Riezebos, Jan, Warse Klingenberg, and Christian Hicks. 2009. “Lean Production and Information Technology: Connection or Contradiction?” Computers in Industry 60 (4): 237–247. doi:10.1016/j.compind.2009.01.004.[CrossRef], [Web of Science ®] Robinson, George, and Clive Morley. 2006. “Call Centre Management: Responsibilities and Performance.” International Journal of Service Industry Management 17 (3): 284–300. doi:10.1108/09564230610667122.[CrossRef] Seddon, J. 2005. Freedom from Command and Control. London: Vanguard Education. Seddon, John. 2008. Systems Thinking in the Public Sector: The Failure of the Reform Regime and a Manifesto for a Better Way. London: Triarchy Press. Spithoven, André, Bart Clarysse, and Mirjam Knockaert. 2010. “Building Absorptive Capacity to Organise Inbound Open Innovation in Traditional Industries.” Technovation 30 (2): 130–141. doi:10.1016/j.technovation.2009.08.004.[CrossRef], [Web of Science ®] Staats, Bradley R., David J. Brunner, and David M. Upton. 2011. “Lean Principles, Learning, and Knowledge Work: Evidence from a Software Services Provider.” Journal of Operations Management 29 (5): 376–390. doi:10.1016/j.jom.2010.11.005.[CrossRef], [Web of Science ®] Suárez-Barraza, Manuel F., Tricia Smith, and Su Dahlgaard-Park. 2012. “Lean Service: A Literature Analysis and Classification.” Total Quality Management & Business Excellence 23 (3–4): 359–380. doi:10.1080/14783363.2011.637777.[Taylor & Francis Online], [Web of Science ®] Suchman, Mark C. 1995. “Managing Legitimacy: Strategic and Institutional Approaches.” Academy of Management Review 20 (3): 571–610. doi:10.5465/AMR.1995.9508080331.[CrossRef], [Web of Science ®] Swan, Jacky, Mike Bresnen, Sue Newell, and Maxine Robertson. 2007. “The Object of Knowledge: The Role of Objects in Biomedical Innovation.” Human Relations 60 (12): 1809–1837. doi:10.1177/0018726707084915.[CrossRef], [Web of Science ®] Vowles, Nicole, Peter Thirkell, and Ashish Sinha. 2011. “Different Determinants at Different Times: B2B Adoption of a Radical Innovation.” Journal of Business Research 64 (11): 1162–1168. doi:10.1016/j.jbusres.2011.06.016.[CrossRef], [Web of Science ®] Wang, L., X. G. Ming, F. B. Kong, D. Li, and P. P. Wang. 2012. “Focus on Implementation: A Framework for Lean Product Development.” Journal of Manufacturing Technology Management 23 (1): 4–24. doi:10.1108/17410381211196267.[CrossRef] Womack, J., and D. T. Jones. 1996. Lean Thinking: Banish Waste and Create Wealth for Your Corporation. New York: Simon and Schuster. Womack, James P., and Daniel T. Jones. 2005. “Lean Consumption.” Harvard Business Review 03: 59–68. doi:227816288. doi:10.1225/9432.[CrossRef] Yin, R. K. 2009. Case Study Research: Design and Methods. Beverly Hills, CA: Sage.

PY - 2016/8/19

Y1 - 2016/8/19

N2 - Increased complexity in large design and manufacturing organisations require improvements at the Operations Management (OM) – Applied Service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM-AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n=21), focus groups (n=2), facilitated action-research workshops (n=2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM-AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM-AS boundary spanning team.

AB - Increased complexity in large design and manufacturing organisations require improvements at the Operations Management (OM) – Applied Service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM-AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n=21), focus groups (n=2), facilitated action-research workshops (n=2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM-AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM-AS boundary spanning team.

KW - Lean

KW - Operations Management

KW - Applied Service

KW - Boundary Spanning

KW - Aerospace

KW - Case Study

U2 - 10.1080/09537287.2016.1221158

DO - 10.1080/09537287.2016.1221158

M3 - Article

VL - 27

SP - 1298

EP - 1311

JO - Production Planning and Control

T2 - Production Planning and Control

JF - Production Planning and Control

SN - 0953-7287

IS - 15

ER -