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Reconceptualizing the effects of lean on production costs with evidence from the F-22 program / Tyson R. Browning in Journal of operations management, Vol. 27 N° 1 (Janvier 2009) 

Public ISBD [article]  in Journal of operations management > Vol. 27 N° 1 (Janvier 2009) . - pp. 23–44 Titre : Reconceptualizing the effects of lean on production costs with evidence from the F-22 program Type de document : texte imprimé Auteurs : Tyson R. Browning, Auteur ; Ralph D. Heath, Auteur Année de publication : 2009 Article en page(s) : pp. 23–44 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Lean  production  Lean  manufacturing  Process  improvement  Agile  Aircraft  manufacturing  Learning  curves  Case/field  study Résumé : A central tenet in the theory of lean production is that the implementation of lean practices will reduce waste and thereby decrease costs. However, not all lean implementations have produced such results. Apparently, this effect is moderated by several factors, potentially even to the point of reversal. It is important to increase our understanding of how this might occur. In this paper, we explore how novelty, complexity, instability, and buffering affect the relationship between lean implementation and production costs. An interest in these factors drew us to study the case of Lockheed Martin's production system for the F-22, an extremely complex and innovative product. To build theory, we synthesize our empirical data from the case with other existing theory, such as theories of learning and complexity. Through this analysis, we develop a revised framework that reconceptualizes the effect of lean on production costs and use it to develop 11 propositions to direct further research. Included among these are propositions about how the timing, scale, and extent of lean implementation can regulate the benefits of lean. Furthermore, when the objective of lean is construed as the provision of value, we propose that this value is an emergent property of a complex process, different from the mere sum of the values provided by its constituent tasks. Therefore, the elimination of tasks will not guarantee cost reduction, and lean may provide even greater value by incorporating some aspects of agile manufacturing. Overall, we develop a fuller range of the effects of lean practices on production costs and illuminate how operations managers might control key variables to draw greater benefits from lean implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696308000211 [article] Reconceptualizing the effects of lean on production costs with evidence from the F-22 program [texte imprimé] / Tyson R. Browning, Auteur ; Ralph D. Heath, Auteur . - 2009 . - pp. 23–44. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 27 N° 1 (Janvier 2009) . - pp. 23–44 Mots-clés : Lean  production  Lean  manufacturing  Process  improvement  Agile  Aircraft  manufacturing  Learning  curves  Case/field  study Résumé : A central tenet in the theory of lean production is that the implementation of lean practices will reduce waste and thereby decrease costs. However, not all lean implementations have produced such results. Apparently, this effect is moderated by several factors, potentially even to the point of reversal. It is important to increase our understanding of how this might occur. In this paper, we explore how novelty, complexity, instability, and buffering affect the relationship between lean implementation and production costs. An interest in these factors drew us to study the case of Lockheed Martin's production system for the F-22, an extremely complex and innovative product. To build theory, we synthesize our empirical data from the case with other existing theory, such as theories of learning and complexity. Through this analysis, we develop a revised framework that reconceptualizes the effect of lean on production costs and use it to develop 11 propositions to direct further research. Included among these are propositions about how the timing, scale, and extent of lean implementation can regulate the benefits of lean. Furthermore, when the objective of lean is construed as the provision of value, we propose that this value is an emergent property of a complex process, different from the mere sum of the values provided by its constituent tasks. Therefore, the elimination of tasks will not guarantee cost reduction, and lean may provide even greater value by incorporating some aspects of agile manufacturing. Overall, we develop a fuller range of the effects of lean practices on production costs and illuminate how operations managers might control key variables to draw greater benefits from lean implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696308000211