The development of a lean resource mapping framework: Introducing an 8th waste

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. 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. 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. 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.