ABSTRACT
This chapter outlines some of the unique challenges in applying lean in the armed forces and
highlights other challenges that extend beyond the military, for example to other uniformed
services, technical service and repair facilities, or other public sector services. It does not address
the application of lean in the military supply chain, as this is well covered elsewhere. Rather, it
addresses how suppliers to the armed forces interact with themilitary or form on-site partnerships.
This chapter examines the major differences between military organizations and conventional
organizations that effect lean implementation and goes on to explore the impact of these
differences. A separate case study focuses on the Tornado Joint Integrated Project Team (JIPT),
part of the British Royal Air Force.
