DTU ProjectLab - User contributions [en-gb]

Lean Project Management tools

2018-02-25T13:34:28Z

Malthemuff: /* Deming Cycle */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

[[File:PDCA_cycle.png]]

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow

2. Limit the work in progress

3. Manage flow

4. Make Kanban strategy explicit

5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

[[File:Kanban_board_example.png]]

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

File:PDCA cycle.png

2018-02-25T13:34:05Z

Malthemuff:

Lean Project Management tools

2018-02-25T13:33:31Z

Malthemuff: /* Kanban */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow

2. Limit the work in progress

3. Manage flow

4. Make Kanban strategy explicit

5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

[[File:Kanban_board_example.png]]

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:33:18Z

Malthemuff: /* Kanban */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow

2. Limit the work in progress

3. Manage flow

4. Make Kanban strategy explicit

5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

[[File:Kanban_Board_example.png]]

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:33:06Z

Malthemuff: /* Kanban */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow

2. Limit the work in progress

3. Manage flow

4. Make Kanban strategy explicit

5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

[[File:Kanban_Board_example.ong]]

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:32:56Z

Malthemuff: /* Kanban */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow

2. Limit the work in progress

3. Manage flow

4. Make Kanban strategy explicit

5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

File:Kanban board example.png

2018-02-25T13:31:53Z

Malthemuff:

Lean Project Management tools

2018-02-25T13:20:37Z

Malthemuff:

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using a minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can, therefore, be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacturer Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value for the customer, it first has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that are necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps have been removed. The new value map is an expression of how the process should be performed. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that fall into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value-adding processes. These processes have the potential of being eliminated at a later point in time, the focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value-adding processes. The processes in this category fall into one of the seven Mudas. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, the value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mindset and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implements it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban has moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead, the members pull’s a task when it is needed. This ensures that the team is not overburdened with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The Kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the workflow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only a few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing an of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. An organisation does not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will be held back by the other departments in the organisation. Rarely, departments are totally autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follow. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value for the customer, it will lower the risk of over-engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process are detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also, there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:17:29Z

Malthemuff: /* Six Sigma – The improvement process */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:16:50Z

Malthemuff: /* Six Sigma – The improvement process */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements <ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:16:28Z

Malthemuff: /* Six Sigma – The improvement process */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<<ref name=''name''> Jack Welch: What is Six Sigma? (2003):'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>.

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:13:24Z

Malthemuff: /* Six Sigma – The improvement process */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.

2. Process improvement shall be a focus throughout the process, from project start to project delivery.

3. To achieve process improvement, it is essential to have a disciplined and structured approach.

4. Processes have not only external but also internal customers, such as project managers and gatekeepers.

5. The customer's expectation and perception of quality is what drives the process

6. All businesses consist of processes

7. Everybody in a business manages a process

8. Everybody is at the same time both a customer (internal or external) and a supplier.

9. All processes have both an input and an output.

10. Processes have resources and controls

11. Process characteristics affect the output

12. Processes are not limited by organisational departments or boundaries.

13. Processes are often not depending on organisational structures.

<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>.

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:11:57Z

Malthemuff: /* Challenges and considerations when implementing Lean Project Management */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes have both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.
<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>.

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T13:11:29Z

Malthemuff: /* Challenges and considerations when implementing Lean */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes have both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.
<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>.

==Challenges and considerations when implementing Lean Project Management==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

Implementing Six Sigma in an organisation, comes with some challenges. It is not sufficient to just monitor the variance in the processes to increase the quality, there shall also be a clear strategy for who and how the organisation acts when abnormalities in a process is detected. Else, the organisation will not be able to perform the continuous improvement<ref name=''name''> Young Hoon Kwak & Frank T. Anbari: Benefits, obstacles and future of Six Sigma approach (2006):'' </ref>.
Six Sigma is a rather complex methodology, as with the Lean philosophy it is therefore important, that the employees receive the necessary training and support from management to have a successful implementation.

When using Kanban and PDCA cycle in an organisation, commitment is also one of the primary factors of success. If not all phases of the PDCA cycle is carried out properly, there will not be the necessary learning from each process.
Having and administrating a Kanban board, it is associated with some administrative work. It is therefore important, that one person is put in charge of administrating the board and creating new Kanban cards. Also there should be clear rules of how the Kanban board is used.

The Lean tools and techniques can bring a lot of benefits to project management, but it is important that the organisation understand the philosophy before implementing it and are aware that it is a continuous process of small improvements.

==References==

<references />

Lean Project Management tools

2018-02-25T11:07:58Z

Malthemuff:

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. Firstly, it will be described what a project and project management is according to the Project Management Institute.
Then the origin of Lean and Lean Project Management will be investigated, including a definition of Muda and the five principles of Lean. The seven types of Muda and the Lean principles, serves as the overall philosophy in Lean Project Management and is used to understand what the customer consider as value and how to remove every process that do not add value from the customers perspective. The objective with Lean Project Management is to create the most value to the customer using minimal amount of resources<ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

To support the Project Manager in achieving these goals, three different tools will be introduced. The first step in a Lean project is to determine what the customer sees as value, but as project are often complex and performed over a long period of time, the customers need and perception of value might change throughout the project. To ensure the end product meets the customers’ expectations, the PDCA cycle works in iterations, with minor deliveries to the customer throughout the project, in this way it will be visible early in the project if there is a mismatch between the customers and projects team perception of value<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002)
'' </ref>.

To manage the tasks all these minor deliveries consists of, Kanban will be introduced, it is a tool to manage work tasks and minimize the work in progress.

Projects consist of many different activities, that can be either tangible or non-tangible, it can therefore be challenging for a Project Manager to predict the outcome of these activates before they are completed and the deadline is reached. To monitor the progress and outcome during a process, Six Sigma can be applied. By using Six Sigma it is possible to detect process variance, which will make the Project Manager aware of abnormalities in a process, which calls for action.
(six sigma source)
Lastly, the challenges and considerations of implementing Lean in an organization will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

== Project Management==

A project consists of multiple activities and actions that have to be performed to achieve the project objective. Project management, applies knowledge, skills, tools and techniques to successfully manage all the activities in a project. The Project’s Managers is in charge of managing the project team and project activities, to ensure the project is successful and satisfy the project stakeholders<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 3.0'' </ref>.
.

The project managers responsibility includes:

*Determining which processes has to be executed to meet project objectives
*Select suitable approach to meet project requirements
*Maintain necessary communication with project team and stakeholders
*Ensure the project fulfil stakeholders need and expectations
*Manage project budget, scope, risk, resources, deadlines and quality.
<ref name=''Project Institute''> ''Project Management Institute, Project Management: A guide to the Project Management Body of Knowledge, (2013): 3.0'' </ref>.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue <ref name=''name''> Moujib, A, Lean Project Management (2007):
'' </ref>.

== Muda ==

Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>
.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

Removing all Muda is a utopia, as creation of a product or service will include processes within one or more of the seven types of Muda.

To decide, which processes that can be removed and which are necessary, the Lean philosophy splits Muda into two categories:

===Types of Muda===

'''Muda Type l:'''

Muda Type l processes are non-value adding, but necessary to deliver a finished product or service, but do not directly deliver more value to the end customer. E.g. quality control in the pharmaceutical industry, it does not improve the benefit of the medicine for the end-user, but is simply a safety and regulatory demand. Muda-Type l is difficult to eliminate.

'''Muda Type ll:'''

Muda Type ll are non-value adding and non-necessary processes, once detected these processes shall be eliminated. A Muda Type ll process can e.g. be intermediate storage of a product.
<ref name=''name''> Natalie Sayer & Bruce Williams, Lean For Dummies 2nd Edition (2012)
'' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>.

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby associated with waste '<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 19
'' </ref>

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Muda’s, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating value to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value-Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>

==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this also enables an organisation to implement Just in Time system. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is therefore keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect process is a utopia, but it is possible to contently move towards a state of perfection. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

Lean consist of both a mind-set and a wide range of tools and techniques, that together makes up the Lean philosophy. The following part will describe three of the many available Lean tools.

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

<ref name=''name''> Connie N. Johnson, The benefits of PDCA(2002): p. 1
'' </ref>

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress and is often used in combination with PDCA cycle. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress) <ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>
.
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops

<ref name=''name''> Osama Al-Baik & James Miller, The kanban approach, between agility and leanness: a systematic review (2014): '' </ref>

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>
.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mind set shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes have both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.
<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure and prove their improvements<ref name=''name''> Jack Welch, Six Sigma: Continuous improvement for business (2003):
'' </ref>.

==Challenges and considerations when implementing Lean==

Lean Project Management is not only a set of different tools that can be implemented, it is a philosophy that has to be present in the entire, if the implementation of Lean shall be successful.
Lean is a philosophy and not a tool, therefore has to be present throughout the organisation. A organisation do not become Lean by, implementing tools such as Six Sigma, Kanban, PDCA cycle along with the many other Lean tools, the tools shall be seen as coherent whole <ref name=''name''> Christer Karlsson & Pär Åhlström: The difficult path to lean product development (1996): '' </ref>. When implementing Lean, the organisation, shall also be aware that Lean is not a stage that can be reached, but an ongoing journey of continues improvement. Implementing the tools partly, to perform continues improvement in e.g. R&D, will most likely not be successful, as the continues improvement in R&D will held back by the other departments in the organisation. Rarely, departments are total autonomous from the rest of an organisation, it is therefore important Lean is implemented in the whole organisation.

It is therefore important, when implementing Lean, that management takes the necessary precautions. This includes training the whole staff in the Lean philosophy and the tools that follows. A lot of the improvements that are suggested and implemented in a Lean organisation, comes from the people directly involved in the processes. For a successful Lean implementation, it is therefore crucial, that all workers are aware of the Lean philosophy and feel that their colloquies and managers listen and respect their improvement suggestions.

One of the main focus’ of Lean Project Management, is to determine what value is to the customer and maximise it. To ensure that the project team, do not stick with their perception of what creates value to the customer, the project team shall have an open mind towards, what actually creates value to the customer. If the project team successfully detect what creates value to the customer, it will lower the risk of over engineering solutions, without creating additional value to the customer.

==References==

<references />

Talk:Managing groups for high performance

2018-02-19T13:12:51Z

Malthemuff: /* Feedback 2 | Reviewer name: Place your name here */

==Feedback 1 | Reviewer name: ''Rikke - giver feedback i eftermiddag mellem 16:00-17:45 eller 22:30-23:59''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Malthe Muff''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''The objective of the article is clear from the summary and so is the scope.

The section "Structure of the article" could be a bit more clear.
''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure of the article is good. It makes sense to start by defining a group and then go deeper in to the subject as the article proceeds. There is also a nice logic to it, so I think you should stick with this structure when finishing your article. Especially, because you introduce all the factors that are important for a team, before suggesting how a PM should form a team. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''As it is a draft, I will skip this :) ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''I am sure you will put some nice figures eventually. I think it would be nice in the group dynamics part or at least use bullets or levels on this part ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Currently none, so will not comment.''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''The article makes it possible for the reader to an understanding of what a team/ group is and then covers the whole journey into making a successful team. In addition to the limitations in the end I suggest you also talk about some the challenges there can be in putting a team together e.g. personal dispute, small organisation with limited diversity etc''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''I am sure it will eventully :)''

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; Ok.

Since you reference PMI, look if this standard has any definition of group or/and team, if not find these definitions and compare them group vs. team, investigate if projects are developed by groups or teams and based in this research change or not the title of your article.
You still missing more specific references regarding your topic.

In general the abstract is ok, nice that you already established the structure of the article, how ever you still missing the annotated bibliography and reference sections, what you have under your note section are references.

Just a reminder, Annotated bibliography is a list of articles, books or documents followed by a briefly descriptive and evaluative paragraph.

When developing the article don't forget to elaborate and describe the relevance for a Project Manager.

Lean Project Management tools

2018-02-19T13:00:03Z

Malthemuff:

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Muda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. Both Agile project management and Lean project management, operate with a tool to visualise coming, current and completed working tasks, by use of respectively Kanban and Scrum board. This article will investigate the difference between Agile and Lean project management and if the two are conflicting.
Furthermore, it will be reviewed how Six Sigma, used to control processes in manufacturing, can also be beneficial when implemented in project management to track the performance of a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean origins from the Japanese car manufacture Toyota and was brought to America in the 80’s. Originally, Lean is a manufacturing philosophy, but has since its arrival in America also been applied to service and project management, to perform continuous improvement.

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

== Muda ==
Muda is a Japanese word meaning uselessness and removing it is one of the key aspects of the Lean philosophy. Muda is any activity in a process that is not necessary to perform to deliver the end result or does not create additional value to the customer.

Both Lean Manufacturing and Lean project management aims to reduce seven types of waste called Muda in Lean contexts.

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of process voice to be measured, it is necessary to develop a suitable method for measuring the process variance.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

Once an appropriate method for measuring process variance has been determined it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

== Kanban ==

In Lean Manufacturing, Kanban is used as an inventory control system. The word Kanban is Japanese and can be translated to ‘signboard’. In recent years, Kanban have moved into project management and software development. Here it is used to visually display the status of working tasks and to limit the work in progress. When using Kanban, work tasks are not pushed to the team members, instead the members pull’s a task when it is needed. This ensures that the team is not overburden with work tasks and instead can focus on completing one work task at the time (depended on the defined maximum work in progress).
Hence Kanban origins from Manufacturing, fitting the model to software and project management has been necessary. David Anderson has worked on tailoring Kanban to suit knowledge work and have defined five elements for a successful Kanban implementation.

1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make Kanban strategy explicit
5. Implement feedback loops
(7)

It is not required in the Kanban methodology to use a Kanban board, but it is widely used and a simple way to visualise the work flow, manage the flow and see the amount of work in progress assigned to each team member. An example of Kanban board can be seen on the picture beneath. A Kanban board can both be a physical board or represented using a software tool.

==References==

<references />

Talk:Coaching - Project Manager as Change Agent

2018-02-19T12:47:23Z

Malthemuff: /* Feedback 1 | Reviewer name: Place your name here */

==Feedback 1 | Reviewer name: ''Malthe Muff''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''The summary covers the content of the article and gives a good understanding of the what to expect in the article. It is, however, a rather long text, breaking it down into smaller text pieces with some bullet points or adding some small headlines, could improve the reading experience. The need/ importance of coahing, could be a bit more explicit to get the readers attention from the start. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''I don't have much to say about the logic of the article, it makes good sense to first introduce all the different concepts and end by discussing, what to consider when coaching its weaknesses.

In the beginning of the article, it would make sense to have a small definition of a project manager and the project managers role/ responsibility to ensure the reader is correctly informed about this.
''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
'' The language in the text is good. Below are some suggestions for improvements.

Instead of writing his/ her, replace it by "project manager" or rephrase the sentence so writing his/ her is not necessary. This will also make it more explicit who you are referring to.
In the lack of attention part. It would make sense to use the word risk rather than possibility, to imprecise mismatch of expectations is a negative thing.

In the longer segments such as "Apply different intervening modes for facilitating change" try to use the level headlines, I think it will improve the structure of the text. See the help phane for tips.

I am not sure about this, so maybe ask the Ta's, but hence it is a Wiki article, I don't know if it makes sense to refer to the PMBOK in the text. This could be replaced by using additional references. Instead, I would just write the statements and put in references where it is necessary, as the reader of a wiki article most likely is not familiar with our curriculum.

In the "In a specific context" section, there are three sentences in a row starting with "In a business context", it could improve the lanauage to change this

Try to remove all neccessary fill words. Example: "Due to the fact that coaching in its origin was applied in a personal context..." Could just be "Coaching in its origin was applied in a personal context.." I also think this makes the formulation stronger.
''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Figures are nice and it is good they have the same style the whole way through. You could consider making a figure for the "Apply different intervening modes for facilitating change" part as wel or breake it into some bullets.
''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Highly relevant topic and the theoretical content is explained nicely and supported by giving it context to a specific situation.

If you make an intro to the project managers role and responsibility, it would make sense to link this to the relevance of this topic.

''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''The article covers a lot in regards to coaching and I would say it is aimed towards the academic reader, as a lot of concepts are used without being introduced. This makes it possible to cover a lot of stuff in the article, but it will also make it difficult for a person without prior knowledge about projects and project management to follow the article. In this context, where the receivers are university students, I think it is fine not to explain every single technical term/ concept used in the article. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''As mentioned above, I am not sure if you should refer to a book in the text. If you wish you wish to do this, I suggest you refer to the Project Management Institute instead or find an article stating the same and then refer to the author of the article ''

==Feedback 2 | Reviewer name: ''Place your name here''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; Ok.

The abstract sounds suggestive.

As it is mentioned in the abstract it will be interesting to revise other aspects different from the "traditional skills" and explore this other "soft skills", since the objective of a PM is to achieve high performance of their teams, I would like to suggest you to check some ideas that I think are all related:(1) High Performance Teams, (2) Project governance, (3) Self-manged work teams, (4) Teams motivation.

When developing the article don't forget to elaborate and emphasize the relevance for a Project Manager.

Lean Project Management tools

2018-02-16T18:51:25Z

Malthemuff: /* Six Sigma – The improvement process */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

== Kanban ==

==References==

<references />

Lean Project Management tools

2018-02-16T18:51:04Z

Malthemuff: /* Six Sigma */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

== Six Sigma ==

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

=== Six Sigma – The statistical model ===

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

=== Six Sigma – The improvement process ===

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

== Kanban ==

==References==

<references />

Lean Project Management tools

2018-02-16T18:50:17Z

Malthemuff: /* Lean Project Management tools = */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools =

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

= Six Sigma =

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T18:50:01Z

Malthemuff: /* Deming Cycle */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools ==

== Deming Cycle==

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

= Six Sigma =

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T18:49:48Z

Malthemuff: /* Lean Project Management tools */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

=Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

= Six Sigma =

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T18:49:31Z

Malthemuff: /* Six Sigma */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

= Six Sigma =

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T18:49:17Z

Malthemuff: /* Lean Project Management tools */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

==== Six Sigma ====

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T18:48:51Z

Malthemuff: /* Lean Project Management tools */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

=== Six Sigma ===

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

== Six Sigma – The statistical model ==

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

== Six Sigma – The improvement process ==

Today, there is a big focus on the processes both in business and manufacturing environments. All activities within these organisations is considered a process and is thereby a target for a potential process improvement. When focusing on the process in Six Sigma, 13 principles should be kept in mind.

1. The mindset shall be to prevent mistakes and continues improvement.
2. Process improvement shall be a focus throughout the process, from project start to project delivery.
3. To achieve process improvement, it is essential to have a disciplined and structured approach.
4. Processes have not only external but also internal customers, such as project managers and gatekeepers.
5. The customer's expectation and perception of quality is what drives the process
6. All businesses consist of processes
7. Everybody in a business manages a process
8. Everybody is at the same time both a customer (internal or external) and a supplier.
9. All processes has both a input and a output.
10. Processes has resources and controls
11. Process characteristics affect the output
12. Processes are not limited by organisational departments or boundaries.
13. Processes are often not depending on organisational structures.

'''Concept'''

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

'''Need '''

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

'''Two pertinent business questions that require answer (ryk muligvis op)'''

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T17:08:21Z

Malthemuff: /* Lean Project Management tools */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

=== Six Sigma ===

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

'''Six Sigma – The statistical model'''

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

'''Six Sigma – The improvement process '''

Concept:

In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

Need

Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T17:07:34Z

Malthemuff: /* Six Sigma */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

=== Six Sigma ===

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

'''Six Sigma – The statistical model'''

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

'''Six Sigma – The improvement process '''

Concept:
In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

Need
Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

=== Kanban ===

==References==

<references />

Lean Project Management tools

2018-02-16T17:06:52Z

Malthemuff: /* Lean Project Management tools */

== Abstract ==

This article will investigate projects and how they are managed using Lean Project Management tools. To understand how project are manged in a Lean way, it is keen to understand the philosophy and principles that Lean Project Management is based on and define the Murda, which Lean Project Management strives to eliminate.

As with Lean manufacturing, Lean Project Management strives to deliver most value to the customer at the lowest possible cost. To achieve this, scientific tools are applied to determine what brings value to the customer and to track the delivered value during the project.

To ensure customer expectation match the delivered product/ service, the development is carried out in iterations, using the Diming cycle. The Diming Cycle share many similarities with Agile Project Management. This article will investigate the difference between the two project management tools and if the tools are conflicting.
Furthermore, it will be reviewed how the tools Six Sigma and Kanban can be beneficial when managing a project.
Lastly, the challenges and considerations that arise when implementing Lean will be discussed.

== Project ==

A project is characterised by being temporary effort performed with the objective of developing a unique product, service or result. A project is completed or terminated once the objectives of the project have been reached or abolished if e.g. there is no longer a need for the project or it is determined that the project objectives cannot be achieved <ref name=''ProjectInstitute''> ''Project Management Institute, Project Management: A guide to the Project Management
Body of Knowledge, (2013): 1.2'' </ref>.

All projects are unique, even if the outcome of two projects is identical, the circumstances, project team and stakeholders of the projects will vary, causing the two projects to face different challenges and uncertainties.

==Lean Project Management background ==

Lean project management is a business philosophy, that applies the principles from Lean Manufacturing to project management. The objective is to identify customer value and reduce waste in all business processes, leading to greater customer satisfaction and increased revenue.

As with Lean Manufacturing, Lean project management aims to reduce seven types of waste (Mudas):

'''- Over production '''

'''- Transport '''

'''- Waiting '''

'''- Over-processing '''

'''- Inventory '''

'''- Motion '''

'''- Defects'''

<ref name=''name''> ''Moujib, A., Lean project management (2007). '' </ref>

==Principles of Lean Thinking ==

To implement Lean in an organisation, James P. Womack and Daniel T. Jones defined five core principles, that has to be followed to have a Lean organisation. Making the organisation capable of delivering what is needed, on time, with minimal use of materials, equipment, labour and space(2).

==== 1. Specify value in the eyes of the customer ====
To successfully create value to the customer, it firstly has to be determined what the customer sees as value. Value is the part of the project which the customer is willing to pay for. The focus of a project is to increase the value to the customer and remove the parts of the project that do not create value from the customers perspective. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 16
'' </ref>

====2. Identify the value stream for each product ====
A value stream map includes all the processes that is necessary to fulfil the project requirements, both value and non-value adding. Once all the processes have been mapped, the value stream map is analysed to identify which processes are creating value and which are non-value adding and thereby combined with waste.

Based on the findings a new value stream map is created, were the non-value adding and non-necessary process steps has been removed. The new value map is an expression for how the process should be performed. <ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 20
'' </ref>
====3. Make value flow by eliminating waste ====
Now that is has been determined what creates value for the customer and a value stream map of how the process should be executed has been developed. The next step is to create a continuous flow by eliminating Mudas, by dividing all process steps in the value stream map into the following three categories.

'''- Value –Added Work: '''
Processes essential for creating value to the customer, the goal is to maximise the processes that falls into this category.

'''- Value- Enabling Work: '''
In this category is the processes that are not directly creating to the customer, but at the given time are necessary to perform the value adding processes. These processes have potential of being eliminated in a later point in time, focus should be to minimize the Value- Enabling Work.

'''- Non-Value Added Work: '''
Non- Value Adding processes can generally be eliminated instantly as they do not create any value and are not necessary to perform value adding processes. The processes in this category falls into one of the seven Mudas.

<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 21
'' </ref>
==== 4. Let the customer pull the flow ====
By delivering value upon customer request, it is possible to avoid delivering value before the customer needs it, which is combined with waste in terms of inventory and a risk that the delivered value is obsolete once the customer actually needs the delivery. To avoid this, value shall only be delivered when the customer needs it, by implementing a Kanban system, this enables an organisation to implement Just in Time system.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 22
'' </ref>

====5. Continuously improve the in pursuit for perfection ====
Lean is a philosophy that strives to support continuous improvement in an organization. It is there for keen that processes constantly are reviewed to determine the actual value of this process. Creating a perfect processes is an utopia, but it is possible to contently move towards a state of perfection.
<ref name=''name''> ''James P. Womack,Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (1996): p. 24
'' </ref>

==Lean Project Management tools ==

=== Deming Cycle===

The Deming Cycle is an iterative model for performing continuous improvement, when staring a new improvement project, developing a new service/ product, when implanting changes etc.

The model is split into four phases: (put in figure)

*'''Plan''', by recognising and determining the problem to solve.

*'''Do''', develop a solution to the problem

*'''Check''', the effect of the solution, test the solution and improve it.

*'''Act''', once a suitable solution has been found and implement it. If the solution did not work as intended, the cycle is performed again.

=== Six Sigma ===

Six Sigma has two meanings, it both refers to Six Sigma, a statistical model and Six Sigma – the improvement process (6). This section will cover both meanings, starting with Six Sigma the statistical model.

Six Sigma – The statistical model

Six Sigma is used as a universal performance metric across organisations, it measures the statistical variability in a data set, by calculating the standard deviation. Standard deviation is also expressed by the Greek letter σ, named Sigma. Standard deviation is an expression for how close data points in a data set is clustered. If the data points are far from the mean value it is an expression for high variation in the dataset. High variation in a process, will cause that there are only few standard deviations between the mean value and the Control Limits. If a data point lays beyond the control limits, the output of the process will not live up to the specifications. To reach Six Sigma, there has to be six standard deviations or sigma’s, between the mean value and the upper control limit and lower control limit, respectively. When there is Six Sigma’s between the mean and the, it is highly unlikely that the output of the process will not live up to the specifications. Only 0,00034% of the outputs will not live up to the specifications.

Six Sigma – The improvement process

Concept:
In all processes, there is something to be measured on, called the voice, it is used to control and perform continues improvement of the process. To control a manufacturing process, the voice of the process can be e.g. temperature or material purity.

In project management voice of the process can be cycle time for a task, on-time completion percentage, budget variance, customer satisfaction etc.

Need
Depended on the type of voice to be measured, it is necessary to develop a suitable method for measuring the process variance. Making it possible to develop a metric that describes the performance of a process and if there has been a process improvement. Being able to determine a process improvement is crucial in the Lean methodology, as it is based on scientific methods. To verify changing a of a process has led to improvement, it is essential it is possible to measure potential improvements.

=== Kanban ===

==References==

<references />

Articles Spring Term 2018

2018-02-15T12:12:58Z

Malthemuff: /* Overview of 2018 Wiki articles */

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017, 2017) were not the same as for Spring Term 2018. Please make sure you read the requirements for your own fall/spring term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

<pre style="white-space: pre-wrap;
white-space: -moz-pre-wrap;
white-space: -pre-wrap;
white-space: -o-pre-wrap;
word-wrap: break-word;">
|-
|Group Number
|First Name
|Last Name
|Username
|Link to Article
|-
</pre>
Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2018 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2018 Wiki Articles
|-
!Group Number
!First Name
!Last Name
!User Name
!Link to Article
|-
|5
|Radoslaw
|Tyczynski
|Radoslaw
|[[Project Time Management Overview]]
|-
|10
|Ioannis
|Papadantonakis
|Giannis
|[[Work Breakdown Structure]]
|-
|3
|Konstantinos
|Terzakis
|s161563
|[[Programming a project with the CPM]]
|-
|8
|Hoda
|Vazirinasab
|hoda.vn
|[[Agile project management]]
|-
|1
|Jens
|Møller
|JensMoller
|[[Analyze Portfolio Risks]]
|-
|3
|David
|Moya Perrino
|David Moya Perrino
|[[Risk Management in Renewable Energy Projects]]
|-
|3
|Sofie
|Melchior Karlson
|s133606
|[[Belbin's team roles]]
|-
|10
|Jan
|Talas
|jantalas
|[[Roles and responsibilities]]
|-
|13
|Sebastian
|Graff Daugaard
|Daugaard
|[[Dealing with conflict in project management]]
|-
|8
|Nikolaj
|Justsen
|s123742
|[[Vico Office as a project management tool]]
|-
|2
|Mehdi
|Abounnasr
|s176504
|[[Project monitoring methods]]
|-
|9
|Briet
|Hjaltalin
|Briet
|[[The Framework of Project Governance]]
|-
|9
|Jonas
|Heiberg Larsen
|JonasHL
|[[Risk Management Overview]]
|-
|13
|Kornpong
|Mahitthiburin
|Akorno
|[[Financial appraisal of project proposals]]
|-
|7
|Gudmundur
|Hermannsson
|gudmundur
|[[Project Scope Management]]
|-
|9
|Ína Salome
|Sturludóttir
|Ina
|[[Project scope statement]]
|-
|11
|Kevinth
|Balasubramaniam
|Kxviinth
|[[Future Workshop]]
|-
|11
|Davide
|Sartori
|DSartori
|[[Hoshin Kanri]]
|-
|11
|Julia
|Hoesel
|s172365
|[[Design thinking]]
|-
|2
|Baptiste
|Hubert
|BaptisteH
|[[Project Life Cycle in Industrial Engineering]]
|-
|8
|Mint
|Rasmussen
|s133819
|[[Risk Management in Construction Projects]]
|-
|11
|Vincent
|Oriot
|s172793
|[[Project sponsor]]
|-
|11
|Torbjørn
|Aleksandersen
|Taleksandersen
|[[Virtual Team Management]]
|-
|9
|Ragnhildur
|Ragnarsdottir
|Ragnhildur
|[[Brainstorming technique]]
|-
|10
|Anne
|Dittmann
|Anne
|[[Scheduling: Critical path, PERT, Gantt]]
|-
|1
|Julianna
|Apli
|s172414
|[[Ideation tools]]
|-
|9
|Hildur
|Gudmundsdottir
|S172763
|[[Contracting and procurement]]
|-
|1
|Christopher
|Søndergaard
|s140234
|[[;-)]]
|-
|8
|Casper Geertz
|Christensen
|S136445
|[[SWOT]]
|-
|13
|Demir
|Durovic
|DemirDurovic
|[[Managing multicultural teams]]
|-
|7
|Lorenz
|Sieferle
|s172691
|[[Agile Project Management with SCRUM]]
|-
|12
|Jonas Greaker
|Sjøen
|s173562
|[[Integrated Design Process (IDP)]]
|-
|-
|2
|Seyed (Habib)
|Bahrami
|Habib
|[[Uniqueness of a project]]
|-
|4
|Jonas
|Samuelsen
|Jonas Samuelsen
|[[Risk Register Analysis]]
|-
|7
|Johannes
|Eckert
|Johannes
|[[Waterfall vs. Lean Project Management]]
|-
|4
|Tobias
|Andersen
|Tobias
|[[Belbin Team Roles]]
|-
|5
|Oliver Adam Mølskov
|Bech
|Oliver.amb
|[[Master Data Management]]
|-
|2
|Ugur
|Erman
|Ugur
|[[Why, How, What (The Golden Circle Model)]]
|-
|6
|Nina
|Bernhoft
|Nina
|[[Managing groups for high performance]]
|-
|1
|Julie
|Laursen
|Julie
|[[Meeting strategies]]
|-
|11
|Ole
|Schwiethal
|s172276
|[[Project governance framework]]
|-

|-
|12
|Marianne
|Delp
|Marianne
|[[Choosing by Advantages (CBA)]]
|-

|-
|4
|Christian
|Pedersen
|S093223
|[[Communication Management Strategy]]
|-

|-
|12
|Lukasz
|Marczuk
|s172569
|[[Cash flow & payment milestones ]]
|-

|-
|6
|Rikke
|Husum
|s170446
|[[Coaching - Project Manager as Change Agent]]
|-

|-
|12
|Simen Michael Dilling
|Hjelseth
|SimenHjelseth
|[[Integrated Concurrent Engineering]]
|-

|-
|4
|Katja Kimmer
|Larsen
|Katja
|[[Organizational structures]]
|-

|-
|6
|Ida
|Smidt
|idasmidt
|[[Lean Approach to Scheduling in Construction Projects]]
|-

|-
|1
|Walther
|Emil Eriksen
|Walther Emil Eriksen
|[[Value Proposition Canvas]]
|-

|-
|4
|Rasmus Peter
|Østerlund
|R4smus
|[[Key Performance Indicators (KPI)]]
|-

|-
|8
|Daniel Alejandro
|Campos Rivera
|Daniel Campos
|[[Business Analytics in Civil Engineering Projects]]
|-

|-
|14
|Matthew
|Wells
|Matthew Wells
|[[Line Balancing - Yamazumi Chart Method]]
|-
|3
|Ignasi
|Girones Cadiz
|s172781
|[[Opportunity research]]
|-

|-
|14
|Ellen
|Trovåg Amundsen
|ellentam
|[[Beyond the Triple Constraints]]
|-

|-
|1
|Joachim Schou
|Larsen
|Joachim Schou Larsen
|[[Power, politics and stakeholder management]]
|-

|-
|15
|Benedek
|Zajkas
|Benedek Zajkas
|[[Scrum vs. Waterfall Methodology]]
|-

|-
|15
|Gustavo
|Pagliari Valerio dos Santos
|s176056
|[[Negotiation skills from the PM's perspective]]
|-

|-
|12
|Natalia
|Krygier
|Natalia Krygier
|[[Behaviors in scheduling]]
|-
|3
|Argyro
|Soumpourlou
|s170073
|[[Cross-cultural Management]]
|-

|-
|13
|Andrzej
|Kubik
|s172608
|[[Different sides of Project Management Scheduling]]
|-

|-
|2
|Lima
|Parhiz
|s134639
|[[Essential Managerial Tasks]]
|-

|-
|4
|Harald
|Hersted
|s145067
|[[Human resource management]]
|-

|-
|5
|Sarah
|Bourdiaux Terp
|Sarah
|[[The Sprint Methodology in Agile Project Management]]
|-

|-
|1
|Jonathan
|Nøddeskov Clifford
|S142556
|[[Roadmapping]]
|-

|-
|9
|Erna Gudny
|Aradottir
|ErnaGudny
|[[SMART Goals]]
|-

|-
|5
|Klaudia Edyta
|Onyszkiewicz
|Onysz
|[[Project Team Roles and Responsibilities]]
|-
|13
|Aksel
|Watson
|S175507
|[[Managing start-ups in Unregulated Markets]]
|-
|12
|Alice
|Allouche
|Alice
|[[Meetings Management]]

|-
|5
|Susan
|Tyrell
|Styrell
|[[The Role of the Project Sponsor]]

|-
|10
|Casper
|Stroem
|S172043
|[[Business Case]]
|-

|-
|7
|Cetin
|Arslan
|Arslance
|[[User-Centered Design]]
|-

|-
|13
|Piotr
|Mieszalo
|PiotrMieszalo
|[[Resources loading, leveling and crashing]]
|-

|-
|6
|Mads
|Grøndal
|s123666
|[[Value Analysis]]
|-

|-
|6
|Emma
|Balstrup Klinke Hansen
|s134181
|[[Kotter's 8- Step Change Model]]
|-

|-
|8
|David
|Baldursson
|s162284
|[[Risk responses]]
|-

|-
|3
|Nikoleta
|Kolitsopoulou-Maridaki
|s162461
|[[Roles and responsibilities of program manager]]
|-

|-
|7
|Magnus
|Held
|s133656
|[[Failure Mode and Effects Analysis in Various Project Stages]]
|-

|-
|7
|Lars
|From-Hansen
|s133654
|[[Brainstorming as a risk identification method]]
|-

|-
|13
|Iga
|Cichecka
|s172607
|[[Feasibility Analysis]]
|-

|-
|5
|Hafsteinn Thor
|Gudjonsson
|Hafsteinnthor
|TBD
|-

|-
|10
|Ana
|Torrijos
|s173143
|[[Managing Successful Programmes (MSP)]]
|-

|-
|14
|Marie
|Totland
|s171379
|[[Project Human Resource Management]]
|-

|-
|6
|Malthe
|Muff
|Malthemuff
|[[Lean Project Management tools]]
|-

Articles Spring Term 2018

2018-02-15T12:10:53Z

Malthemuff: /* Overview of 2018 Wiki articles */

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017, 2017) were not the same as for Spring Term 2018. Please make sure you read the requirements for your own fall/spring term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

<pre style="white-space: pre-wrap;
white-space: -moz-pre-wrap;
white-space: -pre-wrap;
white-space: -o-pre-wrap;
word-wrap: break-word;">
|-
|Group Number
|First Name
|Last Name
|Username
|Link to Article
|-
</pre>
Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2018 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2018 Wiki Articles
|-
!Group Number
!First Name
!Last Name
!User Name
!Link to Article
|-
|5
|Radoslaw
|Tyczynski
|Radoslaw
|[[Project Time Management Overview]]
|-
|10
|Ioannis
|Papadantonakis
|Giannis
|[[Work Breakdown Structure]]
|-
|3
|Konstantinos
|Terzakis
|s161563
|[[Programming a project with the CPM]]
|-
|8
|Hoda
|Vazirinasab
|hoda.vn
|[[Agile project management]]
|-
|1
|Jens
|Møller
|JensMoller
|[[Analyze Portfolio Risks]]
|-
|3
|David
|Moya Perrino
|David Moya Perrino
|[[Risk Management in Renewable Energy Projects]]
|-
|3
|Sofie
|Melchior Karlson
|s133606
|[[Belbin's team roles]]
|-
|10
|Jan
|Talas
|jantalas
|[[Roles and responsibilities]]
|-
|13
|Sebastian
|Graff Daugaard
|Daugaard
|[[Dealing with conflict in project management]]
|-
|8
|Nikolaj
|Justsen
|s123742
|[[Vico Office as a project management tool]]
|-
|2
|Mehdi
|Abounnasr
|s176504
|[[Project monitoring methods]]
|-
|9
|Briet
|Hjaltalin
|Briet
|[[The Framework of Project Governance]]
|-
|9
|Jonas
|Heiberg Larsen
|JonasHL
|[[Risk Management Overview]]
|-
|13
|Kornpong
|Mahitthiburin
|Akorno
|[[Financial appraisal of project proposals]]
|-
|7
|Gudmundur
|Hermannsson
|gudmundur
|[[Project Scope Management]]
|-
|9
|Ína Salome
|Sturludóttir
|Ina
|[[Project scope statement]]
|-
|11
|Kevinth
|Balasubramaniam
|Kxviinth
|[[Future Workshop]]
|-
|11
|Davide
|Sartori
|DSartori
|[[Hoshin Kanri]]
|-
|11
|Julia
|Hoesel
|s172365
|[[Design thinking]]
|-
|2
|Baptiste
|Hubert
|BaptisteH
|[[Project Life Cycle in Industrial Engineering]]
|-
|8
|Mint
|Rasmussen
|s133819
|[[Risk Management in Construction Projects]]
|-
|11
|Vincent
|Oriot
|s172793
|[[Project sponsor]]
|-
|11
|Torbjørn
|Aleksandersen
|Taleksandersen
|[[Virtual Team Management]]
|-
|9
|Ragnhildur
|Ragnarsdottir
|Ragnhildur
|[[Brainstorming technique]]
|-
|10
|Anne
|Dittmann
|Anne
|[[Scheduling: Critical path, PERT, Gantt]]
|-
|1
|Julianna
|Apli
|s172414
|[[Ideation tools]]
|-
|9
|Hildur
|Gudmundsdottir
|S172763
|[[Contracting and procurement]]
|-
|1
|Christopher
|Søndergaard
|s140234
|[[;-)]]
|-
|8
|Casper Geertz
|Christensen
|S136445
|[[SWOT]]
|-
|13
|Demir
|Durovic
|DemirDurovic
|[[Managing multicultural teams]]
|-
|7
|Lorenz
|Sieferle
|s172691
|[[Agile Project Management with SCRUM]]
|-
|12
|Jonas Greaker
|Sjøen
|s173562
|[[Integrated Design Process (IDP)]]
|-
|-
|2
|Seyed (Habib)
|Bahrami
|Habib
|[[Uniqueness of a project]]
|-
|4
|Jonas
|Samuelsen
|Jonas Samuelsen
|[[Risk Register Analysis]]
|-
|7
|Johannes
|Eckert
|Johannes
|[[Waterfall vs. Lean Project Management]]
|-
|4
|Tobias
|Andersen
|Tobias
|[[Belbin Team Roles]]
|-
|5
|Oliver Adam Mølskov
|Bech
|Oliver.amb
|[[Master Data Management]]
|-
|2
|Ugur
|Erman
|Ugur
|[[Why, How, What (The Golden Circle Model)]]
|-
|6
|Nina
|Bernhoft
|Nina
|[[Managing groups for high performance]]
|-
|1
|Julie
|Laursen
|Julie
|[[Meeting strategies]]
|-
|11
|Ole
|Schwiethal
|s172276
|[[Project governance framework]]
|-

|-
|12
|Marianne
|Delp
|Marianne
|[[Choosing by Advantages (CBA)]]
|-

|-
|4
|Christian
|Pedersen
|S093223
|[[Communication Management Strategy]]
|-

|-
|12
|Lukasz
|Marczuk
|s172569
|[[Cash flow & payment milestones ]]
|-

|-
|6
|Rikke
|Husum
|s170446
|[[Coaching - Project Manager as Change Agent]]
|-

|-
|12
|Simen Michael Dilling
|Hjelseth
|SimenHjelseth
|[[Integrated Concurrent Engineering]]
|-

|-
|4
|Katja Kimmer
|Larsen
|Katja
|[[Organizational structures]]
|-

|-
|6
|Ida
|Smidt
|idasmidt
|[[Lean Approach to Scheduling in Construction Projects]]
|-

|-
|1
|Walther
|Emil Eriksen
|Walther Emil Eriksen
|[[Value Proposition Canvas]]
|-

|-
|4
|Rasmus Peter
|Østerlund
|R4smus
|[[Key Performance Indicators (KPI)]]
|-

|-
|8
|Daniel Alejandro
|Campos Rivera
|Daniel Campos
|[[Business Analytics in Civil Engineering Projects]]
|-

|-
|14
|Matthew
|Wells
|Matthew Wells
|[[Line Balancing - Yamazumi Chart Method]]
|-
|3
|Ignasi
|Girones Cadiz
|s172781
|[[Opportunity research]]
|-

|-
|14
|Ellen
|Trovåg Amundsen
|ellentam
|[[Beyond the Triple Constraints]]
|-

|-
|1
|Joachim Schou
|Larsen
|Joachim Schou Larsen
|[[Power, politics and stakeholder management]]
|-

|-
|15
|Benedek
|Zajkas
|Benedek Zajkas
|[[Scrum vs. Waterfall Methodology]]
|-

|-
|15
|Gustavo
|Pagliari Valerio dos Santos
|s176056
|[[Negotiation skills from the PM's perspective]]
|-

|-
|12
|Natalia
|Krygier
|Natalia Krygier
|[[Behaviors in scheduling]]
|-
|3
|Argyro
|Soumpourlou
|s170073
|[[Cross-cultural Management]]
|-

|-
|13
|Andrzej
|Kubik
|s172608
|[[Different sides of Project Management Scheduling]]
|-

|-
|2
|Lima
|Parhiz
|s134639
|[[Essential Managerial Tasks]]
|-

|-
|4
|Harald
|Hersted
|s145067
|[[Human resource management]]
|-

|-
|5
|Sarah
|Bourdiaux Terp
|Sarah
|[[The Sprint Methodology in Agile Project Management]]
|-

|-
|1
|Jonathan
|Nøddeskov Clifford
|S142556
|[[Roadmapping]]
|-

|-
|9
|Erna Gudny
|Aradottir
|ErnaGudny
|[[SMART Goals]]
|-

|-
|5
|Klaudia Edyta
|Onyszkiewicz
|Onysz
|[[Project Team Roles and Responsibilities]]
|-
|13
|Aksel
|Watson
|S175507
|[[Managing start-ups in Unregulated Markets]]
|-
|12
|Alice
|Allouche
|Alice
|[[Meetings Management]]

|-
|5
|Susan
|Tyrell
|Styrell
|[[The Role of the Project Sponsor]]

|-
|10
|Casper
|Stroem
|S172043
|[[Business Case]]
|-

|-
|7
|Cetin
|Arslan
|Arslance
|[[User-Centered Design]]
|-

|-
|13
|Piotr
|Mieszalo
|PiotrMieszalo
|[[Resources loading, leveling and crashing]]
|-

|-
|6
|Mads
|Grøndal
|s123666
|[[Value Analysis]]
|-

|-
|6
|Emma
|Balstrup Klinke Hansen
|s134181
|[[Kotter's 8- Step Change Model]]
|-

|-
|8
|David
|Baldursson
|s162284
|[[Risk responses]]
|-

|-
|3
|Nikoleta
|Kolitsopoulou-Maridaki
|s162461
|[[Roles and responsibilities of program manager]]
|-

|-
|7
|Magnus
|Held
|s133656
|[[Failure Mode and Effects Analysis in Various Project Stages]]
|-

|-
|7
|Lars
|From-Hansen
|s133654
|[[Brainstorming as a risk identification method]]
|-

|-
|13
|Iga
|Cichecka
|s172607
|[[Feasibility Analysis]]
|-

|-
|5
|Hafsteinn Thor
|Gudjonsson
|Hafsteinnthor
|TBD
|-

|-
|10
|Ana
|Torrijos
|s173143
|[[Managing Successful Programmes (MSP)]]
|-

|-
|14
|Marie
|Totland
|s171379
|[[Project Human Resource Management]]
|-

|-
!6
!Malthe
!Muff
!Malthemuff
!Lean Project Management tools
|-

Lean Project Management tools

2018-02-12T08:47:34Z

Malthemuff: /* Principles of Lean Thinking */

Lean Project Management tools

2018-02-12T08:17:33Z

Malthemuff: /* Principles of Lean Thinking */

Lean Project Management tools

2018-02-12T08:15:41Z

Malthemuff: /* Principles of Lean Thinking */

Lean Project Management tools

2018-02-12T08:09:22Z

Malthemuff: /* Project */

Lean Project Management tools

2018-02-12T08:08:23Z