http://wiki.doing-projects.org/api.php?action=feedcontributions&user=Rani+Omar&feedformat=atomapppm - User contributions [en-gb]2024-03-29T08:40:27ZUser contributionsMediaWiki 1.19.0http://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T17:27:12Z<p>Rani Omar: </p>
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<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean Project Management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically eliminates waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean Project Management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project. <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project Management, the customer is always in focus and the delivery meets the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives are for internal or external stakeholders can Lean Project Management simplify the different steps in the project and establish a better efficient project work.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. The shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1930: Henry Ford and the introduction to Flow production=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequential steps, using standardized machines, and assembling the components was the building blocks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customers to purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition, Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS. As the Lean philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project Management?=<br />
When using Lean Project Management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project Management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. On the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean Project Management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the beginning of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentioned before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe is used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean Project Management is that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean Project Management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as following:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean Project Management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project Management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project Management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project Management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stable, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Stakeholder_Management ''Stakeholder Management'']<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T16:56:11Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean Project Management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean Project Management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project. <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project Management, the customer is always in focus and the delivery meets the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders can Lean Project Management simplify the different steps in the project and establish a better efficient project work.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. The shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1930: Henry Ford and the introduction to Flow production=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequential steps, using standardized machines, and assembling the components was the building blocks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customers to purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition, Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS. As the Lean philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project Management?=<br />
When using Lean Project Management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project Management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. On the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean Project Management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the beginning of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentioned before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe is used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean Project Management is that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean Project Management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as following:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean Project Management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project Management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project Management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project Management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stable, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Stakeholder_Management ''Stakeholder Management'']<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T16:43:43Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean Project Management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean Project Management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project Management?=<br />
When using Lean Project Management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project Management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean Project Management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean Project Management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean Project Management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as following:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean Project Management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project Management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project Management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project Management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Stakeholder_Management ''Stakeholder Management'']<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T13:24:42Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean Project Management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean Project Management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project Management?=<br />
When using Lean Project Management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project Management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean Project Management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean Project Management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean Project Management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as following:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean Project Management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project Management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project Management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project Management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T13:20:52Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean Project Management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean Project Management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project Management?=<br />
When using Lean Project Management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project Management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean Project Management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean Project Management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean Project Management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as following:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean Project Management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project Management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project Management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project Management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T13:09:15Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_11.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T13:03:58Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_10.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_11.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_11.pngFile:Lean 11.png2022-03-20T13:03:13Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T13:01:10Z<p>Rani Omar: </p>
<hr />
<div>[[File:Lean_10.png|thumb|400px| The five core principles for Lean Project Management: <ref name=WIKIIN444>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_10.png <i>The five core principles for Lean Project Management</i>]</span> Retrieved 02.03.2022</ref>]]<br />
''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_10.pngFile:Lean 10.png2022-03-20T12:55:12Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T12:34:32Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* Plan-Do-Check-Act (PDCA)<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. Likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles and uses them continuously throughout all phases of the project.<br />
Standardizing the workflow will result in stabile, uninterrupted, and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, 5S, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T12:31:36Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* PDCA<br />
* Kanban<br />
* A3<br />
* 5S<br />
* Poka-Yoke<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles of Lean management and uses them continuously for all phases of the project.<br />
By standardizing the workflow, it is stabilized as a result of uninterrupted and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T12:30:11Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste or optimize a process. An example of some lean tools could be the following:<br />
* PDCA<br />
* Kanban<br />
* hahha<br />
* eiiid<br />
As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles of Lean management and uses them continuously for all phases of the project.<br />
By standardizing the workflow, it is stabilized as a result of uninterrupted and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T12:22:44Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=Conclusion=<br />
By using Lean Project management, the whole project process is seen as a value stream, where the main focus is to deliver value for the end-user. The customer is in focus when defining the value, and all non-value-added activities are eliminated to increase efficiency. likewise, it is essential to create a pull system.<br />
With the help of Kaizen, continuous improvements are made for the project process to increase customer satisfaction. For Lean Project management, the focus is on the five principles of Lean management and uses them continuously for all phases of the project.<br />
By standardizing the workflow, it is stabilized as a result of uninterrupted and predictable project delivery. From Lean Management several tools can be used (like PDCA cycle, Kanban, etc.) to the project process.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:54:27Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:54:12Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:24:23Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Lean_Tools_in_Project_Management ''Lean Tools in Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:22:24Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event''Kaizen Event'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:20:46Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management ''Value Stream Analysis and Mapping for Project Management'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event_-_a_managerial_tool_for_problem-solving ''Kaizen Event - a managerial tool for problem-solving'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:15:49Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Project_Evaluation_and_Selection_for_the_Formation_of_the_Optimal_Portfolio ''Project Evaluation and Selection for the Formation of the Optimal Portfolio'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/The_A3_report ''The A3 report'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Kaizen_Event_-_a_managerial_tool_for_problem-solving ''Kaizen Event - a managerial tool for problem-solving'']<br />
<br />
*[http://apppm.man.dtu.dk/index.php/Agile_Project_Management ''Agile Project Management'']<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:14:14Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> <br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:13:07Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref> Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= rold2021> M. Ronald (2003). <i>Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management</i> Technology Perspectives; 1st edition, ISBN 9780966269710</ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T11:01:35Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: ValueStreamMapParts.png |600px|thumb|center|An example of a value stream mapping (VSM).<ref name=WIKIINNOF2>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:ValueStreamMapParts.png <i>Value Stream Mapping.</i>]</span> Retrieved 18.03.2022</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|7 wastes of LEAN<ref name=WIKIINNOFFE63>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Transportation.png <i>7 wastes of LEAN.</i>]</span> Retrieved 17.03.2022</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|MUDA, MURA and MURI <ref name=WIKIINNOFF632>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_4.jpg <i>MUDA, MURA and MURI.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:48:16Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|240px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|Henry Ford (1922) next hvad er der je skal <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:45:45Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
[[File:Lean_6.jpg|thumb|left|280px|The house of Toyota Production System.<ref name=WIKIINNOFF3>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_6.jpg <i>The house of Toyota Production System.</i>]</span> Retrieved 20.03.2022</ref>]]<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|Henry Ford (1922) next hvad er der je skal <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_6.jpgFile:Lean 6.jpg2022-03-20T10:38:34Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:31:41Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
[[File:Transportation.png|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
[[File:Lean_4.jpg|thumb|210px|left|Henry Ford (1922) next hvad er der je skal <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
====MURA - Unevenness====<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Transportation.pngFile:Transportation.png2022-03-20T10:25:04Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:07:23Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<ref name= internet3>https://backlog.com/blog/lean-management-pros-cons-everything/, accessed: 03-03-2022</ref>.<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:04:19Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shoo1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T10:03:11Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref> <ref name= internet2>https://theleanway.net/muda-mura-muri, accessed: 28-02-2022</ref>.<br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies. <ref name= Shook1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it. <ref name= Shook1999> J. Womack, & D. Jones, (1996). <i> Lean Thinking: Banish Waste and Create Wealth in Your Corporation, </i> Simon & Schuster, ISBN 9780743249270 </ref><br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T09:55:40Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up. <ref name= internet1>https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<ref name= internet1> https://www.lean.org/explore-lean/a-brief-history-of-lean/, accessed: 21-02-2022</ref>.<br />
<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <ref name= Shook1999> J. Shook, & M. Rother, (1999). <i> Learning to See. Value Stream Mapping to add value and Eliminate Muda, </i> Charlies Chapters, ISBN 9780966784305 </ref><br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T09:28:00Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= nik2021> M. Niklas & Å. Pär (2013). <i>DETTE ER LEAN</i> Rheologica Publishing, ISBN 9789198039320 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T09:13:28Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America,<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref> and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<ref name= Jeffrey2021> L. Jeffrey (2021). <i>The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer</i> McGraw-Hill Education, ISBN 9781260468519 </ref><br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T08:57:46Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <br />
<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE1>Wikipedia. <span class="plainlinks">[http://wiki.doing-projects.org/index.php/File:Lean_1.jpg <i>Henry Ford</i>]</span> Retrieved 02.03.2022</ref>]]]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<ref name=Leach2006> Leach, L. P. (2006). <i>Lean Project Management: Eight Principles for Success. Combining Critical Chain Project Management [CCPM] and Lean tools to accelerate project results, </i> BookSurge Publishing; 1st Edition , Boise, Idaho, ISBN 1419644068 </ref><br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T08:48:36Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <ref name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref><br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 02.03.2022</ref>]]]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.<ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T <ref name=WIKIINNOFFE>Wikipedia. <span class="plainlinks">[http://apppm.man.dtu.dk/index.php/File:Fuzzy_Front_End.png <i>Fuzzy Front End.</i>]</span> Retrieved 11.09.2016</ref>]]]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-20T08:39:25Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group. <ref name=Tidd2013> Tidd, J. & Bessant, J. (2013). <i>Managing Innovation - Integrating Technological, Market and Organizational Change, </i>John Wiley & Sons Ltd, 5th Edition, p.405-412, UK, ISBN 978118360637 </ref><br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T ]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T ]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=<br />
<references /></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T08:27:54Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T ]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. [[File:Lean_2.png|thumb|left|320px|The house of TPS]]Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
<br />
[[File: Lean_3.jpg |1600px|thumb|center|Benefits from Kayzen events.]]<br />
<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
[[File:Lean_4.jpg|thumb|300px|Henry Ford (1922) next to the ford model T ]]<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:50:35Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T ]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
[[File:Lean_2.jpg|thumb|left|280px|The house of TPS]]<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=</div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_5.pngFile:Lean 5.png2022-03-19T07:47:33Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_4.jpgFile:Lean 4.jpg2022-03-19T07:47:19Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_3.jpgFile:Lean 3.jpg2022-03-19T07:47:09Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_2.pngFile:Lean 2.png2022-03-19T07:47:01Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:45:00Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
[[File:Lean_1.jpg|thumb|370px|Henry Ford (1922) next to the ford model T ]]<br />
===Before the 19th Century: the end-to-end approach===<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.=== <br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.<br />
<br />
=See also=<br />
<br />
=References=</div>Rani Omarhttp://wiki.doing-projects.org/index.php/File:Lean_1.jpgFile:Lean 1.jpg2022-03-19T07:37:07Z<p>Rani Omar: </p>
<hr />
<div></div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:24:31Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
===Before the 19th Century: the end-to-end approach===<br />
<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
===1900-1927: Henry Ford and the introduction to Flow production.===<br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
===1930-1980: Taiichi Ohno and the Toyota Production System===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
===1990-Pressent: Lean Manufacturing===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. Identify value===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. Map the value flow===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
====MUDA - Uselessness====<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. <br />
Muda Type 2 is divided into seven categories of waste:<br />
<br />
'''1. Transport:''' This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
'''2. Inventory:''' This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
'''3. Motion:''' Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
'''4. Waiting:''' This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
'''5. Overproduction:''' This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
'''6. Over-processing:''' This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
'''7. Defects:''' The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
====MURA - Unevenness====<br />
<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
====MURI - Overburden====<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
===3. Create flow===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
===4. Establish pull===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
===5. Continuous improvement===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.<br />
<br />
=Limitations=<br />
When talking about Lean project management and Lean in general there are some limitations to the methodology. These limitations can be minimized if taken into account. The main limitations are listed as follows:<br />
<br />
'''Time pressure:''' Lean project management demands time to the planning aspect of the project. The current workflow needs to be analyzed with the project group's activities, and this can include gathering data over some time, as well as alignment with group members. A part of Lean is about daily management, there will be a lot of time used on meetings to encourage the team and to discuss the assignments that have been finished, what is next up to be completed, and if any challenges are occurring.<br />
<br />
'''Missing Strategy:''' With the use of Lean tools, a commend challenge is that some organizations lose the overview of the bigger picture. It is important to keep the focus on the actual objective. This can be overcome by creating a charter for each project, as well as a general mission statement.<br />
<br />
'''The implementation of a new culture:''' By using Lean Project management, the first step is taking in having a more lean-oriented business culture. Lean is generally considered an intense way of operating that requires a lot of dedication from employees. The project team is expected to work independently without much direction, which can be challenging if the team is inexperienced. Lean can be overwhelming and is very results-oriented, which can cause stress for some employees. It is therefore important that communication is effective so that all employees can understand why lean is important and in that way adapt easier to a new way to operate. It can therefore be advantageous to invest in the training and education of employees to get them started properly.<br />
<br />
'''A more vulnerable production:''' As mentioned before, Lean uses a 'pull' strategy, which means that the work is delivered as required. If using push the products will be manufactured, with an expectation that the customer will buy is. This can make production more worried about not delivering if there is a bottleneck or resources are low. It is therefore practical for a company to maintain a certain type of storage as a safety net. A risk-assessed analysis with an action plan can be beneficial, which can help with precise planning. There are many project management software that can help with these kinds of assignments in real-time.</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:16:03Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
==='''Before the 19th Century: the end-to-end approach'''===<br />
<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
==='''1900-1927: Henry Ford and the introduction to Flow production.'''===<br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
==='''1930-1980: Taiichi Ohno and the Toyota Production System'''===<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
==='''1990-Pressent: Lean Manufacturing'''===<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
===1. ''' Identify value'''===<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
===2. ''' Map the value flow'''===<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
===MUDA - Uselessness===<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
<br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. This type is divided into seven categories of waste.<br />
<br />
1. Transport: This type of waste involves the cost created with unneeded external movement by individuals or machines of a product or materials. <br />
<br />
2. Inventory: This type of waste is really visible with a VSM. This type of waste involves inefficient inventory management, for the raw material, work-in-order, and finished goods, all resulting in unnecessary costs for storing, transportation, etc.<br />
<br />
3. Motion: Just like the first type of waste, transportation, motion is about the unneeded cost of internal motion by people or machines. This can take the form of repetitious processes and data flow.<br />
<br />
4. Waiting: This type of waste involves the cost of unmet deadlines, or if a machine is not up and running. An example of this can be airplanes, the value an airplane creates comes from flying passengers from one location to another, for each minute the plane is not flying is seen as waiting-waste.<br />
<br />
5. Overproduction: This category is the cost involved with additional storage, wasted materials, and worthless inventory coming from overproduction.<br />
<br />
6. Over-processing: This type of waste is about unnecessary costs coming from unneeded upgrading for a product or a tool that the customers didn’t ask for.<br />
<br />
7. Defects: The last type of waste is about defective products. This can result in expensive repairs and a loss of materials. In general, the early the defective product is identified the lower is the cost. If the defective product is observed under the raw material is better than when a customer complains about the defective product. That is why it can be important to have efficient quality control throughout the production flow.<br />
<br />
<br />
===MURA - Unevenness===<br />
<br />
Mura is the Japanese word for unevenness and is the reason for the presence of any of the mentored wastes. So Mura drives and result in Muda. An example of this could be, in an assembly line, with multiple workstations a product needs to go through before being finished assembled. If one of the workstations operate faster than the following workstation it will result in inventory, overproduction, waiting, etc. That is why targeting mura is important, the workstations need to be evened out. <br />
<br />
===MURI - Overburden===<br />
<br />
The last grouped type of waste is called Muri and it means overburden or beyond one’s power. Muri can, just like Muda, result from Mura, and also in some cases come from an extreme reduction of Muda. Muri exists when the capacity of machines or employe are used for more than 100% to finish a job or in an unsustainable manner. Muri over a timespan can lead to absenteeism of employees, bad conditions, and breakdowns of machines. <br />
<br />
This principle is the most essential action in Lean Project Management because it can visualize all the mentioned waste and identify weaknesses in the project life cycle. <br />
<br />
<br />
<br />
<br />
===3. ''' Create flow'''===<br />
<br />
The third principle is about creating flow, and this can be done by rethinking the project management strategy to be more efficient. Also with the help of the first two principles, can the identified waste be eliminated to create more flow. By grouping the different phases in the project and using project milestones as checkpoints or as a "quality control" to make sure no new waste is conceived as the project moves forward. <br />
<br />
An example of this could be a mishandled backlog and delayed timeline due to a bottleneck in team associate scheduling. With the help of a VSM, we visualize where the weaknesses are and establish better communication across the team members. Once the waste has been identified and removed, the project team can continue the work to prevent future inefficiencies.<br />
<br />
<br />
===4. ''' Establish pull'''===<br />
<br />
The 4th principle in Lean Project Management is about establishing a pull flow. This draws inspiration in Toyota's “just-in-time” concept, where they will first start the manufacturing of a product when the purchase has been made and in that way help factories meet the exact customer demands, as mentioned before. <br />
<br />
Establishing pull can assist teams in different initiatives because it upholds work moving effortlessly through the project life cycle. Initiatives that produce customer-facing products will benefit from this system if they use pull signals to work backward. That way, their team only produces inventory when customers need it. <br />
<br />
<br />
===5. ''' Continuous improvement'''===<br />
<br />
The 5th and final principle of Lean project management are that it is not a one-time thing. Lean is about always striving for the perfect while acknowledging that the perfect is an impossibility. It is therefore always room for improvement. Toyota made continuous improvement with the help of the tool Kaizen, which is a Japanese word for continuous improvement of working practices, personal efficiency, etc. In practice, a Kaizen event will regularly be held where the use of different Lean tools will be used to help analyze the different workflows for waste. As this is an iterative process, the company culture should slowly adapt to Lean and eliminate waste in all places where one can find it.</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:02:48Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
=History=<br />
'''Before the 19th Century: the end-to-end approach'''<br />
<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
'''1900-1927: Henry Ford and the introduction to Flow production.'''<br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
'''1930-1980: Taiichi Ohno and the Toyota Production System'''<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
'''1990-Pressent: Lean Manufacturing'''<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
;1 ''' Identify value'''<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
;2. ''' Map the value flow'''<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.<br />
<br />
'''MUDA - Uselessness'''<br />
<br />
Muda is the Japanese word for uselessness and is often the one with the most focus. For each process step under the manufacturing of a product, we create some value the customer is willing to buy. When talking about Muda, there are two types of Muda, normally called Muda Type 1 and Muda type 2. <br />
'''Muda Type 1:''' All activities that do not directly add value to the product but are necessary for the customer. An example of this could be quality control or safety testing of a product.<br />
<br />
'''Muda Type 2:''' All activities that do not add value to the product and are not necessary for the customer. In general, all Muda Type 2 shall be eliminated. This type is divided into seven categories of waste.<br />
<br />
;3.</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T07:00:27Z<p>Rani Omar: </p>
<hr />
<div>''Developed by Rani Abdul Karim Omar''<br />
<br />
Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
<br />
<br />
=History=<br />
'''Before the 19th Century: the end-to-end approach'''<br />
<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
<br />
'''1900-1927: Henry Ford and the introduction to Flow production.'''<br />
<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
<br />
'''1930-1980: Taiichi Ohno and the Toyota Production System'''<br />
<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
<br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
<br />
'''1990-Pressent: Lean Manufacturing'''<br />
<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
<br />
=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
<br />
;1 '# Identify value'''<br />
<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
<br />
;2. ''' Map the value flow'''<br />
<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Lean_Project_Management_(LPM)Lean Project Management (LPM)2022-03-19T06:54:42Z<p>Rani Omar: </p>
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<div>''Developed by Rani Abdul Karim Omar''<br />
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Lean project management takes into account the lean principles and applies them to project management. <br />
Lean is a philosophy that has the aim to systematically elements waste and add more value. Lean covers a set of tools and techniques that allows companies in almost all areas to streamline their process.<br />
Projects are subject to three main constraints which are scoop, budget, and time. <br />
Lean project management's central objective is to make projects run more efficiently and to deliver better outcomes. Another reason why it is essential is that it provides a lot of other advantages such as the following: <br />
* Increased innovation: Enhance the inventiveness of the project <br />
* Eliminating waste: All non-value-adding process is seen as waste and having a lean approach to the project management aims to minimize all physical waste and non-value-adding times between the steps.<br />
* Improves customer service: With Lean Project management, you always have the customer in focus and deliver what the customer needs.<br />
* Increased quality: By minimizing waste any defects are getting discovered early with the help of quality checks or control.<br />
No matter if the project objectives serve internal or external stakeholders, can Lean project management simplify the different steps in the project and establish a better efficient project group.<br />
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==History==<br />
Adams er en lgte ting<br />
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=History=<br />
'''Before the 19th Century: the end-to-end approach'''<br />
Before the 19th Century, the idea of a production process wasn't introduced to the modern world. By looking from a process point of view all the needed tasks got completed by the end-to-end approach. Business activities like developing, constructing, selling, and distributing the products were completed sequentially for each sale - It can be compared to a small startup business of today. As an example, if a person wanted to buy a shoe, he had to go to the local shoemaker and get a custom-made pair. the shoemaker will thereafter measure the foot, discussing with the customer what material the shoe has to be, and after discussing a price and date to which the shoe has to be picked up.<br />
'''1900-1927: Henry Ford and the introduction to Flow production.'''<br />
Following the industrial revolution, and with the development of machines and assembly lines, was Henry Ford the first person to successfully design a complete production process with the philosophy of "flow". Henry Ford was the owner of Ford Motors Company, and with the invention of the Model T car, sold from 1903 to 1927, was it one of the first cars that the average consumer actually could afford.<br />
Henry Ford took the ideas of process standardization, management planning, and mass production and implemented them into the manufacturing of the Model T. By starting with the raw materials in a moving assembly line and ending with a Finished assembled Model T car, the overall cost and production time were reduced drastically. This concept by breaking down the process into sequence steps, using standardized machines, and assembling the components was the building locks that later resulted in lean manufacturing and a break from the early shop practices.<br />
'''1930-1980: Taiichi Ohno and the Toyota Production System'''<br />
In Japan, following World War II and two atomic bombs were dropped on the cities of Nagasaki and Hiroshima, the country was in an economic crisis with shortages and inflation. <br />
The founder of Toyota Motor Corporation, Kiichiro Toyoda, and the Japanese industrial engineer Taiichi Ohno started to implement a Pull strategy in their production lines, where the manufacturing of a car model first started when the customer made the purchase. This idea was in contrast to the Push strategy, where the manufacturer will produce as many products as possible and expect the customer will purchase them later on. This resulted that the cost associated with storage being minimized. Toyoda observed the circumstances of Ford Motor Company in the 1930s, and it appeared to them that with a series of small innovations and creations would it be possible to provide a more efficient and continuity process flow. By reinventing Henry Ford's initial ideas they created the Toyota Production System (TPS). <br />
This system became a philosophy that shifted the focus from particular machines and their utilization to the value-creating flow and eliminating waste. They develop a set of tools that allowed them to minimize the non-value-adding activities, manufacture the actual volume needed, implement self-monitoring devices to provide the right quality, lining the machines up in process sequence. With the help of all these initiatives and more, it resulted in a shorter lead time for the customers, low cost, high variety, and high quality.<br />
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'''1990-Pressent: Lean Manufacturing'''<br />
In 1990 did Toyota become the best-selling car manufacturer in the United State of America, and had one of the largest market shares in the world. This success has made a huge demand for knowledge about the Toyota way, as it was also called at the time. There is afterward been writing a lot of books and papers investigating the matter, and also in the early 1990’s the word Lean was introduced as another name for TPS.As the Lean Philosophy continues to spread across the world, companies are adapting the tools and principles and developing their own version of Lean. An example could be one of the biggest companies in Denmark Novo Nordisk with their version they call CLEAN (standing for Current LEAN) or the danish Meditech company Radiometer Medical with their version Danaher Business Systems (DBS).<br />
Today is Lean concepts also used in other areas than manufacturing, Lean thinking is used in logistics and distribution, services, retail, healthcare, construction, and also in Project Management.<br />
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=How to use Lean Project management?=<br />
When using Lean project management, the focus is on minimizing as much waste as possible and creating a corporate culture that adapts these principles to be more effective. Lean Project management has five main principles.<br />
'''# Identify value'''<br />
The first principle is about identifying the value of the product, or service.<br />
This step can be completed by recognizing the project's stakeholders or the with help of stakeholder management. When a project is formed can the key deliverables be for internal stakeholders, or it can be for external stakeholders. An example of an internal stakeholder could be a district director that has a stake in the project's key deliverables and is a shareholder of the project. on the other hand, an external stakeholder could be a customer that purchases the product or service. The external stakeholder is not directly involved with a company but is impacted by the activities, like the quality of the product. When the stakeholder is identified, and the knowledge of who has a stake in the project key deliveries is comprehended, their can better be decide how to make it more valuable.<br />
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'''# Map the value flow'''<br />
The second principle in Lean project management is about developing a Value stream mapping or VSM. Basically, a VSM is a tool, originally used by Toyota, to create an overview of all the value-adding, and non-value-adding processes. VSM is a visual tool that applies diagrams of the current flow and of the ideal flow from the begging of the project to its fulfillment. The figure below shows how a VSM is made.<br />
As mentored before, Lean is about eliminating waste in the process flow, and by comparing the two VSM, the one of the current flow and one of the ideal flow, the waste can be recognized for each project management step to increase the efficiency. <br />
When Toyota created the VSM, they grouped waste into three types they called Muda, Mura, and Muri.</div>Rani Omarhttp://wiki.doing-projects.org/index.php/Why,_How,_What_(The_Golden_Circle_Model)Why, How, What (The Golden Circle Model)2022-03-19T06:48:49Z<p>Rani Omar: </p>
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<div>''Developed by Ugur Erman''<br />
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==Abstract==<br />
[[File:WHY.png|thumb|350px|right|'''Figure 1''': An image highlighting the components of the model: WHY, HOW and WHAT. The image shows that purposeful projects are driven when project managers and team members think from inside out (from WHY to WHAT). <ref name="HOW" />]]<br />
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One of the key things for a project manager, in regard to doing projects, is to establish a strong vision. By establishing the purpose of the project, the vision enables the team members of the projects to collaborate, it gives them a direction and it gives the team members a great opportunity to develop and grow. By having a purpose of a project, it becomes possible to answer why the project is being done in the first place. <ref name="HOW">Geraldi, Joana et al., '''How to DO Projects Vision''', Version 0.5. BETA VERSION, 2016. p. 4.</ref><br />
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According to Best Management Practice, a vision is "a picture of a better future". <ref name="BMP">Best Management Practice, '''Managing Succesful Programmes''', 2011 Edition. p. 53-58.</ref> There are several ways to establish a vision of a project and one of them is by asking: WHY? Simon Sinek, a British-American author and marketing consultant is the person who has developed The Golden Circle Model. This model consists of the questions WHY, HOW and WHAT.<br />
According to Sinek, every organization and leader know WHAT they are doing, some know HOW they do it and very few know WHY they are doing it. And by WHY (according to Sinek) very few organizations and leaders know the purpose of the things they are doing.<br />
As a result, Sinek finds that the way unsuccessful organizations and leaders think is from outside in (from WHAT to WHY). In contrast, the more inspiring and successful organizations and leaders think from inside out (from WHY to WHAT). <ref name="HOW" /> <ref name="TED"> TED. ''Simon Sinek: Hvordan store ledere inspirerer til handling''. [ONLINE] Available at: https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=da#t-180980, [Accessed 12 February 2018].</ref><br />
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In the following of this article, several aspects of the model will be treated, such as<br />
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# A more detailed explanation of the model.<br />
# How the model can be applied in regard to project management.<br />
# The limitations of the model.<br />
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==Big Idea==<br />
In this section of the article the Golden Circle Model will be explained and the points that the model itself states will also be included in this section.<br />
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The Golden Circle model is a model that can be used in a variety of ways. It can be used by organizations, by people every day and by leaders among others. The leader can be the CEO of a company or it can be a project manager among others. The model is designed by Simon Sinek and it consists of 3 parts: WHY, HOW and WHAT.<br />
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The WHAT part of the model describes - as the name states - WHAT is being done in the project. HOW describes HOW the WHAT part of the project is conducted. However, the WHY part of the model is the purpose of the project. It states WHY the WHAT part of the project is being done.<br />
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According to Sinek, everyone knows WHAT they are doing, some people know HOW they do it, but very few people know WHY they do it. The question "WHY?" shall not be answered with something as making money, since that is a result of the things that are being done. However by asking WHY, the purpose of the project and its cause and belief shall be defined. <ref name="SINEK">Sinek, Simon, '''Start With Why: How Great Leaders Inspire Everyone to Take Action''', 2009, Portfolio. ISBN 978-1-59184-280-4.</ref><br />
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The Golden Circle Model states that the way most people are thinking is from WHAT to WHY, which corresponds to from outside in, since it is easier to go from things that are most clear (WHAT) to things that are most difficult to understand and thus the fuzziest things (WHY). In contrast to those people, inspired leaders including project managers and other inspired people think from WHY to WHAT - from inside out and they are the ones who will drive projects purposefully.<br />
The inspired leaders who know WHY they do the projects will not only be successful, but they will be able to sustain the success and be able to grow continuously. On the other hand, the leaders who begin to lose the idea of WHY the projects are done - the purpose and belief of the project, those are the ones who will experience lack of loyalty and inspiration among the co-workers and team members. When the loyalty and inspiration among the co-workers are lost, the leader will (according to the model) most likely make use of manipulation rather than inspiration to motivate behavior. <ref name="SINEK"/><br />
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[[File:BRAIN.png|thumb|350px|right|'''Figure 2''': Relationship between the Golden Circle Model and the human brain. The WHAT part of the Golden Circle corresponds with the neocortex whereas both HOW and WHY correspond with the limbic brain. <ref name="SINEK" />]]<br />
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The Golden Circle Model is not just a model that help leaders and project managers to communicate to successfully drive a project. The model is closely related to the human biology and especially the human brain. The WHAT part of the model that a leader uses corresponds with the neocortex, a part of the brain that is responsible for analytical thought among others. However, both HOW and especially WHY corresponds with the limbic brain which is responsible for feelings such as loyalty.<br />
When leaders communicate from outside in, they are able to connect with their co-workers in terms of information. The downside of this way of communicating a vision is that it will not drive behavior. On the other hand, when leaders communicate the vision from inside out, it triggers the part of the human brain that is responsible for decision making and it will thus drive the behavior of the participants of the project. <ref name="SINEK" /><br />
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===Clarity, Discipline and Consistency===<br />
In his model, Sinek explains something he calls the Clarity of WHY, the Discipline of HOW and the Consistency of WHAT. He believes that everything starts with clarity, meaning that the inspiring leaders need to know WHY the WHATs are being done. They also need to clearly articulate the WHY to their co-workers since the co-workers need to know WHY they have to be part of a project and WHY they have to passionately work for the project.<br />
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With the discipline of HOW, Sinek believes that the HOWs are the values and principles that will help leaders and the team members to successfully bring the purpose of the project to life. The discipline of HOW is important when things seem to go wrong. When a leader is able to hold his or her team members accountable to the values and principles, it will inspire and enhance team members to team work and work more passionately.<br />
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As stated earlier, WHY is the purpose and belief of the project and the HOWs are the actions. The WHATs however are the results of the HOWs. Since team members buy WHY they do things rather than WHAT they do, it is - according to the model - important that the WHATs are consistent. When the WHATs are consistent, the people that a leader inspires will most likely believe the purpose of the project, the WHY.<br />
With consistency of WHAT comes authenticity. Authenticity basically means that the Golden Circle is in balance, meaning that both the leader and the team members believe the things that are being said and done. When the Golden Circle is not in balance however, then stress and uncertainty take place. Sinek does not believe that authenticity is an absolute must in terms of having success, but it will definitely help. However, without a clear definition of the WHY of a project, the project itself cannot have an authenticity. <ref name="SINEK" /><br />
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===Example 1===<br />
In the late nineteenth century the new technology was to create an airplane. The most well-known people in this regard are Samuel Pierpont Langley and the Wright brothers. The Wright brothers are the ones who are actually credited for inventing the world's first successful airplane in 1903. <ref name="WRIGHT" /> <ref name="LANGLEY" /><br />
Langley graduated from high school and worked as a professor of mathematics at a university. Langley was a well-connected man and he was well funded. He was able to assemble a great team around him to create the world's first successful airplane. The team members included well-known engineers and the team had access to good resources in terms of materials. On the other hand, the Wright brothers did attend high school for three years, but they did not get their diploma. Their team included people who did not graduate college and even people who did not graduate high school. Unlike Langley, they were not well funded. The only source of money they had access to, was the money they made during the time they worked at their bicycle shop. <ref name="WRIGHT"> Wikipedia. ''Wright brothers''. [ONLINE] Available at: https://en.wikipedia.org/wiki/Wright_brothers, [Accessed 16 February 2018].</ref> <ref name="LANGLEY"> Wikipedia. ''Samuel Pierpont Langley'', [ONLINE] Available at: https://en.wikipedia.org/wiki/Samuel_Pierpont_Langley, [Accessed 16 February 2018].</ref><br />
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When an overview is taken of the situations, Samuel Pierpont Langley was the person who had the best chances of having success. However, the Wright brothers were the first ones to succeed in 1903. According to Sinek, one advantage that the Wright brothers had over Langley was that they had inspiration and they were able to inspire others. The Wright brothers were inspired and motivated by a belief and a purpose - or in other words, they started with a WHY - where they also inspired their team members to drive behavior. Despite several failed attempts, the Wright brothers and their team did not give up because there was a clarity of WHY. In contrast, Langley started and was motivated by WHAT. He was more concerned with becoming famous and wealthy. Because the Wright brothers started with WHY and because they were thinking from inside out, they were the ones who succeeded. <ref name="TED" /><br />
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===Example 2===<br />
One of the most influential persons in the twentieth century is Dr. Martin Luther King Jr., who in 1963 in Washington D.C. gave his "I Have a Dream" speech as the leader of the civil rights movement. The speech was given in order to address the inequality and segregation that America was facing in the 1960s. At that time 250,000 civil rights supporters showed up and the speech itself was and still is considered as a defining moment of the civil rights movement. <ref name="DREAM"> Wikipedia. ''I Have a Dream'', [ONLINE] Available at: https://en.wikipedia.org/wiki/I_Have_a_Dream, [Accessed 16 February 2018]</ref><br />
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One might ask why Dr. King was so successful with his speech. Surely there were other people at that time who were thinking the same as Dr. King and surely were there other people who knew WHAT needed to be done as Dr. King knew. The way Dr. King was able to distinguish himself from others was through his clarity of WHY. He was able to clearly articulate WHY things needed to change and it inspired other people to believe the same as he did. Dr. King was not necessarily able to inspire people in terms of HOW the WHATs should be done, but he surely did inspire them in terms of WHY things needed to change. The people who showed up heard his beliefs, they were touched by them and they were incorporating the ideas into their own lives. <ref name="TED" /><br />
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==Applications==<br />
[[File:INNO.png|thumb|500px|right|'''Figure 3''': Diffusion of Innovations. The population can be divided into 5 categories: Innovators, Early Adopters, Early Majority, Late Majority and Laggards. <ref>Medium. 2015. ''Start with Why: Law of Diffusion of Innovations (Chapter 7 & 8)''. [ONLINE] Available at: https://medium.com/@seancrawford21/start-with-why-law-of-diffusion-of-innovations-chapter-7-8-1b8f2a2555ba, [Accessed 20 February 2018]</ref>]]<br />
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As it has been stated earlier, the Golden Circle Model can be applied by leaders on different levels. The leader can among others be the CEO of a company or it can be the project manager of a project team. No matter what level the leader is on, it is important to inspire people to believe the belief and purpose of the ideas a leader might have in order to create behavior.<br />
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In this regard the Golden Circle Model is related to the Law of Diffusion of Innovation, a theory described by Everett Rogers which tells why, how and at what rate ideas spread. <ref name="INNO">Wikipedia. ''Diffusion of Innovations''. [ONLINE] Available at: https://en.wikipedia.org/wiki/Diffusion_of_innovations, [Accessed 20 February 2018]</ref><br />
According to the theory, the population can be divided into 5 categories: 2.5 % Innovators, 13.5 % Early Adopters, 34 % Early Majority, 34 % Late Majority and 16 % Laggards.<br />
Basically, the innovators are the part of the population who are willing to pursue and come up with a new idea quickly and they are the ones who think differently from most people. The early adopters are somehow similar to the innovators, but they generally do not come up with new ideas, but they welcome new ideas. The early adopters are followed by the early majority and the late majority which are somewhat similar, but the late majority people are normally more skeptical to new ideas compared to the early majority. The early majority people are the ones who feel safer when other people have pursued an idea before them. The laggards on the other hand are people who are more comfortable with how things are at the concerned time. They appreciate traditions more than new ideas. <ref name="INNO" /> <ref name="SINEK" /><br />
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Obviously, when a leader presents a new idea or a new project, the leader will face people who believe in the idea or in the project more than other people do. It is also to be noted that one person might believe in one idea presented, but the same person might not believe another idea which is presented. Therefore, people who are considered early adopters for one idea might be considered late majority when it comes to another idea, since different people believe in different things. One might ask: "How and to which group should the leader then articulate the WHY?"<br />
Looking at figure 3, it is evident that the laggards are the one furthest to the right. Therefore, the more a leader speaks to people on the right side of the curve in figure 3, the less is the leader inspiring to make people believe the purpose of the idea - the WHY. When a leader is trying to use the Golden Circle Model to inspire people, the early adopters should be the first type of people, who the manager appeals to, since the leader is categorized as an innovator and because the early adopters do not come up with new ideas, but they tend to quickly pursue new ideas. Since the early majority and late majority are somehow dependent on the early adopters (they become safer when others pursue an idea), a more global understanding and acceptance of the idea will happen and thus it will create a more global inspiration and behavior in the group, the leader is trying to inspire.<br />
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The leader should aim for the so-called tipping point. This is a point where the spread of the WHY happens at a rapid pace and where most people accept and believe the idea. According to the Diffusion of Innovations, this will happen when approximately 15-18 percent of the people that the leader is trying to inspire are inspired. This percentage of the people should be furthest to the left on the curve in figure 3. This percentage of the inspired people are the ones who believe the WHY and to purposefully drive a project or an idea, the leader must start with WHY. <ref name="SINEK" /><br />
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==Limitations==<br />
Although the Golden Circle Model seems to be a model that can be widely used among leaders, it is not a perfect tool. Simon Sinek states that organizations and leaders who have a clear WHY and who think from inside out are successful. However, one might ask whether this is true or not. Although Sinek makes several points and gives several examples of companies and people who have been thinking from inside out, there is no empirical data backing up his statements. Even though it seems to make sense that a clear WHY can drive behavior, it is not proved that a company or a leader who start with WHAT or HOW has not been able to drive projects or a company successfully.<br />
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According to Best Management Practice (BMP), there are several things that characterize a good vision. One of them is that the vision should be easy to understand for the stakeholders and that the vision should be written "... with the broadest groupings of stakeholders as the target audience" <ref name="BMP" />. When the Golden Circle Model is held up against the good vision characteristics from BMP, it is evident that the Golden Circle Model is lacking in this regard. The model itself does not really take stakeholders directly into account. It is more focused on inspiring people to believe what a leader believes. Obviously, the people might include the stakeholders as well. However, this is not clearly articulated in the model and it can therefore easily be assumed that the model does not take stakeholders into account.<br />
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When the vision subject is treated more broadly, it is difficult to compare the Golden Circle Model to the status quo of the standards. Looking at ISO 21500:2013, it is evident that there is no clear definition of a vision and what a vision needs to include <ref>ISO 21500:2013 </ref>. The standards, however, has a part that deals with the vision subject in terms of the strategy of an organization. Therefore, it can be said that the Golden Circle Model is not a part of the standards, but it extents them. The model itself cannot necessarily be used in terms of an organization as a whole, but it can definitely be used in terms of the projects that an organization conducts.<br />
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As it is mentioned above, the statements from Simon Sinek are not backed up by empirical data and he is the only person who speaks about the model. It is important to critically evaluate some of the statements he makes about the model, but especially the relationship between the model and the human brain. Even though it seems to make sense that different parts of the brain trigger different things, it is to be noted that the brain is a complex system. Therefore, it might not be that easy to say what part of the brain drives behavior and what part of the brain is responsible for gathering information, since it might be a complex combination of different parts of the brain that, for instance, are responsible for behavior. <br />
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==Annotated bibliography==<br />
*Sinek, Simon, '''Start With Why: How Great Leaders Inspire Everyone to Take Action''', 2009, Portfolio. ISBN 978-1-59184-280-4.<br />
This book is written by Simon Sinek himself. In this book, different aspects of the Golden Circle Model are treated. There is a blend of explanation of the theory of the Golden Circle Model with lots of examples. Sinek is quite often using Apple as an example in order to show and tell the reader of the book how Apple has differentiated themselves by starting with WHY.<br />
The book does not only cover the model in regard to how leaders should inspire people. Readers can also find a section of the book where it is explained how the model can represent the structure of a company or an organization.<br />
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*Best Management Practice, '''Managing Succesful Programmes''', 2011 Edition.<br />
In this book, different aspects of managing programs are covered. In regard to this article, there is a small section about the vision perspective, where the reader can get information about what a vision is and what a good vision should include. Additionally, readers can get information from this book about different program management principles, risk management, leadership and stakeholder engagement.<br />
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*ISO 21500:2013.<br />
This document is the standards on project management. The standards provide a guidance on project management. These standards include several definitions related to projects and project management. The chapters of this document are split into 4 parts: Scope, terms and definitions, project management concepts and project management processes. One thing that the reader cannot directly find information about in these standards is vision and what a vision should include. The vision part is only covered in these standards in terms of how organizations establish a strategy based on several things including the vision.<br />
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==References==<br />
<references/></div>Rani Omar