Lean Tools in Project Management - Revision history

Tkokotas at 15:49, 18 December 2018

2018-12-18T15:49:46Z

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	~~[[Category:Project Management]][[Category:Management]][[Category:Lean Management]][[Category:Visual tools‏‎]]~~		''Developed by Thomas Børgesen Bachmann''


	The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].		The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].

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	== References ==		== References ==
	<references/>		<references/>

			[[Category:Project Management]][[Category:Management]][[Category:Lean Management]][[Category:Visual tools‏‎]]

Tkokotas at 21:14, 24 October 2018

2018-10-24T21:14:54Z

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	[[Category:Project Management]][[Category:Management]][[Category:Lean Management]][[Category:Visual ~~Tools~~]]		[[Category:Project Management]][[Category:Management]][[Category:Lean Management]][[Category:Visual tools‏‎]]
	The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].		The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].

Tkokotas at 17:11, 23 October 2018

2018-10-23T17:11:41Z

← Older revision		Revision as of 17:11, 23 October 2018
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	[[Category:Project Management]][[Category:Management]][[Category:Lean ~~Program~~ Management]][[Category:Visual Tools]]		[[Category:Project Management]][[Category:Management]][[Category:Lean Management]][[Category:Visual Tools]]
	The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].		The philosophy of Lean Thinking was originally applied in the automotive industry. Later it became clear that the philosophy was not only applicable in relation to the automotive industry, but it could also be used in other industries. This article covers the basic principles of Lean Thinking in relation to Project Management. The overall purpose is to give an overview of Lean Thinking. This will include a description of the background of Lean Thinking, a description of non-value activities together with tools and techniques applied in Lean Thinking. Additionally some examples will be given in how to approach Lean Tools in [https://en.wikipedia.org/wiki/Project_management Project Management].

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2015-09-29T05:49:26Z

Lean Tools in Project Management

← Older revision		Revision as of 05:49, 29 September 2015
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	== Lean Tools in Project Management ==		== Lean Tools in Project Management ==

	This section covers The Lean Tools that can be applied in [http://apppm.man.dtu.dk/index.php/Lean_Project_Management Lean Project Management]. These tools, which are described below, help to reduce the waste and the variation of the processes. Furthermore these tools can help to identify potential improvement of processes and assist to a better understanding of the products life cycle. Not every "Lean" tool is applicable in Project Management, but some of them are amd those are listed below. <ref name="TBB5"></ref>		This section covers The Lean Tools that can be applied in [http://apppm.man.dtu.dk/index.php/Lean_Project_Management Lean Project Management]. These tools, which are described below, help to reduce the waste and the variation of the processes. Furthermore these tools can help to identify potential improvement of processes and assist to a better understanding of the products life cycle. Not every "Lean" tool is applicable in Project Management, but some of them are amd those are listed below. <ref name="TBB5">Leading and Managing The Lean Management Process, Fliedner, Gene, 2011, Business Expert Press, New York, ISBN 978-1606492482</ref>

	==== Value Stream Mapping ====		==== Value Stream Mapping ====
	[[File:VSM.jpg‎\|300px\|thumb\|right\|Fig 2: Detailed Map of Value Stream.]]		[[File:VSM.jpg‎\|300px\|thumb\|right\|Fig 2: Detailed Map of Value Stream.]]

	Visual Management in Project Management provides a lot of information quickly. Furthermore it's easier to remember information when it's presented visually. Value Stream Mapping (VSM) is a visual technique to map the current processes. VSM gives a current state view of the processes and gather information as; cycle times, inventory levels, down times, material flows and information flows. This technique can be used in different levels, such as the entire supply chain or a production area. The tool maps all the non-valued activities as well as all the valued activities. The target is to achieve a future state sceneria by using other lean tools. Figure 2 shows a very detailed plan of a Value Stream. The Map informs many different common VSM symbols, which are used to portray material and information flow. <ref name="TBB5">~~''Lean Thinking''. By James P. Womack and Daniel T. Jones: 2003. ISBN 978-0743249270~~</ref>		Visual Management in Project Management provides a lot of information quickly. Furthermore it's easier to remember information when it's presented visually. Value Stream Mapping (VSM) is a visual technique to map the current processes. VSM gives a current state view of the processes and gather information as; cycle times, inventory levels, down times, material flows and information flows. This technique can be used in different levels, such as the entire supply chain or a production area. The tool maps all the non-valued activities as well as all the valued activities. The target is to achieve a future state sceneria by using other lean tools. Figure 2 shows a very detailed plan of a Value Stream. The Map informs many different common VSM symbols, which are used to portray material and information flow. <ref name="TBB5"></ref>

	==== Kaizen ====		==== Kaizen ====
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	==== Poka-Yoke ====		==== Poka-Yoke ====
	[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. Poka-Yoke makes sure that a machine cannot work before the right instructions are being followed. For instance, plugging a battery into headphones. The headphones do not allow the process to begin before the battery is placed correctly. This forces the user to pay attention to the instructions and use the product in the right way. A wrong setup of the product will not make any harm to the product, but will only prevent the user from using it. Another example is shown in figure 3, where the image shows how it is only possible to plug in the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>.		[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. Poka-Yoke makes sure that a machine cannot work before the right instructions are being followed. For instance, plugging a battery into headphones. The headphones do not allow the process to begin before the battery is placed correctly. This forces the user to pay attention to the instructions and use the product in the right way. A wrong setup of the product will not make any harm to the product, but will only prevent the user from using it. Another example is shown in figure 3, where the image shows how it is only possible to plug in the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>. <ref name="TBB5"></ref>

	=== Summary ===		=== Summary ===
	The explanation and the description of the applicable Lean Tools for Project Management listed above give an idea of how to approach these tools. These can be used as analytical methods as well as planning- and problem-solving approaches. <ref>~~Leading and Managing The Lean Management Process, Fliedner, Gene, 2011, Business Expert Press, New York, ISBN 978-1606492482~~ </ref>		The explanation and the description of the applicable Lean Tools for Project Management listed above give an idea of how to approach these tools. These can be used as analytical methods as well as planning- and problem-solving approaches. <ref name="TBB5"></ref>

	The following factors in Lean Tools can be applied in Project Management:		The following factors in Lean Tools can be applied in Project Management:

S117318: /* Lean Tools in Project Management */

2015-09-29T05:46:57Z

Lean Tools in Project Management

S117318: /* Elimination of Waste */

2015-09-29T05:42:39Z

Elimination of Waste

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	\|-		\|-
	!Waste in Lean Thinking <ref>Toyota Production System, Ohno, Taiichi, 1988, Productivity Press ISBN 978-0915299140 </ref>		!Waste in Lean Thinking <ref>Toyota Production System, Ohno, Taiichi, 1988, Productivity Press ISBN 978-0915299140 </ref>
	!Waste in Project Management <ref name="TBB2">http://projectmanagement.atwork-network.com/2012/03/16/lean-tools-and-techniques-for-project-management/ accessed: 23-09-2015</ref>		!Waste in Lean Project Management <ref name="TBB2">http://projectmanagement.atwork-network.com/2012/03/16/lean-tools-and-techniques-for-project-management/ accessed: 23-09-2015</ref>
	\|-		\|-
	\| - '''Transportation''', every time a product is moved. Damaging of products, delays, etc.		\| - '''Transportation''', every time a product is moved. Damaging of products, delays, etc.

S117318 at 21:30, 28 September 2015

2015-09-28T21:30:27Z

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	\|}		\|}

	The 7 different types of waste in Lean Thinking are related to the production. In Lean Project Management some similar types of waste can be found such as; Waiting, Over Processing and Defective Processes, as these are related to the planning and management of the ~~Project~~.		The 7 different types of waste in Lean Thinking are related to the production. In Lean Project Management some similar types of waste can be found such as; Waiting, Over Processing and Defective Processes, as these are related to the planning and management of the project.

	As a Project Manager it is crucial to classify all processes. When all processes have been classified, the Project Manager has to identify which processes create value and which does not. Once all non-value activities have been identified, the manager must go to a detailed classification by using the table listed above. That helps to find out what kind of waste is the biggest bottleneck and at that point it is possible to make a project plan which systematically eliminates the bottlenecks/waste.		As a Project Manager it is crucial to classify all processes. When all processes have been classified, the Project Manager has to identify which processes create value and which does not. Once all non-value activities have been identified, the manager must go to a detailed classification by using the table listed above. That helps to find out what kind of waste is the biggest bottleneck and at that point it is possible to make a project plan which systematically eliminates the bottlenecks/waste.

S117318: /* Poka-Yoke */

2015-09-28T19:06:51Z

Poka-Yoke

← Older revision		Revision as of 19:06, 28 September 2015
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	==== Poka-Yoke ====		==== Poka-Yoke ====
	[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. Poka-Yoke makes sure that a machine cannot work before the right instructions are being followed. For instance, plugging a battery into headphones. The headphones do not allow the process to begin before the battery is placed correctly. This forces the user to pay attention to the instructions and use the product in the right way.A wrong ~~use~~ of the product will not make any harm to the product, but will only prevent the user from using it. Another example is shown in figure 3, where the image shows how it is only possible to plug in the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>.		[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. Poka-Yoke makes sure that a machine cannot work before the right instructions are being followed. For instance, plugging a battery into headphones. The headphones do not allow the process to begin before the battery is placed correctly. This forces the user to pay attention to the instructions and use the product in the right way. A wrong setup of the product will not make any harm to the product, but will only prevent the user from using it. Another example is shown in figure 3, where the image shows how it is only possible to plug in the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>.

	=== Summary ===		=== Summary ===

S117318: /* Poka-Yoke */

2015-09-28T19:04:04Z

Poka-Yoke

← Older revision		Revision as of 19:04, 28 September 2015
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	==== Poka-Yoke ====		==== Poka-Yoke ====
	[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. For instance, ~~plug in~~ a battery into headphones. The ~~“Poka-Yoke” means that the~~ headphones do not allow the process to begin ~~after~~ the ~~mistakes has occurred~~. ~~Therefore~~ the user of the ~~headphones cannot listen~~ to ~~music before~~ the ~~battery is placed correctly~~. Another example is shown in figure 3, where the image shows how ~~its~~ only possible to ~~plugin~~ the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>.		[https://en.wikipedia.org/wiki/Poka-yoke Poka-Yoke] is a Japanese tool, which helps the workers to avoid mistakes. Poka-Yoke makes sure that a machine cannot work before the right instructions are being followed. For instance, plugging a battery into headphones. The headphones do not allow the process to begin before the battery is placed correctly. This forces the user to pay attention to the instructions and use the product in the right way.A wrong use of the product will not make any harm to the product, but will only prevent the user from using it. Another example is shown in figure 3, where the image shows how it is only possible to plug in the power outlet in one way. <ref> http://www.lsvgroup.com/site/index.php/da/viden-om-1/vaerktojer/147-poka-yoke-1, accessed: 26-09-15</ref>.

	=== Summary ===		=== Summary ===

S117318: /* Elimination of Waste */

2015-09-28T18:47:56Z

Elimination of Waste

← Older revision		Revision as of 18:47, 28 September 2015
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	The 7 different types of waste in Lean Thinking are related to the production. In Lean Project Management some similar types of waste can be found such as; Waiting, Over Processing and Defective Processes, as these are related to the planning and management of the Project.		The 7 different types of waste in Lean Thinking are related to the production. In Lean Project Management some similar types of waste can be found such as; Waiting, Over Processing and Defective Processes, as these are related to the planning and management of the Project.

	As a Project Manager it is crucial to classify all processes. When all processes have been classified, the Project Manager has to identify which processes create value and which does not. Once all non-value activities have been identified, the manager must go to a detailed classification by using the table listed above. That helps to find out what kind of waste is the biggest bottleneck and at that point it is possible to ~~start~~ a ~~Project Plan~~ which systematically eliminates the bottlenecks/waste.		As a Project Manager it is crucial to classify all processes. When all processes have been classified, the Project Manager has to identify which processes create value and which does not. Once all non-value activities have been identified, the manager must go to a detailed classification by using the table listed above. That helps to find out what kind of waste is the biggest bottleneck and at that point it is possible to make a project plan which systematically eliminates the bottlenecks/waste.

	== Lean Tools in Project Management ==		== Lean Tools in Project Management ==

← Older revision		Revision as of 05:46, 29 September 2015
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	== Lean Tools in Project Management ==		== Lean Tools in Project Management ==

	This section covers The Lean Tools that can be applied in [http://apppm.man.dtu.dk/index.php/Lean_Project_Management Lean Project Management]. These tools, which are described below, help to reduce the waste and the variation of the processes. Furthermore these tools can help to identify potential improvement of processes and assist to a better understanding of the products life cycle. Not every "Lean" tool is applicable in Project Management, but some of them are amd those are listed below. <ref name="~~TBB2~~"></ref>		This section covers The Lean Tools that can be applied in [http://apppm.man.dtu.dk/index.php/Lean_Project_Management Lean Project Management]. These tools, which are described below, help to reduce the waste and the variation of the processes. Furthermore these tools can help to identify potential improvement of processes and assist to a better understanding of the products life cycle. Not every "Lean" tool is applicable in Project Management, but some of them are amd those are listed below. <ref name="TBB5"></ref>

	==== Value Stream Mapping ====		==== Value Stream Mapping ====
	[[File:VSM.jpg‎\|300px\|thumb\|right\|Fig 2: Detailed Map of Value Stream.]]		[[File:VSM.jpg‎\|300px\|thumb\|right\|Fig 2: Detailed Map of Value Stream.]]

	Visual Management in Project Management provides a lot of information quickly. Furthermore it's easier to remember information when it's presented visually. Value Stream Mapping (VSM) is a visual technique to map the current processes. VSM gives a current state view of the processes and gather information as; cycle times, inventory levels, down times, material flows and information flows. This technique can be used in different levels, such as the entire supply chain or a production area. The tool maps all the non-valued activities as well as all the valued activities. The target is to achieve a future state sceneria by using other lean tools. Figure 2 shows a very detailed plan of a Value Stream. The Map informs many different common VSM symbols, which are used to portray material and information flow.		Visual Management in Project Management provides a lot of information quickly. Furthermore it's easier to remember information when it's presented visually. Value Stream Mapping (VSM) is a visual technique to map the current processes. VSM gives a current state view of the processes and gather information as; cycle times, inventory levels, down times, material flows and information flows. This technique can be used in different levels, such as the entire supply chain or a production area. The tool maps all the non-valued activities as well as all the valued activities. The target is to achieve a future state sceneria by using other lean tools. Figure 2 shows a very detailed plan of a Value Stream. The Map informs many different common VSM symbols, which are used to portray material and information flow. <ref name="TBB5">''Lean Thinking''. By James P. Womack and Daniel T. Jones: 2003. ISBN 978-0743249270</ref>

	==== Kaizen ====		==== Kaizen ====
	While Value Stream Mapping gives an overview of the current activities, [https://en.wikipedia.org/wiki/Kaizen Kaizen Events] are useful for conducting the improvements of the activities. Kaizen events are generally a short-term project, which takes place in a period of 3 - 5 days. The objective is to improve a minor process and the scope is limited. Workers, which are closest to the current process, are key players in these projects. New strategies, techniques and equipment are not introduced in these events, but are introduced in [https://en.wikipedia.org/wiki/Kaikaku Kaikaku] Events, where the scope is larger and the more radical changes are made.		While Value Stream Mapping gives an overview of the current activities, [https://en.wikipedia.org/wiki/Kaizen Kaizen Events] are useful for conducting the improvements of the activities. Kaizen events are generally a short-term project, which takes place in a period of 3 - 5 days. The objective is to improve a minor process and the scope is limited. Workers, which are closest to the current process, are key players in these projects. New strategies, techniques and equipment are not introduced in these events, but are introduced in [https://en.wikipedia.org/wiki/Kaikaku Kaikaku] Events, where the scope is larger and the more radical changes are made. <ref name="TBB5"></ref>

	==== The Gemba Walk ====		==== The Gemba Walk ====
	[https://en.wikipedia.org/wiki/Gemba Gemba Walk] is a powerful tool, where the Lean Manager physically visits the production floor. The manager goes to the production and walks through the entire value stream. There are a number of reasons why this is a great tool, for instance; The Lean Manager is not familiar with the process and have another view of the process. Furthermore, when the Lean Manager visits the production floor it gives a positive motivation impact on the employee and who feels valued by the attention from the manager. By using Gemba Walk avoid you PowerPoint presentations and get in more direct touch with the problems.		[https://en.wikipedia.org/wiki/Gemba Gemba Walk] is a powerful tool, where the Lean Manager physically visits the production floor. The manager goes to the production and walks through the entire value stream. There are a number of reasons why this is a great tool, for instance; The Lean Manager is not familiar with the process and have another view of the process. Furthermore, when the Lean Manager visits the production floor it gives a positive motivation impact on the employee and who feels valued by the attention from the manager. By using Gemba Walk avoid you PowerPoint presentations and get in more direct touch with the problems. <ref name="TBB5"></ref>

	==== System Optimization ====		==== System Optimization ====
	[[File:PokaYoke.jpg‎\|200px\|thumb\|right\|Fig 3: Example of Poka Yoke.]]		[[File:PokaYoke.jpg‎\|200px\|thumb\|right\|Fig 3: Example of Poka Yoke.]]
	This tool is a part of the Value Stream Mapping. Optimization is not only important on a particular workstation of a specific area, but affects the entire value stream. Therefore it is important to identify how an improvement on one workstation will affect other workstations. The goal is to create improvements without affecting other areas by integrating the change to the rest of the value stream.		This tool is a part of the Value Stream Mapping. Optimization is not only important on a particular workstation of a specific area, but affects the entire value stream. Therefore it is important to identify how an improvement on one workstation will affect other workstations. The goal is to create improvements without affecting other areas by integrating the change to the rest of the value stream. <ref name="TBB5"></ref>

	==== Poka-Yoke ====		==== Poka-Yoke ====