Lean Tools in Project Management
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Lean Thinking is the philosophy from the Japanese automotive industry and was introduced in the very late 1930’s as the Toyota Production System (known as TPS). Lean is basically about creating value for the customer by eliminating waste. An organization which has fully adopted the Lean philosophy understands what activities creates value for the customer and what is the customer willing to pay for. The target in every lean project is to reduce or minimize the waste, so there is zero waste and additionally reducing the variation in any of processes in the system. The philosophy really attracted companies, when the small local Japanese company became one of the leading automotive manufacturing companies in the world. The TPS system was in the beginning dedicated to the manufacturing industry, but during the past years has the philosophy been established as an overall optimization philosophy for all kind of business’. | Lean Thinking is the philosophy from the Japanese automotive industry and was introduced in the very late 1930’s as the Toyota Production System (known as TPS). Lean is basically about creating value for the customer by eliminating waste. An organization which has fully adopted the Lean philosophy understands what activities creates value for the customer and what is the customer willing to pay for. The target in every lean project is to reduce or minimize the waste, so there is zero waste and additionally reducing the variation in any of processes in the system. The philosophy really attracted companies, when the small local Japanese company became one of the leading automotive manufacturing companies in the world. The TPS system was in the beginning dedicated to the manufacturing industry, but during the past years has the philosophy been established as an overall optimization philosophy for all kind of business’. | ||
| − | The five principles of the philosophy are described below and an | + | The five principles of the philosophy are described below and an picture of the principles are shown in ''figure. 1''.<ref>''Lean Thinking''.By James P. Womack and Daniel T. Jones: 2003. 9780743249270</ref> |
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Revision as of 17:13, 25 September 2015
This article covers the basic principles of Lean Thinking, and describes which tools and techniques there are available in Lean Project Management. The purpose of the article is to give an overview of Lean Thinking and how to approach the Lean Tools in Project Management. The article contains a description of the background of Lean, the different Lean Thinking principles, tools, and how to approach Lean Thinking in Project Management. However Lean Thinking philosophy was originally described in the automotive industry, the topics will compare the originally philosophy of Lean and how to apply different Lean tools in Project Management. The two main topics in this article are Lean Thinking and Project Management and the definitions of these are:
The definition of "Lean Thinking": To maximize the customer value, while elimination waste. Create more value with fewer resources.[1].
The definition of Project Management: Planning, organize, motivate and control the resources to achieve a specific goal of a temporary project and within the specific criteria.[2]
The article is a combination of these two definitions and provides a clear picture of why these two topics are linked and why this is an interesting topic.
Contents |
Background
Introduction to Lean
Lean Thinking is the philosophy from the Japanese automotive industry and was introduced in the very late 1930’s as the Toyota Production System (known as TPS). Lean is basically about creating value for the customer by eliminating waste. An organization which has fully adopted the Lean philosophy understands what activities creates value for the customer and what is the customer willing to pay for. The target in every lean project is to reduce or minimize the waste, so there is zero waste and additionally reducing the variation in any of processes in the system. The philosophy really attracted companies, when the small local Japanese company became one of the leading automotive manufacturing companies in the world. The TPS system was in the beginning dedicated to the manufacturing industry, but during the past years has the philosophy been established as an overall optimization philosophy for all kind of business’. The five principles of the philosophy are described below and an picture of the principles are shown in figure. 1.[3]
| The Five Lean Principles [4]. | Description |
|---|---|
| 1. Specify Value | Specify Value is about realizing that only small amount of the time you spend in the company that adds value to the customer. This is mainly about eliminating all the non-value activities, known as waste, and furthermore identify what activities which make for the specific product or service. |
| 2. Integrate the Value Stream | Value Stream Mapping is while all the activities of the product or service are identified from the very beginning of its lifecycle across all the processes. An overview of all the non-activities will be visualized in a Value Stream Mapping Model. |
| 3. Create Flow by Eliminating Waste | Create Flow by Eliminating Waste ensures the flow of the product with only value added activities. While Lean Thinking is focusing by eliminating the waste, this principle can only be achieved if all the different waste has been eliminated. |
| 4. Establish Pull | This is a part of the "Just In Time", which is important to know. Just-in-time (JIT) concept is from 1950s, and is part of the "Toyota Production System" (TPS). JIT originally had much focus on the times for their supply, production and customers. The materials for the production should be available "just in time", exactly when the need for them to be a "pull" system. Understanding what customer wants, when the customer wants it will secure a low inventory. |
| 5. Seek Perfection | After achieving the first four principles continuous improvements must be a part of the philosophy. The aim must be zero waste although its impossible. To achieve the most "Lean" organization, involve every employee within your company which is a part of the value stream and implemented the mindset in all departments. |
An implementation of the Lean Thinking principles in any organization should create these overall goals listed below:
- - Improve quality
- - Eliminate Waste
- - Reduce Lead time
- - Reduce Total Cost
If these principles are implemented in project management the structure becomes different. The definition of project management: Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives.
| Waste in Lean Thinking | Waste in Lean Project Management |
|---|---|
| - | - Status meetings, which are ineffective and too long to keep the participants interested |
| - | - Too detailed plan. The schedule usually changes during a project period and it waste of time and a huge amount of rework. |
| - | - Collecting inoperable data, this will never be used. |
| - | - Push subproject and meetings, which ties up the team members and only satisfying the stakeholder but increasing the duration of the project. |
| - | - Documentation which is never used |
From Lean to Lean Project Management
The 8 different relates mainly to the production, not specific, there are some similar kind of waste in project management. Waiting, over processing and defective process are in any business where an implementation of the lean philosophy takes place. The creation of something the customer does not value is a waste. Waste in project management might be:
- - Status meetings, which are ineffective and too long to keep the participants interested
- - Too detailed plan. The schedule usually changes during a project period and it waste of time and a huge amount of rework.
- - Collecting inoperable data, this will never be used.
- - Push subproject and meetings, which ties up the team members and only satisfying the stakeholder but increasing the duration of the project.
- - Documentation which is never used
The goals of project management are to reduce the cost of the project or complete the project on budget. Furthermore the project must be completed on the estimated time and meet the performance requirements as agreed before the project began. To meet these expectations and requirements, the most efficient way to achieve this is by using tools, techniques and methods.
Lean Tools in Project Management
This section covers Lean Tools that can be applied in Lean Project Management. These tools which is described, helps 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 understand in the company of the products life cycle.
Value Stream Mapping
The lean philosophy must be applied in the entire organization. Identifying the current flow and create a current state of the flow of the specific product. What processes are the bottlenecks and how can the company eliminating the non-value added activities? While analysing the current state and project manager must aim for a target in the future. For instance, if it takes twenty days to produce a pen, aim for a target which is ten days. This is the future state, and is the target the company must achieve after implementing this lean tool.
Kaizen
This is a method in lean, which involves the employees who are closets to the process. The employees are responsible for the kaizen event and by improving the process. The closets employees are key players because these people know most about the event they are involved within. The goal of this event is to improve the process, by eliminating the waste and create standardization. The kaizen events are mainly without consultants, because the kaizen manager forces the employees to come up with new initiatives. An A3 tool is the most common tools for this.
The Gemba Walk
Gemba Walk is a lean tool, where you physically go through the production, and avoid PowerPoint presentations and graphs which exactly fits the project manager or leader imagination. The manager goes to the production and walks through the entire value stream. The manager frequently identifies improvements of the processes and involves the employees which are responsible for the process. This have a positive motivation effect on the employer and the worker might feel value, because the manager is “on hand” rather than sending an invite on outlook and all the potential improvements suggestion are forgotten.
System optimization
This mythology is a part of the Value Stream Mapping. Optimization is not only on a particular workstation of specific area, but considering the entire value stream, and identify what improvements will affects other workstation and which will not. The goal is to create improvements without affect any other areas.
Poka Yoke
Poka Yoke or Error-handling is a Japanese tool, which allows the workers not to make any mistakes in the production. An example could be to put a battery into headphones. The “Poka Yoke” is that the headphones do not work if the battery does not have the correct orientation. Therefore the consumer of the headphones cannot listen to music before the battery orientation is proper. This could be the same for a machine, which does not have the proper inputs. The machine will not start, before the worker has completed the right configuration. When the worker has made an error, simple use this tool and creates an improvement plan, thus the error will not occur again.
Example of Value Stream Mapping
Discussion
Additional Reading
Books:
Websites:
References
- ↑ 1. http://www.lean.org/WhatsLean/, accesed: 23-09-15
- ↑ The Definitive Guide to Project Management. Nokes, Sebastian. 2nd Ed.n. London (Financial Times / Prentice Hall): 2007. ISBN 978-0-273-71097-4
- ↑ Lean Thinking.By James P. Womack and Daniel T. Jones: 2003. 9780743249270
- ↑ http://leanmanufacturingtools.org/39/lean-thinking-lean-principles/ , accesed: 23-09-15
