1.0 Introduction
What is a Lean Technique? It is an inexorable pursuit of maximizing value for the customer by eliminating waste in the process of delivering a standard product. It is structured into two categories; lean enterprise and lean system. Lean enterprise emphasizes on organization culture where staffs are in a constant improvement of their skills and production levels. On the other hand, lean system concentrates on waste (Mura) prevention such as labour, materials used and extra time that is not valuable to the main production service (Oehmen et al., 2012). Project management is defined as an application of skills, knowledge and techniques to the activities associated with the activities of a given service to obtain results.
Lean objectives include factors such as; quality improvement, lead time reduction, cost reduction and waste elimination that is based on the improvement of a project. These attributes are accommodated to the project objectives such as time management, budget adherence and performance requirements (Ogunbiyi et al., 2013). Lean project management is a procedure that can help team leaders to manage their projects within the shortest time possible under a fixed budget. Lean design forms the basis of standardizing the project by minimizing time, waste and maximizing the value of the project. It is based on a production concept as shown in figure 1.1 below.
2.0 Background
2.1 Lean Thinking
Flows from the beginning to the project value if obtained. It comprises of the ideas and efforts put on the project with a sole purpose of achieving a good value from the project within the shortest time possible.
2.2 Lean Design
Lean construction is commenced in this stage where the wastes of time, materials and the value of the project are monitored and measured in accordance with the project being undertaken. Lean design can be achieved even with large projects (Meléndez, 2009).
2.3 Lean production
This involves structures that aid in continuous improvement of the project, benchmarking and supply chains. Quality of the products are controlled and produced within a short time. The production process is monitored and managed according to the timelines of the project (Pearce et al., 2013). Certain activities such as inspection, conversion and waiting are treated with seriousness to reduce production time by removing bottlenecks within the production team.
2.4 Lean Construction
In this stage, lean tools are selected in accordance with the type of project to address problems experienced during implementation. Lean tools such as; work cells, value stream mapping, kaizen, system optimization, error proofing, gemba walk and one piece flow are chosen as per the customer and project requirements.
2.5 Lean Management
It takes place after the lean tools have been used to obtain required results where hand on management is emphasized on what is supposed to be managed and at what time and cost. In this stage, responsibility matrix is observed with roles such as project leader, task manager and resource taken into consideration. RASIC (Responsible, Accountable, Support, Inform and consult) Chart technique is used continuously until the project is terminated (Ilieva, 2013).
3.0 Lean project Management Methodology
Contemporary projects are based on time, cost and quality. These factors are identified with specific problems hindering the process. A set of guidelines are drafted prior to project commencement (BOSCÀ, 2012). These guidelines include; planning, analysis, design, implementation and maintenance of the entire project. Lean project management has principles that are followed, these include; waste elimination, enhanced learning, decide late and fast delivery, integrity, seeing the whole and respect. These principles are achievable when project managers take them into consideration. Figure 3.1 below describes the methodology used in managing lean projects.
Lean Project management
Lean Projects are temporal production systems organized to maximize value and minimize waste. There are major differences between lean projects and traditional projects in terms of their objectives, phase organization and the relations between participants and each phase. Lean project management is constituted with an alternative perspective to the normal design of projects. It is where designing and producing constitute the main production where the entire project is completed within the shortest time possible (Meléndez, 2009). However, lean project management has not been adopted in many projects, many examples of lean project management shows how successful it can be if fully applied by project managers. Lean principles can also be applied in projects such as computer management, motor vehicle management and software management with the intention of improving the performance and results of these projects (Ogunbiyi et al., 2013). Furthermore, the project is delivered to create value to customers by allowing them to minimize market risks and reduce technical problems associated with projects.
Conclusion
Projects are redefined with major considerations taken on the demands and expectations of customers. Therefore, project scope, cost, time and quality are a major factor to consider when designing and implementing projects. Project managers who have adopted lean principles in managing their projects are able to achieve these objectives without challenges. Lean approach to project management has boosted time delivery and satisfied customers and stake holders who depend on such projects.
References
BOSCÀ, N.A. (2012). LEAN PROJECT MANAGEMENT: Assessment of project risk management Processes [Online]. Available at: <<http://kth.diva-portal.org/smash/get/diva2:534029/FULLTEXT01.pdf>>
Ilieva, R. (2013). Lean Six Sigma & Project Management: Working Together For Better Business Outcomes [Online]. Available at: <<http://pmday2013.pmi.bg/en/Content/PMDAY2013_Rayna_Ilieva.pdf>>
Meléndez, M.G. (2009). Applying Lean Concepts in Project Management [Online]. Available at: <<https://www.pmiwdc.org/sites/default/files/presentation_20100729webinarLeanConcepts.pdf>>
Oehmen, J., Norman, E. (2012). Applying Lean Principles to Program Management: Results from a Joint Study by PMI, International Council on Systems Engineering and MIT’s Lean Advancement Initiative [Online]. Available at: <<http://web.mit.edu/oehmen/www/Oehmen & Norman 2012-Applying Lean Principles to Program Management.pdf>>
Ogunbiyi, O., Oladapo, A., Goulding, J. (2013). Lean procurement: The use of Lean construction techniques in project value enhancement [Online]. Available at: <<http://clok.uclan.ac.uk/5666/1/Ogunbiyi, Oladapo 26 Goulding.pdf>>
Pearce, A., Pons, D. (2013). Implementing Lean Practices: Managing the Transformation Risks. Research article. Available at: <<http://www.hindawi.com/journals/jie/2013/790291>>
