Lean Product Management: Continuous Improvement

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Introduction

Lean Product Management enhances viable operations, accuracy, and promptness during project execution. According to Hobbs & Burton (2008), it is a business hypothesis aimed at adding more value to customers through efficient use of the available resources. This theory was introduced by Henry Ford at the time when automotive processes started.

Henry came up with a process called “flow production” when he created the idea of assembling motorized cars. Currently, lean concepts are established and implemented in all business sectors. Many companies using lean project concepts always replace “lean” with their business name (Lindenau-Stockfisch, 2011).

This implies that lean management is not only a project aimed at reducing expenditure, but also a phenomenon that organizations want to associate with. Moreover, it is currently being applied by a number of motor vehicle manufacturing companies around the world. Through lean concepts, there are several methods and tools for ensuring continuous improvement in the construction sector. Lean concepts assume that most micro level advancements are better compared to a wide-ranging macro system analysis.

How lean project is applied in project management

Organizations use five principles of lean concept in their project management processes. The first one is to state the value of a certain product family which most of the customers are yearning for. The second step is to recognize an appropriate value stream for every manufactured goods (Jackson, 2006).

After identifying an appropriate value stream, an organization is supposed to ensure that there is continuous distribution of products in the market. The fourth step is to bring in pull through all the stages. The last step is the supervision towards excellence hence this reduces the time and information taken. Apart from lean construction, there are also other applications like lean manufacturing and lean enterprise.

They also serve similar purpose as lean construction (Hobbs & Burton, 2008). For instance, they are practiced to ensure add value to products for customer satisfaction. Lean construction is considered as a means of creating production systems to ensure that less building resources are wasted.

In addition, it started in 1992 when the construction management society was advised to take into consideration that there are some insufficiencies of the time-cost-quality exchange model. Establishing a production system to meet the required standards can only be achieved through cooperation of people involved in the project.

Last Planner System is lean construction equipment used to make various plans and construction procedures more conventional (AME, 2007). There are a number of companies involved in lean construction. For instance, Toyota Company and other large motor vehicle manufacturing companies in Japan are currently developing lean construction provisions in order to enhance competency and market penetration.

Lean product management enhances the estimation processes. This entails the interactions of various materials dealers and subcontractors, and every one performs their individual value-added action to make the project a success. The estimation procedure could rise to an extremely high level if the involvement and participation of these partners are taken into consideration.

Because of the typical features of construction projects, such as marine construction, all parties involved have to communicate in a rapid, simple and consistent ways by exchanging info related to the project. For instance, companies that deal with construction projects frequently place lower bids every time they are invited to make bids on construction projects.

High competition can cause spiteful price conflicts to win a tender (Hobbs & Burton, 2008). Obviously, this could harmfully compromise on the quality of the construction project. Therefore, the most important concerns regard some methods of ensuring continuous improvement during project implementation.

Lean Project Management enhances the implementation processes by eradicating actions that do not provide any substantial value to the client. It operates on the assumption that eliminating wasteful procedures enhance business performance. In addition it assumes that most micro level advancements are better compared to a wide-ranging macro system analysis. However, it results into decreased flow time, efficiency of the process and well as fewer inventories (Lindenau-Stockfisch, 2011).

Essentially lean concepts, when applied in a project, change the manner in which work is carried out all through the execution processes. Lean management is derived from the goals of the lean production system, which emphasizes on the maximization of value while at the same time reducing waste. This is relevant to particular methods used in the project execution process.

On-going studies for development of lean project management and lean construction for future expectations

There are numerous on-going studies for the expansion of lean project management and lean construction for future expectations. According to Poppendieck (2006), there are a number of studies on the development of software enterprises which is expected to positively add more value to product development projects. Other studies are currently being carried out to build up a fresh “project production” way of life.

Additionally, they put a lot of focus on the methods of implementation in all the sections that are based on projects (AME, 2007). The other on-going study for the expansion of lean project management and lean construction is the production of high value material goods. Other studies are also being carried out on how people can quickly learn from group activities (Jackson, 2006). Arguably, the above studies will provide viable solutions to the current troubles and questions around the world.

Lean concepts endeavors to design cost effective and efficient project execution processes in order to disclose and support the client objectives. Work is organized all through the process not only to maximize value but also to minimize wastes that could be incurred at the project execution level (Poppendieck, 2006).

Again, on-going efforts are in place to manage and enhance performance with an intention of boosting the overall project execution since it is more significant than decreasing the cost or up surging the speed of any project action. Control incorporates the measurements as well as advancements in the planning and managerial performances. The dependable delivery of work between experts in the design, supply, and construction guarantees value is provided to the client and waste is minimized (Lindenau-Stockfisch, 2011).

Lean concept approach is especially beneficial on complicated, indefinite and rapid projects. It defies the conviction that there have to be a trade between factors such as cost, time, and quality. Besides the tools discussed above, there is ongoing search of other technique that could as well be employed for continuous improvement. Some of these techniques include the incorporation of six sigma and total quality management techniques (Hobbs & Burton, 2008).

Lean concepts result into decreased flow time, efficiency of the process and well as fewer inventories. Fundamentally, lean concepts, when used beneficially in any construction work, transforms the execution of project processes. Lean construction is derived from the goals of the lean production system, which emphasizes on the maximization of value while at the same time reducing waste.

This is relevant to particular methods and applies them in fresh project execution process. According to Jackson (2006), the project managers who deal with project specifications conduct market survey, whenever necessary, and provide an estimate of the cost as well as the period it will take to complete the project.

Depending on these estimations, the company gives the tender document to the client who then analyzes it and normally after some talks with the company, an agreement is reached, which is commonly referred to as the project contract. Through lean concepts, there are several methods and tools for ensuring continuous improvement in the construction sector. This is a vital provision when considered critically in the context of project management (Hobbs & Burton, 2008).

Conclusion

In conclusion, continuous improvement is necessary, especially during project execution processes so that quality and efficiency are not compromised. Four-step quality model, which involves plan, doing, checking, and acting are very useful to ensure that Lean Product Management concepts are attained. Basically, “lean” is a simple concept that targets at bringing efficacy by applying the least amount of required resources.

This method necessitates the identification the requirements of the client, and enhancing the processes by eradicating actions that do not any substantial value to the client. It operates on the assumption that eliminating wasteful procedures enhance business performance. In addition it assumes that most micro level advancements are better compared to a wide-ranging macro system analysis. However, it results into efficiency and fewer inventories.

References

AME (U.S.). (2007). Lean administration: Case studies in leadership and improvement. New York: AME.

Hobbs, D., & Burton, T. (2008). Enterprise lean six sigma implementation: A step-by-step business transformation methodology. Boca Raton, Fla: J. Ross.

Jackson, T. L. (2006). Hoshin kanri for the lean enterprise: Developing competitive capabilities and managing profit. New York: Productivity Press.

Lindenau-Stockfisch, V. (2011). Lean Management in Hospitals: Principles and Key Factors for Successful Implementation. Hamburg: Bachelor + Master Publ.

Poppendieck, M. (2006). Lean software development: An agile toolkit. Boston: Addison-Wesley.

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