Study on Lean Project Management with Reference to Company

Study on Lean Project Management with Reference to Company


Abstract

There is a scarcity of literature on the use of Lean in project-based organisations (PBOs). The results of two case studies of early attempts to adopt Lean in subsidiary PBOs are presented in this article. We get insight into how PBO operations are, and possibly might be, aligned with Lean thinking by concentrating on Lean principles. The results indicate that there is a good match on a broad level, but that concepts must be linked with PM techniques and tools in order to allow for flexibility.

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Introduction

Lean may be defined in a variety of ways, but at its most basic level, the idea entails a focus on continuously improving the value-flow in operations. Although it was first used in manufacturing and production settings (hence Lean Production/Manufacturing, Hines et al., 2004), Lean has since been applied to less repetitive environments such as health care and, as discussed here, project management (PM) (e.g. Ballard & Howell, 2003; Saier, 2017; Staats et al., 2011).

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Conclusion

The results indicate that Lean concepts are applicable in PM settings and may assist a PBO in managing projects efficiently and effectively in a variety of ways. However, according to a study of two PBOs that implemented Lean thinking, each principle must be used and followed up on at all levels of the organisation (PBO, project, and person) to realise its full potential. However, process compliance and the absence of defined working methods seem to be a common problem with PBOs. The ability to identify customer value is a key component of Lean (Womack & Jones, 2003), although it is not covered directly in this article.

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