Lean Project Management Assignment: Lean Approaches, Project Lifecycle & Change Management

Question

Task

Lean Project Management Assignment Task:

Please answer the following questions:

Q1. A) How is Six Sigma different from Lean Six Sigma?

B) Explain how you can increase the value of your processes so that your customer remains satisfied? (example of processes: Loan application at financial institutions, buying coffee at a café, service / repair of your laptop with a computer sales and repair company)

C) Explain how an organisation can integrate lean management and Six Sigma philosophy to improve its business operations.

Q2. A) "The use of social media tools contributes to lean project management capability". Justify your opinion (you can either agree or disagree)

B) You have been asked to lead the adoption of social media tools for a project within your organisation. Explain how you would accomplish this task successfully.

Q3. A) In your opinion, what are the critical success factors for lean six sigma implementation in an organisation?

B) What is your opinion on the following statement? "Having a robust project management methodology is absolutely necessary to guarantee project success"

Answer

1.a. The difference between Six Sigma and Lean Six Sigma Introduction
It is evident herein lean project management assignment that both Lean and Six Sigma systems consider the same goal. They both want to minimise waste and build the most efficient system possible, but they have different approaches to that objective.

The Difference
A rigorous project management approach is essential to guarantee the completion of the project. In fact, a project management approach is a set of guiding principles and procedures for the project management. The technique collection determines how we perform and interact. The ultimate objective of the project management approach is to be able to standardise job processes, structure them and organise them. This enables one to concentrate all tasks in the same way and replicate promising aspects and learn from errors, leading to an endless improvement process. In other words, a technique will help generate productivity, as it is used (Pyzdek & Keller, 2014).

The main difference between Lean and 6 Sigma is that the root cause of waste is described in various ways.

Lean practitioners conclude that waste originates from unnecessary production steps which do not add value to the finished product, whereas Six Sigma proponents claim that waste arises from variability within the process (Truscott, 2012).

Conclusion
Naturally, all these measurements are correct and hence both Lean and 6 Sigma methodologies have been so successful in improving overall business performance in different areas. The combination of these two disciplines has actually proved especially effective – hence Lean Six Sigma's growth.

1.b. Making the processes more valuable so that the customers are happier

Introduction
Improved Productivity: A problem-solving approach aimed at removing the critical few underlying causes. The DMAIC method is the most general:

Discussion
Define - Choose the qualities that are important to the client's quality (CTQs). Also mention the objectives for ‘process improvement’ that effectively addresses the expectation, demand and the strategic approach of the Organization.

Measure – For an adequate checking of accuracy scale, an optimized device can be used to carry out measurement. After measurement has been carried out on the contemporary method, data which are relevant and necessary are being collected for future reference.

Analyse - Determine why the deviations occurred from the desirable performance.

Evaluate to confirm the cause and effect and association of events. Evaluate the link and make a plan to ensure that all variables are taken into account utilizing one or more of the Six Sigma methods (Tjahjono & Yadav, 2010).

Improve - Create new and updated processes by identifying process relationships.

Depending on the analysis, improve or refine the process.

Control – process control needs to be established in place to retain the benefit. It is imperative to avoid any deviation by effective controlling before it does potential disruption. The access the capacity of the process, pilot runs were carried out. Then the system was transitioned to output, and the method was continuously measured and control mechanisms were implemented.

Designing/redesigning of the Process: it is also crucial to invest in a systematic and methodical process to bring out significant change in order to meet the market trends, demands and competitiveness. It also deals with dysfunctional systems and make them functional gain. This process is also referred as Six sigma. The most common guide to follow DFSS is DMADV.

Define – it is important to define the preparation activity's priorities in terms of consumer needs and the company's strategy.

Measure - CTQs, product attributes, manufacturing process capacity, and risk assessments are all measured and identified (Basu, & Wright, 2012).

Analyze - Analyze to build and style options, create a high-level concept, and assess design capabilities to choose the simplest framework.

Design - Plan for design verification, refine the preparation, and design information. Simulations can be needed during this process.

Verify - Verify the preparation, conduct pilot runs, put the development system in place, and handing over to the business analysts.

Though the use of Six Sigma is effective in avoiding disruption or defects, it is not that much effective in addressing the process flow optimization related issues

Conclusion
Definitions to address lean process do not include rigorous analytics approaches, which are commonly employed to express the ‘trueness’ of lean process. The following categories of lean approaches are used to eliminate the works an activity which are considered as ‘non-valued’.

Value Added = Processes required to effectively add value to customers and, as a result, to the company.

Non-Value Added = Method measures that aren't useful and should be removed (waste).

Business Value Added = Method steps that aren't useful but are needed.

Legal provisions, financial statements, and other factors necessitate it.

Inspections, transportation, and other activities are all needed due to the current state of the system (Gygi & Williams, 2012).

1.c. Explanation on how a company can boost its corporate operations by combining lean management and the Six Sigma concept

Introduction
Lean strategies and Six Sigma are the two most effective and promising way to increase organizational performance by converging them with BPM (Business process). To achieve an integrated action plan incorporating both Six sigma tolls and Lean strategy and BPM, an integrated strategy is required to improve the overall functionality.

Discussion
A long-term vision and a pipeline of specific measures to bridge the present and the future states are needed for a major asset program. BPM used Process Mapping as a key tool for finding gaps and task list needs to be formed that will be handled through the adaptation of Six Sigma or Lean process.

The measurability and comprehensiveness of Lean process is very easy, and they generally need a short amount of time carry out the fundamental process.

During the initial stage of the implementation, an integrated strategy can prioritise Lean ventures in order to maintain momentum by achieving some fast wins.

Lean stresses general values as well as realistic suggestions for achieving changes. For example, Lean recommends separating work into three categories: “Value Added,” “Non-Value Added,” and “Business Value Added.”

To address a number of more complex problems, Lean principles are also not enough since they require data studies. Six Sigma must be added in order to establish a problematic solution approach which is universally accepted and is included in the design roadmap.

Although almost every sector or process can embrace the Six Sigma, the Lean approach is more oriented and must therefore be adapted to the industry's needs.

Training is only effective if that is reflected in the practices within the as well (Aboelmaged, 2010).

Usually, the lean process is taught at workshops, with a short training session on the theory and practical application in workplaces included in each workshop.

DMAIC methods are the fragmented process that collectively forms the Six Sigma lesson. It is the credit of the extensive researches that have improved the quality of six sigma initiatives in companies.

DMADV is the initial methodological approach that actually initiates a preparation for a effective implementation of Six sigma. This is why; it is alternatively refereed as DFSS which stands for ‘Design for Six Sigma’.

Following processes are crucial in terms of adopting process improvement by using Six sigma and Lean process

Business Process Management (BPM) can be employed to establish a series of projects where Lean tools or six sigma can be effectively applied.

Lean principles were first used to generate momentum and then to apply the Six Sigma approach in order to tackle more complicated problems.

Roll out Lean concepts to gain momentum and then apply the Six Sigma approach to solve more complicated problems (Jones & Adams, 2010).

Conclusion
This is how a company can boost its corporate operations by combining lean management and the Six Sigma concept.

2.a. The use of social media resources aids in the control of lean projects

Introduction
When one thinks about social networks, typically you think of Facebook, Twitter or Snapchat (SM). However, when it comes to community jobs, the decisions are a little different. The objective of integrating social media into the action plan is to encourage the organisation to complete tasks on schedule, on budget and in accordance with the preferred outcome.

Discussion
The willingness to complete a project in a manner that promotes stakeholder participation, recognition and integration is vital to the progress of the project. SM can be very useful here, particularly in projects which are spread out (Salah & Carretero, 2010).

SM-based software allows team members to collaborate from anywhere to debate issues, chat, keep track of assignments, and more. SM is widely used to handle digital maps, project updates, and status records jointly and make them available to authorised shareholders on a global basis.

As any other method, social networking should never be used simply for the sake of using it; its use should be justified in light of the company's goals. Since SM is essentially comprised of cloud-based services that allow the exchange of information (numerically or fluidly) among individuals, it's difficult not to use it within the confines of a project.

Blog, mail or text and other social media forms are also commonly used. Almost every manager uses teleconferences and other networking tools on a regular basis, such as Video chat, Go-to-Meeting, SlideShare, Orkut, and many others. There are also cloud-based tools for designing, monitoring, and exchanging project job descriptions, schedules, calendars, and other information (Antony, 2011).

There are a variety of online communication resources that can be used to support these initiatives and don't require much (if any) preparation. Cloud-based meeting/video unified communications applications are analogous. One of the advantages of these methods is that they encourage spontaneity while requiring only a minimal amount of advance preparation (Evans & Lindsay, 2014).

It’s safe to mention that SM has become a ubiquitous genre that permeates all aspects of making, publishing, distributing and managing project-related content. In fact, the more a project is managed via SM-based tools, the more people will tend to use those tools. there's not a requirement to form an enormous deal about it as people are pretty wont to using such tools lately .

Since using SM is simpler than ever to try to, it doesn’t mean it isn’t without challenges and risks—especially when it involves maintaining security and deploying it wisely. Summarized below are the challenges and risks associated to using SM within the context of projects:

Potential of posted data being vague or inaccurate leading to misinterpretation, anomalous actions by management and/or misreporting by journalism.

Potential risk of SM sites and tools being down or otherwise inaccessible, leading to stakeholder frustration and erosion of confidence, missed meetings and collaborations, and/or embarrassment to the organization.

There also are legal issues to think about when using SM on projects. Many SM providers are being investigated to work out if they're illegally mining and selling data to 3rd parties. If true, this might put confidential data posted on those sites at risk—and thus could open the organization to litigation by anyone damaged by that data (Watson & DeYong, 2010).

Another risk is one among ensuring that each one the info posted is acceptable and doesn't violate trademarked or copyrighted information. Also, if information are often posted that isn’t pre-screened, it could contain defamatory or other damaging/organizational embarrassing content—again putting the organization at financial and regulatory risk (as well risking its reputation).

People usually think of Facebook, Twitter, or Snapchat when they think of social media (SM). However, when it comes to projects, the options are a little specific. The rationale for using SM in project management isn’t about being social but about improving the power of the organization to urge projects completed successfully—on time, on budget and achieving the intended outcome (Evans & Lindsay, 2014).

Part of a successful project is completing it during a way that fosters stakeholder support, acceptance and buy-in. therein context, SM can play a critical role—especially on projects that are geographically dispersed (Antony & Hoerl, 2017).

Social networking, like any other tool, cannot be used solely for just putting it to use; its use must be explained in light of the business structure. Because SM is essentially a collection of cloud-based applications that allow sharing of information, it's difficult to avoid using it in the framework of a venture (Stamatis, 2019).

Blog, mail or text and other social media forms are also commonly used. Almost every project manager uses tools like Skype, Go-to-Meeting, SlideShare, LinkedIn and other conferencing and collaboration tools on a routine basis. There are even cloud-based tools for creating, tracking and interactively sharing project work plans, schedules, calendars, etc (Evans & Lindsay, 2014).

It’s safe to mention that SM has become a ubiquitous genre that permeates all aspects of making, publishing, distributing and managing project-related content. In fact, the more a project is managed via SM-based tools, the more people will tend to use those tools. There’s not a requirement to form an enormous deal about it as people are pretty wont to using such tools lately.

Since using SM is simpler than ever to try to to , it doesn’t mean it isn’t without challenges and risks—especially when it involves maintaining security and deploying it wisely. Summarized below are the challenges and risks associated to using SM within the context of projects:

Potential for individuals who view the sensitive data of the project to share or disseminate the data illegally.

Potential of postal data to be ambiguous or unreliable leading to misinterpretation, maladministration and/or journalistic misreporting.

Potential danger of downgrading or otherwise unavailable SM pages and resources leading to irritation of stakeholders and trust loss, missing meetings or partnerships and/or organisational embarrassment.

Conclusion
Thus, here are the ways how the use of social media resources aids in the control of lean projects.

2.b. Definition of the plan to accomplish the mission

Introduction
Social media is often seen as bringing people's lives together virtually while often separating them literally. As a result, it's causing a disruption in people's experiences and client relations. It's quickly becoming a commonplace part of the lives of both businessmen and ordinary people. Because of its broad and varied use, it is causing changes in business and human life leadership.

Communication Management
Social media applications are today employed by professionals (Evans & Lindsay, 2014). It has often been emphasized that communication is critical to the success of project delivery. Social media apps can facilitate video, audio and text based secure messaging. They will be purposefully employed by project staff to share information on project activities and other pertinent information during a timely and succinct manner.

Project Updates Management
With its broad scope and ease of data sharing, social media will play a critical role in managing projects. Project teams may use social media to try to keep the right people informed at the right time and in the correct place in an effective manner.

Project development, exceptions, meeting times, team building events, determining meetings, creativity meetings, and other topics are often discussed in these updates. Instead of creating panic by sending updates to the wrong people, project workers assigned to sending updates should collaborate with the project social media community moderator to ensure that the right people receive those (Antony & Sohal, 2012).

Lessons Learned Management
One field where social media could be extremely beneficial is in the maintenance of lessons learned. Such information that will be collected as part of project work is often buried in unstructured text folders, where no one is interested in accessing these troves of useful data.

Issues Management
Issues management also involves a diverse group of people and quick-response behaviour. As a result, rapidly involving the appropriate people in a timely manner becomes crucial to mitigating the negative impact of emerging project status.

Knowledge Management
Everyone will be able to participate in the development, processing, and capture of information through social media, maximising the use of data for project work. Data management has been somewhat sluggish and underwhelming in the past. Social media appears to supply what it takes to infuse fresh energy into knowledge management routines in projects.

Conclusion
We examine the organization's use of social media platforms for a project and discuss the possible advantages of using social media for managing projects. In at least five of the following five regions, social media will play a significant role in project preparation, implementation, and delivery. We go through the possible applications of social media in each of the areas mentioned below.

3.a. The most important main aspects for implementing the lean six sigma in a business

Introduction
Six Sigma is now regarded as one of the first approaches in the organisation to improving productivity. The Lean Manufacturing philosophy and 6 Sigma are highly trendy big corporations due to their positive impact on production, quality and financial performance, and also improve their place in the industry (Antony & Sohal, 2012).

Discussion
Accordingly, here we elaborate the highly ranked Critical Success Factors for many cases:

Commitment and Engagement from the Management’s end
One of the most crucial factors regarding LSS implementation is the effectiveness of Management engagement. A majority of the time the personalities involved in this LSS implementation belongs to the higher lever of the management including the chief executive officer and the director as well. It is imperative for the upper-level management to convey the importance and benefit of this newly installed system and its potentiality in workforce. When it comes to embracing a LSS culture, it mostly relies on the active participation of the management and their bloom for improvement. They will have to analyse the organisational objectives and set a powerful example to establish a common objective for the team. Employees should also introduce motivational and inspiring examples. The highest hierarchy in the organising team can invoke a moral sense and make them participate in the models described. Every effective initiative needs management support, enthusiasm and adequate resources and training.

Introducing a systematic way to offer recognition and reward
An organization must approach in a systematic way to recognize and reward the collective effort of the employees. Motivational activities like this can be very promising for increased productivity and efficient work culture. This systematic approach of recognition also includes carrying out Six Sigma tools and techniques through active training. According to studies, 61 percent of the highest-performing companies relate rewards to their business strategies, while pretty low businesses link rewards to their business strategies only minimally (Antony & Sohal, 2012).

Company Financial Capability
In case of any successful project, financial capability plays a major role. Some significant investment of the corporate in expanding assets, drilling commodities, exponent software authorising purchase, consultation pursuing, acclamation and rewards et al. are needed by the LSS, so as the culture gets sustained and cultivated. In adoption and subsequent successful implementation of LSS, contrarily economic deficiency may be a crucial obstacle. To take in the assessment of enforcement and to hire consultants, its approach would need financial capitals. Likewise financial resources are also necessary for the people in LSS techniques. Thus, company’s financial capability may be a vital thing about increasing the likelihood of the LSS implementation success.

Draft, pursuing, project methodisation and analysis
For the project methodisation and selection, draft of proper criteria is compulsory. Delayed result causes along with an excellent deal of frustration if the projects are poorly explained and selected. To watch on the present established order, LSS projects should be captured into project status pursuing database (Evans & Lindsay, 2014).

Prosperity of the project, best enactments’ allocation and convention
Along with the acknowledgement of the contribution of project leaders in the prosperity stories of LSS projects’ allocation it also helps to influence other employees to get included in LSS projects as well. To inflate LSS clarity and its culture, project prosperity stories, best enactments’ allocation and convention of the project should be communicated among the employees (Antony & Sohal, 2012).

LSS academic strategies that were proved beneficial
An important thing about the enactments that were successful in LSS programs is proper academic guidance, both the “whys” and “how’s” are analytic to convey of the programs as early as possible and supply to people, the scope to strengthen the easement level of them through academic guidance. It is necessary to inspect the LSS academic strategies confidentially with considerations that are relevant and time scale to make sure the essentials of LSS transformations. Hence CSF counting features like when to coach; who and what may be a complex thing.

Conclusion
The Lean Manufacturing philosophy and 6 Sigma are highly trendy big corporations due to their positive impact on production, quality and financial performance, and also improve their place in the industry.

3.b. Opinion on the Following Statement

Introduction
In my opinion, a rigorous project management approach is essential to guarantee the completion of the project.

Discussion
In fact, a project management approach is a set of guiding principles and procedures for the project management. The technique collection determines how we perform and interact. The ultimate objective of the project management approach is to be able to standardise job processes, structure them and organise them (Antony & Sohal, 2012).

Conclusion
This enables one to concentrate all tasks in the same way and replicate promising aspects and learn from errors, leading to an endless improvement process. In other words, a technique will help generate productivity, as it is used.

References
Aboelmaged, M. G. (2010). Six Sigma quality: a structured review and implications for future research. International Journal of Quality & Reliability Management.

Antony, J. (2011). Six Sigma vs lean. International Journal of Productivity and Performance Management.

Antony, J., Hilton, R. J., & Sohal, A. (2012). A conceptual model for the successful deployment of Lean Six Sigma. International Journal of Quality & Reliability Management.

Antony, J., Snee, R., & Hoerl, R. (2017). Lean Six Sigma: yesterday, today and tomorrow. International Journal of Quality & Reliability Management.

Basu, R., & Wright, J. N. (Eds.). (2012). Quality beyond six sigma. Routledge.

Evans, J. R., & Lindsay, W. M. (2014). An introduction to Six Sigma and process improvement. Cengage Learning.

Gygi, C., & Williams, B. (2012). Six sigma for dummies. Lean project management assignment John Wiley & Sons.

Jones, E. C., Parast, M. M., & Adams, S. G. (2010). A framework for effective Six Sigma implementation. Total quality management, 21(4), 415-424.

Pyzdek, T., & Keller, P. (2014). Six sigma handbook. McGraw-Hill Education.

Salah, S., Rahim, A., & Carretero, J. A. (2010). The integration of Six Sigma and lean management. International Journal of Lean Six Sigma.

Snee, R. D. (2010). Lean Six Sigma–getting better all the time. International Journal of Lean Six Sigma.

Stamatis, D. H. (2019). Six Sigma fundamentals: A complete introduction to the system, methods, and tools. CRC Press.

Tjahjono, B., Ball, P., Vitanov, V. I., Scorzafave, C., Nogueira, J., Calleja, J., ... & Yadav, A. (2010). Six Sigma: a literature review. International Journal of Lean Six Sigma.

Truscott, W. (2012). Six Sigma. Routledge.

Watson, G. H., & DeYong, C. F. (2010). Design for Six Sigma: caveat emptor. International Journal of Lean Six Sigma.

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