Applied Lean
PMGT 574 Final (Example 1)
Paul Harvey
Setting Context
• Explain your setting, your role, and your level of influence • Set a brief context of how work is currently accomplished • Establish an understanding for the rest of the class about your industry in an elevator pitch (45-60 seconds)
Principles Applied
• Which if any of the principles are currently applied at your work? • How is value defined and measured? • How is waste defined and measured? • What is the current appetite for Lean and Agile thinking?
Value Optimization
• Assume now you are in a position of authority, how would you deliver more value in the organization? • Reference (but try not to present) you value stream maps and lean canvas as guides • Also look to the continuous improvement section and lean metrics, how would you ensure you are setting and meeting goals? • How would you manage waste?
Emerging Practices
• How could you promote or leverage the following (if any) in your work [you may want to only choose one to keep to the 7-10 min total timebox] • Lean UX • Lean Startup • Lean Change Management • Lean Canvas • Six Sigma
Continuing Lean
• In about 30 seconds pitch how you would position the Lean journey for your company going forward.
PMGT 574 Final (Example 2)
Paul Harvey
Setting Context
• I work in a pharmaceutical promotions warehouse • I am a project manager that schedules new product launches and system rollout • Our team makes hundreds of drug promotional item shipments domestically a day to promote our clients products to doctors and clinicians. Typical products include: • Notepads • Pens • Flash drives • Binders
Principles Applied
• We typically practices of deliver fast and build quality in. • Value is defined as the percentage of correct shipments on time. Our Target is 95% complete and accurate shipments per month. • Waste is any shipment that is either returned, sent late, or requires shipping more than one day to complete. • We practice Lean manufacturing, but would benefit from more incremental thinking and continuous improvement.
Value Optimization
• We should begin measuring typical order sizes to set a control/standard deviation • There have been multiple wasteful shipments because of a “fat fingered” number in the quantity of an item. While we shipped the right amount, it should have been challenged prior to sending.
• We are seen as order fulfillers, our leadership should execute more Gemba Walks to see how the work is done to be closer to the value delivery. • We currently mange work in lists and paper manifests, controlled by supervisors. We should shift to managing in a Kanban System to better optimize the entire delivery process.
Emerging Practices
• We should begin to leverage the Lean Change approach. Often we have process changes or new product launches that are not understood and cause confusion/waste: • By using Lean Change Management, we should see improvements in communication by: • Optimizing how the change is shared • Having a more meaningful list of options
• We will know Lean Change Management is having a positive effect after 3 new product launches when we do not have <95% waste the first month after the launch
Continuing Lean
• We should work with leadership to have a better executive understanding of Lean Principles and metrics • We should have the leadership team attend a Lean Change Management workshop • We should have new project managers attend Harrisburg University PMGT 574 course J