Lean Thinking: A Useful Tool to Integrate Sustainability into Project Management

Applications of template A3 and value-stream mapping in process improvement: the case of building elevators installation

Gestão & Produção ◽

10.1590/1806-9649.2020v28e4795 ◽

2021 ◽

Vol 28 (1) ◽

Author(s):

Gino Flávio Vieira ◽

James Manoel Guimarães Weiss

Keyword(s):

Project Management ◽

Process Improvement ◽

Value Stream Mapping ◽

Lean Thinking ◽

Process Improvements ◽

Value Stream ◽

Project Management Institute ◽

Significant Process

abstract: This article explores the application of lean thinking concepts in the analysis and obtaining of significant process improvements in building elevators installations. Based on a pilot installation, planned to analyze the installation processes of an elevator manufacturer, the authors compared two similar elevator installations. In one of them, they applied various lean thinking concepts and tools, with particular emphasis on template A3 and value stream mapping (VSM). This pilot installation planning was also developed based on the recommendations for efficient project management, structured by the Project Management Institute (PMI). The application of the template A3 and the value stream mapping to the installation of one of the elevators resulted in increased productivity, reduced installation times, and increased final quality of the product installed.

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Study on the Application of Lean Construction Supply Chain Management in EPC Project

Applied Mechanics and Materials ◽

10.4028/www.scientific.net/amm.201-202.1207 ◽

2012 ◽

Vol 201-202 ◽

pp. 1207-1212 ◽

Cited By ~ 2

Author(s):

Yan Chen

Keyword(s):

Supply Chain ◽

Project Management ◽

Supply Chain Management ◽

Lean Construction ◽

Management Model ◽

Lean Thinking ◽

Chain Management ◽

The Past ◽

Key Issues ◽

Management Thinking

Although EPC mode has been applied increasingly in the past decade in China, the outcome of its implementation has been proved to be unsatisfactory. Actually, in most of our EPC projects, their supply chains are filled with various kinds of waste and luxurious coordination cost mainly due to uncooperative behavior and adversarial relationship among construction supply chain (CSC) parties/actors. These problems have greatly affected the effectiveness of our EPC project management as well as the comprehensive performance of our CSC. The reason can be largely attributed to the lack of advanced project management thinking and appropriate EPC project management model. This essay is to introduce lean construction supply chain management model to EPC project, aiming at applying lean thinking as well as relevant lean technologies to solve the major problems of our EPC project management and improve the overall competence of our CSC. It also fully discusses some key issues closely relevant to the implementation of LCSCM in EPC project.

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The Danish agenda for rethinking project management

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-11-2015-0107 ◽

2016 ◽

Vol 9 (4) ◽

pp. 822-844 ◽

Cited By ~ 4

Author(s):

Per Svejvig ◽

Sara Grex

Keyword(s):

Project Management ◽

Value Creation ◽

Collaborative Research ◽

Design Methodology ◽

Lean Thinking ◽

Theoretical Understanding ◽

Content Type ◽

Research Stream ◽

The Impact ◽

Further Development

Purpose The purpose of this paper is to analyze the similarities and differences between the Danish rethinking project management (RPM) initiative named Project Half Double (PHD) and the RPM research stream. The paper furthermore discusses how PHD and RPM can inspire each other in research and practice. Design/methodology/approach This is an empirical paper based on collaborative research between industry and researchers. PHD has developed principles and practices driven by industry consisting of ten leading stars and the impact, leadership and flow (ILF) method. The ten leading stars and ILF method are compared to RPM research. The comparative analysis is then used in a broader discussion about how the research-driven RPM initiative can enrich the industry-driven PHD initiative and vice versa depicted in a theoretical understanding of translations between global ideas and local implementations. Findings RPM and PHD share a focus on value creation, social processes, learning and complexity while PHD also focusses on lean thinking, agile thinking, front-end loading and leadership, which are largely topics beyond the RPM research stream. Originality/value The paper presents how stakeholders from Danish industry interpret the actuality in projects and how they want to move forward with a radically different project paradigm. This is expressed in the ten leading stars and ILF method, which is compared and contrasted to the existing RPM literature providing a foundation for further development of both RPM and PHD.

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