![\"Lean](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2023\/08\/Lean-project-management-cover-1024x512.png\")
<\/figure>\n\n\n\nWhat is Lean project management methodology?<\/h2>\n\n\n\n
Lean Enterprise Institute defines Lean<\/a> as \u201ca way of thinking about creating needed value with fewer resources and less waste<\/em>\u201d and \u201ca practice consisting of continuous experimentation to achieve perfect value with zero waste<\/em>\u201d.<\/p>\n\n\n\n Lean was first developed in the form of a Lean manufacturing system in Toyota. Also called the Toyota Production System<\/a> (TPS), this system is based on the just-in-time<\/em> method of production (production of only what is needed for the next phase) and jidoka<\/em> (translated as automation with a human touch<\/em>). <\/p>\n\n\n\n In the 1990s, MIT researchers James P. Womack and Daniel T. Jones noticed Toyota was consistently able to achieve more with less.<\/p>\n\n\n\n They investigated why this was the case and presented their findings in The Machines That Changed the World <\/em>(1990) <\/em>and Lean Thinking <\/em>(1996) \u2014 the latter being the first books to use the Lean <\/em>moniker for codifying the set of 5 Lean principles as we know them today.<\/p>\n\n\n\n Lean project management is merely the application of Lean manufacturing principles to project management<\/a>. <\/p>\n\n\n\n If we had to sum up Lean in a sentence, it would be this:<\/p>\n\n\n\n Deliver value from the customer\u2019s perspective<\/strong>.<\/em><\/strong><\/p>\n\n\n\n Maximizing this value is at the heart of all 5 principles of Lean<\/a>. <\/p>\n\n\n\n Presented in an actionable manner, these principles state the following:<\/p>\n\n\n\n We\u2019ll explore each in more detail.<\/p>\n\n\n In Lean project management, value is anything the customer is willing to pay for<\/strong> \u2014 be it a product or a service.<\/p>\n\n\n\n So, make sure you have a clear picture of what it is your customers want. <\/p>\n\n\n\n In the case of Toyota, their customers \u2014 car dealerships \u2014 want them to deliver cars to said dealerships.<\/p>\n\n\n\n That\u2019s it.<\/p>\n\n\n\n The car dealerships don\u2019t care how efficient the production line is or how much it costs to keep a large inventory of car parts. <\/p>\n\n\n\n Any costs accrued by inefficient production or oversized inventory are of no concern to the customers. <\/p>\n\n\n\n After all, none of this brings them additional value.<\/p>\n\n\n\n Costs that don\u2019t add value to the customer are referred to as waste<\/strong> in Lean project management.<\/p>\n\n\n\n Step 2 of Lean project management is eliminating waste<\/strong>, which is done by creating a value stream map<\/a>.<\/p>\n\n\n\n A value stream map is used to visually represent the flow of value in your project. <\/p>\n\n\n\n Using a value stream, you can distinguish, at a glance, which steps in your production offer value and which only create waste.<\/p>\n\n\n\n Let\u2019s take video production as an example. We\u2019ll use exaggerated numbers to keep things simple.<\/p>\n\n\n Let\u2019s say the cycle time for this video production is 10 days:<\/p>\n\n\n\n This is the general idea.<\/p>\n\n\n\n Now, let\u2019s see \u2014 in this example, we have 6 days of activities that add value and 4 days of waste caused by waiting.<\/p>\n\n\n\n Waiting waste is just one of the many types of waste that can affect your project.<\/p>\n\n\n\n To help make you better at identifying waste, we\u2019ll familiarize you with the waste terminology<\/a> used in the Toyota Production System, i.e. the following 3 types of waste:<\/p>\n\n\n\n Muda refers to a waste of resources \u2014 something that doesn\u2019t increase value from the customer\u2019s perspective yet still costs you. <\/p>\n\n\n\n You can think of it as manufacturing waste.<\/p>\n\n\n\n In actuality, the term Muda (\u7121\u99c4) is the only one among these 3 that can be translated as waste<\/em> \u2014 although a more common translation would be useless <\/em>or futile<\/em>.<\/p>\n\n\n\n Taiichi Ohno, the man behind the Toyota Production System, categorized the following 7 types of Muda<\/a>:<\/p>\n\n\n\n If you\u2019re in doubt as to whether or not some of these processes constitute waste, simply ask yourself whether they provide value from the customer\u2019s perspective.<\/p>\n\n\n\n Let\u2019s circle back to the video production example mentioned earlier.<\/p>\n\n\n\n If, during the production of a video, it takes the video editor a whole day to start the editing process upon receiving the audio file, this day of waiting doesn\u2019t add any value to the customer \u2014 from their perspective, being able to watch the video is the value.<\/p>\n\n\n\n Mura refers to waste caused by uneven workload. <\/p>\n\n\n\n In Lean project management, the term Mura (\u6591) is correctly translated as uneven<\/em>.<\/p>\n\n\n\n The idea is that uneven input is bound to result in uneven output, and uneven output is patently undesirable. <\/p>\n\n\n\n Those seeking to be Lean should make every effort to ensure their processes are standardized.<\/p>\n\n\n\n Going back to car manufacturing, let\u2019s say the factory needs to transport 200 new cars to dealerships by rail, and they have 4 freight trains at their disposal. If they put 80 cars in the first freight train and 40 cars in the other 3, this would put uneven strain on the trains. The cars should be evenly distributed \u2014 50 in each one.<\/p>\n\n\n\n Muri refers to a waste of effort, generally brought about by overburdening workers or equipment.<\/p>\n\n\n\n Although often mistranslated as overburden <\/em>in the context of Lean project management, <\/em>the 2 kanji used to depict Muri (\u7121\u7406) are most accurately translated as unreasonable. <\/em><\/p>\n\n\n\n The idea is that overburdening people and equipment is unreasonable, as it inevitably leads to burnout and malfunctions. <\/p>\n\n\n\n This, in turn, leads to errors that detract from the value of your project. And, anything that detracts from value is anti-Lean.<\/p>\n\n\n\n Identifying and removing waste is only half the work.<\/p>\n\n\n\n The other half is reconfiguring your workflow to function without waste<\/strong>.<\/p>\n\n\n\n If you\u2019ve been wasting a lot of resources by keeping an unnecessarily large inventory, you can\u2019t just say \u201cWe\u2019ll keep less inventory\u201d \u2014 that\u2019s half the work.<\/p>\n\n\n\n Instead, you need to take a systemic approach<\/strong> to reevaluating and reconfiguring your inventory management<\/a>. <\/p>\n\n\n\n If you\u2019re renting a large storage facility and you start keeping less inventory, your storage facility should be made to reflect this change. After all, keeping storage space is expensive in and of itself.<\/p>\n\n\n\n Alternatively, if you\u2019re making cars and you\u2019ve discovered the production line moves the chassis around too much, you can\u2019t just stop moving the chassis \u2014 this would bring production to a complete halt. <\/p>\n\n\n\n Instead, you need to create a new production line that will maximize the value flow<\/strong> without unnecessary movement.<\/p>\n\n\n\n The 4th principle of Lean instructs us to establish a pull system<\/a>.<\/p>\n\n\n\n Just in case you\u2019re unfamiliar with the terminology of pull and push systems, here\u2019s a brief explanation:<\/p>\n\n\n\n A simple example of a pull system is a print-on-demand business. Only when a customer places an order, does the business create the product \u2014 print a book, a shirt with a logo, or something similar. So their production is a direct response to customer demand. <\/p>\n\n\n\n In Lean project management, pull systems are used to ensure your supply closely matches the demand for your product. <\/p>\n\n\n\n That\u2019s because \u2014 looking from the eyes of the consumer \u2014 overproduction is a waste.<\/p>\n\n\n\n One of the simplest ways to introduce pull into your projects is by using the Kanban project management framework. <\/strong><\/p>\n\n\n\n Kanban operates by severely limiting the work in progress<\/a> \u2014 i.e. the number of tasks \u2014 each worker is allowed to work on at the same time.<\/p>\n\n\n\n This ensures workers focus all their efforts on the work at hand and only start working on a new task once they\u2019ve finished the previous one.<\/p>\n\n\n Kanban and Lean are somewhat related anyway, with both finding their roots in Toyota. <\/p>\n\n\n\n This is to say that Toyota, the progenitor of Lean manufacturing, uses Kanban as an integral part of their Toyota Production System.<\/p>\n\n\n\n Lastly, it\u2019s important to note that Lean project management is a continuous process<\/strong>.<\/p>\n\n\n\n It entails continuously reevaluating your processes and seeking ways to optimize them even further.<\/p>\n\n\n\n There is no room for complacency in Lean project management.<\/p>\n\n\n\n \n Avoid waste and keep projects lean using the Kanban pull workflow in Plaky.<\/p>\n\n Implementing Lean means adhering to the 5 principles of Lean. <\/p>\n\n\n\n So, in this section, we have included some tips to help you implement the said principles:<\/p>\n\n\n\n Once you\u2019ve defined value, you should analyze the current processes and procedures of your project. <\/p>\n\n\n\n In other words, you should check to see which parts add value and which parts add waste.<\/p>\n\n\n\n Then, revamp the process to keep it functional while removing as much waste as you can.<\/p>\n\n\n\n Unfortunately, it\u2019s hard to be more specific here, as there\u2019s no telling which types of waste a certain project will suffer from.<\/p>\n\n\n\n The best thing you can do is map out the value stream and check for the 7 types of Muda, as well as Mura and Muri.<\/p>\n\n\n\n Although eliminating waste is a positive change, too much change at once can be a shock to the system.<\/p>\n\n\n\n So, it\u2019s a good idea to implement Lean gradually, especially if you have a large organization. <\/p>\n\n\n\n Try implementing it 1 department at a time or 1 production line at a time. This will allow you to see if the changes are effective, and it will give your employees time to get used to them. <\/p>\n\n\n\n Once you\u2019ve figured out a way of eliminating waste and maximizing the value you bring to the customer, it\u2019s time to implement a pull system.<\/p>\n\n\n\n The best way to do this is by utilizing a Lean project management tool like Plaky<\/a>.<\/p>\n\n\n Plaky allows you to organize all tasks using customizable Kanban boards, which ensures that your workflow is pull-centric, regardless of the size of your project.<\/p>\n\n\n\n Lean may have started in manufacturing, but it can be found in various industries. Here are examples of how Lean project management can be implemented in:<\/p>\n\n\n\n You have likely witnessed a well-implemented Lean approach without even realizing it. <\/p>\n\n\n\n Restaurants are a good example of implementing Lean project management principles with great results:<\/p>\n\n\n\n If there is one place where we want everything to function without a glitch, it\u2019s the hospital. So, although healthcare may not be the first industry that comes to mind in connection to Lean practices, it can definitely benefit from implementing Lean. <\/p>\n\n\n\n Let\u2019s look at how going Lean in the NHS<\/a> (UK\u2019s National Health Service) and implementing the 5 principles might make them more functional:<\/p>\n\n\n\n Lean project management has found its way into software development, where it\u2019s evolved and slightly altered the original 5 principles. <\/p>\n\n\n\n The Lean approach to software development was defined in the book Lean Software Development: An Agile Toolkit<\/em><\/a> by Mary and Tom Poppendieck. They identified 7 principles for Lean software development<\/a>:<\/p>\n\n\n\n The biggest benefits Lean brings to projects are:<\/p>\n\n\n\n Identifying and eliminating waste in your project workflow<\/a> is guaranteed to reduce overall costs.<\/p>\n\n\n\n If we look back at the 7 Muda, these are all processes that don\u2019t add value but cost resources:<\/p>\n\n\n\n We could go on.<\/p>\n\n\n\n The point is that the biggest advantage of using Lean is its ability to maximize profits by eliminating unnecessary costs \u2014 and it works.<\/p>\n\n\n\n \ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n Learn more about handling costs in project management in our articles:<\/p>\n\n\n\n All types of Muda cost you time. Although waiting is the most obvious waste of time, all other types ultimately lead to wasting your time as well.<\/p>\n\n\n\n You can save valuable time by eliminating unnecessary processing, transportation of products, and motion. <\/p>\n\n\n\n For example, if the warehouse with the parts needed for assembling your product is far away from the production line, not only are you wasting money on transportation, but you are also wasting time on it. <\/p>\n\n\n\n Without wasting time on unnecessary tasks, you can produce more in less time, meaning productivity is on the rise.<\/p>\n\n\n\n \ud83d\udca1 Plaky Pro tip<\/strong> <\/p>\n\n\n\n Discover why time management is a crucial part of managing projects:<\/p>\n\n\n\n Since Lean focuses on delivering value from the customer\u2019s perspective, it stands to reason that Lean practices lead to higher customer satisfaction<\/strong>.<\/p>\n\n\n\n It\u2019s important to make sure that waste reduction reduces only the costs of production while leaving the quality of the product as is.<\/p>\n\n\n\n If you want to have a successful business with experienced and expert employees, positive employee experience<\/a> is vital. <\/p>\n\n\n\n The elimination of Muri (waste of effort) and Mura (waste caused by uneven workload) helps create a healthy work environment. <\/p>\n\n\n\n The employees are not overburdened with work, which means there is a lower chance of burnout. <\/p>\n\n\n\n For all of its advantages, however, Lean project management also comes with several hidden disadvantages you should be aware of.<\/p>\n\n\n\n The 2 major disadvantages of Lean are:<\/p>\n\n\n\n In a sense, Lean is all about producing the desired results with the minimum investment:<\/p>\n\n\n\n Your goal is to do just enough work, just in time<\/strong> to provide value to the customer.<\/p>\n\n\n\n This shouldn\u2019t be confused with delivering a subpar quality product or service \u2014 it should be free of any defects. <\/p>\n\n\n\n But, the goal is to use the minimum input needed for the desired output.<\/p>\n\n\n\n In theory, this sounds great.<\/p>\n\n\n\n And, in practice, it does work.<\/p>\n\n\n\n But, using Lean leaves you with very little room for error.<\/strong><\/p>\n\n\n\n Taken to its extreme, progress on a Lean project can be compared to walking on a tightrope, where 1 misstep can cause serious issues.<\/p>\n\n\n\n Even though Lean teaches us not to overburden equipment, breaks and malfunctions still happen. And, with no redundancy, they can completely halt the progress of a project.<\/p>\n\n\n\n This 1 disadvantage can have a range of consequences, like missing deadlines<\/a> or producing defective products.<\/p>\n\n\n\n The initial return on investment for using Lean is typically great.<\/p>\n\n\n\n This is most noticeable when low profits caused by inefficiencies serve as the impetus for a project or production to switch to Lean.<\/p>\n\n\n\n That first batch of waste elimination and value flow reconfiguration tends to have universally positive effects:<\/p>\n\n\n\n But, Lean is a process of continuous improvement.<\/p>\n\n\n\n And, it\u2019s not uncommon for leadership to get drunk on the potential improvements of subsequent value flow reconfigurations.<\/p>\n\n\n\n When performed in quick succession, these reconfigurations bring diminishing returns, while frustrating the workers.<\/strong><\/p>\n\n\n\n For someone new to Lean, the costs of continuously reconfiguring the value flow can greatly exceed the benefits.<\/p>\n\n\n\n This is a waste of resources and therefore counterproductive to the goals of Lean.<\/p>\n\n\n\n This happens when overzealously tracking productivity and waste starts to negatively affect production, turning a means to an end into an end unto itself.<\/p>\n\n\n\n Now, you shouldn\u2019t take this as advice to forget all about the 5th principle of Lean \u2014 seeking perfection. <\/p>\n\n\n\n Just make sure the improvements you make are as beneficial in practice as they are in theory.<\/p>\n\n\n\n \n Track your progress and achieve better project results with Plaky.<\/p>\n\n Rather than being concrete project management methodologies<\/a>, both Lean and Agile are best thought of as project management mindsets:<\/p>\n\n\n\n Interestingly enough, Lean and Agile aren’t mutually exclusive.<\/p>\n\n\n\n You can be both Lean and Agile at the same time.<\/strong><\/p>\n\n\n\n Standing testament to this is Kanban<\/strong>, which is, at the same time, an Agile framework and one of the best ways to integrate a pull system mandatory for Lean project management.<\/p>\n\n\n\n Looking at Toyota\u2019s 6 rules of using Kanban<\/a>, we can see they perfectly complement Lean:<\/p>\n\n\n\n In this sense, you can think of Kanban as the intersection where Agile and Lean \u2014 2 otherwise different project management paths \u2014 meet.<\/p>\n\n\n\n With 70 years of history through the Toyota Production System, Lean project management is a proven way to increase value and reduce costs by eliminating waste and utilizing a pull system.<\/p>\n\n\n\n This is beneficial not only for startups, who cannot afford to waste any resources but also for well-established companies seeking to improve their profit by cutting costs without sacrificing quality.<\/p>\n\n\n\nWhat are the 5 principles of Lean?<\/h2>\n\n\n\n
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![\"The](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/05\/lean-management-min.png\")
Principle #1: Identify value<\/h3>\n\n\n\n
Principle #2: Create the value stream <\/h3>\n\n\n\n
![\"Example](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/05\/value-stream-map-min.png\")
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Muda \u2014 a waste of resources<\/h4>\n\n\n\n
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Mura \u2014 waste caused by uneven workload<\/h4>\n\n\n\n
Muri \u2014 a waste of effort<\/h4>\n\n\n\n
Principle #3: Create flow<\/h3>\n\n\n\n
Principle #4: Establish pull<\/h3>\n\n\n\n
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![\"The](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/05\/kanban-process-min-1024x1012.png\")
Principle #5: Seek perfection<\/h3>\n\n\n\n
Free project management software<\/h2>\n
![\"Illustration\"](\"https:\/\/plaky.com\/learn\/wp-content\/themes\/cake-learn\/src\/images\/plaky\/banners\/pricing@2x.png)
\n <\/picture>\n <\/div>\n<\/div>\n <\/p>\n\n\n\nHow do you implement Lean project management? <\/h2>\n\n\n\n
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Tip #1: Analyze and upgrade processes<\/h3>\n\n\n\n
Tip #2: Implement Lean gradually<\/h3>\n\n\n\n
Tip #3: Use Lean project management tools<\/h3>\n\n\n\n
![\"Example](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2024\/02\/Example-of-Kanban-in-Plaky.png\")
3 Lean project management examples<\/h2>\n\n\n\n
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Example #1: Restaurant service management <\/h3>\n\n\n\n
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Example #2: Healthcare<\/h3>\n\n\n\n
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Example #3: Software development<\/h3>\n\n\n\n
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Advantages of Lean project management<\/h2>\n\n\n\n
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Advantage #1: Lean reduces costs<\/h3>\n\n\n\n
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Advantage #2: Lean saves time<\/h3>\n\n\n\n
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Advantage #3: Lean increases customer satisfaction<\/h3>\n\n\n\n
Advantage #4: Lean improves employee experience <\/h3>\n\n\n\n
Disadvantages of Lean project management<\/h2>\n\n\n\n
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Disadvantage #1: Lean leaves little room for error<\/h3>\n\n\n\n
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Disadvantage #2: Lean can lead to counterproductive results<\/h3>\n\n\n\n
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Free project management software<\/h2>\n
![\"Illustration\"](\"https:\/\/plaky.com\/learn\/wp-content\/themes\/cake-learn\/src\/images\/plaky\/banners\/default@2x.png)
\n <\/picture>\n <\/div>\n<\/div>\n <\/p>\n\n\n\nWhat\u2019s the difference between Lean and Agile project management?<\/h2>\n\n\n\n
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Conclusion: Lean allows you to achieve more with less<\/h2>\n\n\n\n