Why IBQMI® Lean Project Management is the way to go in your next project

Lean thinking is a term coined by J.P Womack, D.T Jones and D.Roos in the book "The machine that changed the world", following their studies of the automobile industry which took several hits during the energy crisis of the 1990's. The philosophy of lean thinking was attributed to the Toyota corporation of Japan owing to their system of production that embraced an environment of value addition, rather than the rigid batch and queue system of mass production.

IBQMI® Lean Project Management is focused on continuous value delivery

This system greatly rid the process of waste and redundancies mainly experienced in the process of production. The waste were categorised as MUDA(wasted effort), MURA( inconsistency ) and MURI( over-commitment). Wasted in lean focuses on seven areas:

Overproduction: This is an area that poses the greatest challenge to most production processes. Overproduction involves products already manufactured that are not in demand, functions or products that customers are not willing to pay for and extra cost incurred in getting rid of these unused products all constitute waste of overproduction.

Waiting: This refers to the time in which a product is ready to move to the next stage of production . A delay in workflow would increase the bottlenecks within the system and constitute a waste.

Transportation: This involves moving materials from positions of the workflow to another. It incurred costs include time waste, fuel cost and the probability of damaging the goods when being moved.

Over-processing: This involves work that has no additional value to the production process. Itincurss costs that include waste in equipment labour and materials. For services industries, over-processing takes the form of hierarchies and multiple levels of authority.

Inventory: This waste constitutes excessive stock, storage spaces, and capital tied to unprocessed inventory. This creates a clog in the process which makes identification of problems difficult.

Motion: This involves the unnecessary movement of materials and machines in the process and this slows its progress. Motion burdens the process and increase costs that range from wear and tear of the machine and adverse health of overburdened workers.

Defects: Defects are experienced in all areas of production and may stem from inaccurate process plan or faulty equipment. it incurred cost would involve an overhaul of the process batch and waste in raw materials and time

The IBQMI® Lean project management is an industry leading methodology, an attitude focused on continuous value delivery and waste elimination that ensures project efficiency and customer satisfaction. Although lean management was founded on the study of the manufacturing industries, it's principles are applicable in other industries such as marketing and publishing software and engineering amongst others.

The target is to address the common pitfalls experienced in project management. Some of which includes;
• Failure to determine value stream
• Failure to established customer plan
• Lack of stakeholder communication plan
• Gailure to address scope creep amongst others

Lean thinking incorporates these principles in project management.
• Identifies the customer and specifies value
• The value stream is mapped out
• Create flow thereby eliminating waste
• Responds to customer pull
• Improvement in the pursuit of perfection.

In the course of enterprise, project management where time and resources are meant to be spent optimally and set goals achieved, the benefits of lean management are innumerable some of these benefits as reported and listed below:
• it rids the process of waste and redundancies leading to higher productivity and increased efficiency.
• There's an increase in product quality.
• The production time is reduced.
• The cost of production is lower.

Establish systemic methods for the elimination of waste within a manufacturing process. Enroll in the Certified Lean Project Manager®