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Lean Implementation Applied in Project
By Alvaro Plaza
Education: Lean Bronze Trained
MBA with concentration in Project Management
at Keller Graduate School of Management
at Pontificia Universidad Javeriana, Cali-Colombia
Standardization – Daily Work Routine Management
At Cementos del Valle, Vicente Falconi Campos
HISD – Houston Independent School District
Hobbies: Soccer Community Service
• Showed information on
how a visual management
system could be used in
• No information when the
pressure is unsafe
• The gauges could be
found in every floor – stairs
• Change gauges with visual management that way anybody could
report if pressure goes to unsafe direction. Safer environment.
• Visual education – Poka Yoke: The same principle could be used in
the field to make it a safer work place.
in each floor
With not visual
Project Room / Visual Management System
• Low participation from
team members to speak
up and tell about hotspots
• No visual management – It
is not visible status /
progress of tasks and
for each project
• Lengthy project meetings
• Designed an Obeya Room and created an easy and effective visual
management system to anticipate projects’ risks, motivate action, and
• Shorter project meetings (30 minutes or less)
• Created metrics to track the health of 5 projects
(laminated, It could be use
LPC =Lean Production
(laminated, It could be use multiple times)
Project Room / Visual Management System Influence
• No Visual Management
Systems in place in other
• Coached, supported, and influenced other visual management
systems styles in 7 different groups.
Lean Training and Support - Planning
• None or few Lean team
hands on strategy activities
in place to educate team
• Provided activities to teach more than 20 team members how
important is to plan. Important to plan for success.
• Fail to plan then plan to fail.
• Proved the impact of time and cost for no planning properly.
Inadequate or no planning
• Project delays due to many factors:
inexperience, new procedures, guidelines
Activity Time: More than 20 minutes and
project was not finished
Lean Production Control was implemented
• Easier to anticipate critical issues, take proactive
actions, and readjust
Activity Time: The project was finished in 11
minutes. Planning payoff
Lean Training and Support – 5s
• Few or none Lean team
hands on activities to
educate team resources
• Proved the impact in time, productivity, and cost for not applying 5s
• 5s Audit form to do periodically self-evaluation was shared. Self-
evaluation was not implemented.
ACTUAL WORK PLACE
SET IN ORDER
Lean Training and Support – Videos
• Few videos about Lean
shared with team
• Lean concepts taught were supported with videos shared weekly for
more understanding on how other businesses are using Lean to have
a competitive advantage.
Notes: Videos were shared weekly along with the project status to all members
Learn What 5S is and How it Applies to Any Industry Video The Coaching Kata: An Example Coaching Cycle Video
5s Lean manufacturing: SORT Video Kata Case Example - Carlsberg Group Video
5S lean manufacturing - 2. Set Video The Chinese farmer Video
5S lean manufacturing - 3. Shine Video Kata Case Example - Merck Video
5S lean manufacturing - 4. Standardize Video Coaching Kata with Hailey and Bradley Video
5S lean manufacturing 5. Sustain Video The Impact Of Multitasking: A Challenge Video
The Pomodoro Technique Video Learn How to Leverage the Powerful A3 Report Video
The Pomodoro technique and Kanban Video
Creation of Visual Standards
• VC communication
standard is bias, it is not
• Problems communicating
with Sichuan every
• Created a standard to call via VC with other location and could
communicate with callers with no VC capability. The standard could
be applied to all floors in the building with VC equipment. The
standard was applied to all Sichuan meetings.
Problems in 2 meetings
10 minutes delay in each session to start
Houston: 10 members x 10 minutes
Sichuan: 10 members x 10 minutes
Time Waste: 3.33 man/hr.
1 hr. man= $ 350
$ Waste= 3.33 x 350 = $1165 per meeting
No problems after standard was implemented. Assuming 20 meetings
1 hr. man= $ 350
Time Saved: 3.33 hrs. x 20 meetings = 66.6 man/hrs.
Savings = 66.6 hrs. x $350 = $23,300 or $1,165 per meeting
Lean – Standardization – Poka-Yoke
• Incomplete information in
posting notes used in the
• Notes with different colors
were confusing team
• We only used white posting notes. If a posting of other color is
posted, it means is a new item.
• Designed posting note with printed information to avoid missing
important information and educate resources
Name, Action, Target Date, Due Date
• Weekly project meetings • Facilitated more than 100 project meetings in 10 months. Each
morning for 10 minutes at 8 am.
Lean – Time Management – Active participation
• No time restrictions during
• Few team members
• Established an individual time (3 - 5 minutes) to provide information
of tasks/commitments (Highlights, Hotspots-Countermeasures)
• Stand up meeting - Every person in the project must to provide
• Proposed; but not implemented: Use of the Pomodoro technique
for time management.
3 - 5 minutes
Stand up meeting
Visual Management System – Resource Allocation C & A
• No visual help regarding resource
allocation and priorities, and which
project is having more priority.
• Unable to visualize who is over o
• Because team resources are changing priorities constantly, by
Tuesday morning, all employees working in different projects
should update/place the magnets according to their weekly
• Easy way to visualize who is over or under allocated.
• Easy way to visualize project workload
Lean – Root Cause Identification
• Do not have any document
to track root causes
• Template to collect root cause affecting team resources and tasks
completion by the due date.
• Identify major waste
• Improvement Kata at the end of each month and focus in the most
Where: Every project meeting
- If a task was not accomplished, answer 5 Why’s
- Propose a countermeasure or ask for advise
- Identify and enter in the template what kind of waste(s)
- Collect root cause information
- End of each month, identify root cause with more frequency
- Identify which root cause will have more positive effects
if it is reduced or eliminated
- Do a Kata improvement with prioritized root cause
Visual Management System – Project Progress
• No visual help regarding overall
• Use of SPS in early stages could
be difficult to maintain and keep it
• This template should be used as a backup if SPS
implementation becomes complex and difficult to maintain for
FDP – Field Development Plan
• The template could track the progress of several FDPs working
in parallel and following the company guidelines (T & E) of
critical information to be covered.
Lean – Digital Kanban in SharePoint
• No use of SharePoint to
track project commitments
• Designed a Kanban in SharePoint with tasks assigned and
commitments from team resources including due dates. Tasks are
sync with outlook for easy view and reporting status.