Lean Principles for Project Control

2012 ◽  
pp. 241-256
Keyword(s):  
Project Control ◽  
Lean Principles

Responding to Human Biases in Project Control

2014 ◽  
Author(s):  
Werner Rutten ◽  
Harry Martin ◽  
Guy Janssens
Keyword(s):  
Project Control

scholarly journals Lean thinking: using 6S and visual management for efficient adverse event closure

2021 ◽  
Vol 10 (1) ◽  
pp. e001197
Author(s):  
Ziad Alzahrani
Keyword(s):  
Adverse Event ◽  
Working Environment ◽  
Communication Tool ◽  
Visual Aids ◽  
Process Map ◽  
Lean Principles ◽  
Staff Members ◽  
Safety Reporting ◽  
Visual Aid ◽  
Medication Incidents

BackgroundWe focused on a busy Adult Oncology Department having over 130 staff members, with around 70 of them being physicians with different levels of specialties. A multidisciplinary committee was formed in the department, consisting of physicians, nurses, pharmacists, a medication safety representative and a quality specialist to look after all reported incidents.Local problemThe department staff at the institution in question in this study expressed their concern about the surging number of reported incidents, delays in closing reports within the set timeframe, ambiguity of individuals’ roles at the committee level and errors in using the safety reporting system (SRS). Accordingly, this study focused on the development of a visual aid through the creation of a functional process map to help clarify team roles and stipulate the steps for adverse event closure.MethodsThe Sort, Set-in order, Shine, Standardise, Sustain and Safety and visual management lean principles, as well as the eight lean wastes—Transportation, Inventory, Motion, Waiting, Overprocessing, Overproduction, Defect and Staff underutilisation—were introduced in early May 2016 and used during SRS committee meetings over 3 years.InterventionThe indicators used were the average number of days for both medication and non-medication incidents from the day of reporting until the closure. The extent that the limit was exceeded was compared.ResultsThe average number of days until closure showed a reduction from 67 to 37 and 134 to 61 between Periods I (2016) and III (2018) for medication and non-medication incidents, respectively.ConclusionsThe developed process map was a useful communication tool. It helped to sort process activities, team roles and streamline the process. It brought the average number of days until closure within the acceptable 45-day limit for medication incidents. Thus, using visual aids in the working environment is helpful in improving communication among the workers.

Quality Management System Implementation Based on Lean Principles and ISO 9001:2015 Standard in an Advanced Simulation Centre

2021 ◽  
Vol 51 ◽  
pp. 28-37
Author(s):  
Maria Angeles Tebar Betegon ◽  
Víctor Baladrón González ◽  
Natalia Bejarano Ramírez ◽  
Alejandro Martínez Arce ◽  
Juan Rodríguez De Guzmán ◽  
...  
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Iso 9001 ◽  
System Implementation ◽  
Lean Principles ◽  
Simulation Centre

A project control process in pre‐construction phases

2005 ◽  
Vol 12 (4) ◽  
pp. 351-372 ◽  
Author(s):  
Khaled Al‐Reshaid ◽  
Nabil Kartam ◽  
Narendra Tewari ◽  
Haya Al‐Bader
Keyword(s):  
Construction Projects ◽  
Joint Venture ◽  
Control Process ◽  
Time Frame ◽  
Lessons Learned ◽  
Successful Implementation ◽  
Project Control ◽  
Construction Stage ◽  
Kuwait University ◽  
Content Type

PurposeIt is a well‐known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project‐schedules, i.e. time‐frame, and overruns of project‐costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre‐construction phases of projects. Normally projects are implemented through traditionally old techniques which generally emphasize only solving “construction problems during the construction phase”. The aim of this article is therefore to unveil a professional methodology known as Project Control System (PCS) focusing on pre‐construction phases of construction projects.Design/methodology/approachIn this article, the authors share the lessons learned during implementation of Kuwait University projects worth approximately $400 million in a span of ten years. The task of the project management/construction management (PM/CM) is being provided to the university by a joint venture team of international and local specialists.FindingsThe pre‐construction methodology ensures smooth and successful implementation during construction phases of the projects as they are generally executed in a fast‐pace, deadline‐driven and cost‐conscious environment. The intuitive proactive methods, if implemented during pre‐construction stage, automatically answer the questions that are encountered during the execution periods of projects.Originality/valueIn this article, the authors share the lessons learned during PM/CM during projects over a span of ten years, which could be of use to others.

STATUS QUO OF A ‘LEAN UNIVERSITY’ CONCEPT IN KYRGYZSTAN

2019 ◽  
Vol 19 (4) ◽  
pp. 23-30
Author(s):  
Jyldyzbek Jakshylykov ◽  
Keyword(s):  
Higher Education ◽  
Education System ◽  
Higher Education Institutions ◽  
Status Quo ◽  
Lean Principles ◽  
Higher Education System ◽  
The World

The Kyrgyz higher education institutions are failing to meet the newly emerging challenges. Despite the efforts and jobs done, the effective results are not being achieved in the education and research sphere as desired. In this article, we give the examples of “Lean principles” implementations around the world as one of the solutions to the above mentioned challenge. In the last part of the article, we discuss a status quo of these principles in Kyrgyz higher education system.

DETERMINANTS OF SUCCESSFUL IMPLEMENTATION OF NON- GOVERNMENTAL ORGANIZATIONS HEALTH PROJECTS IN KIBERA INFORMAL SETTLEMENT, KENYA

2019 ◽  
Vol 4 (1) ◽  
pp. 1-25
Author(s):  
Patrick Odongo ◽  
Dr Kepha Ombui
Keyword(s):  
Community Participation ◽  
Survey Design ◽  
Informal Settlement ◽  
Resource Mobilization ◽  
Successful Implementation ◽  
Project Control ◽  
Communication Plan ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
The Status

Purpose: The current study sought to establish determinants of successful implementation of non-government organization health projects in Kibera informal settlement. The study sought to establish how community participation, resource mobilization, communication and project control determines successful implementation of health projects for NGOs operating in Kibera informal settlement.Methodology: The study adopted a descriptive survey design and 116 questionnaires were issued but only 92 questionnaires were received which represented a 79% response rate.Results: The results of the study revealed that resource mobilization, communication and project control positively and significantly determined successful implementation of health projects by Non-Governmental organizations in Kibera as shown by r=0.443, r=0.511 and r=0.798 respectively while community participation negatively determined the implementation success of the projects (r= -0.078).Recommendations: The study recommends that NGOs implementing health projects in Kibera should focus on mobilizing resources since the practice contributes to successful implementation of the projects. NGOs can achieve this by actively engaging sponsors, conducting harambees, networking and presenting grant proposals to prospective financiers to solicit resources for implementing the health projects. Additionally, the study recommends that NGOs implementing health projects in Kibera should focus on project communication since the practice contributes to successful implementation of the projects. NGOs can achieve this by establishing a concise project communication plan, and through continuous communication with project teams and stakeholders on matters concerning the progress of the project. The study further recommends that NGOs implementing health projects in Kibera should focus on project control since the practice contributes to successful implementation of the projects.NGOs can achieve this by using project management information systems in designing and controlling health projects, conducting a variance analysis on the progress of the project and by providing updates on the status of the project to the relevant stakeholders. 

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