PPMP20009 Leading Lean Projects

2023 Term 1 – Assessment 2

Tutor: [Insert tutor name]

Tutorial: [Insert tutorial day and time]

Team Details: 1. Chaitanya Raval (12077625)

2. Harsh Rakeshbhai Patel (12205984)

3. Meegada Venkata Satish Kumar Reddy (12224455)

4. Ruchit Mukeshkumar Prajapati (12224263)

NOTE: Question 1 will be completed in the week 6 tutorial and questions 2, and 3 in the week 7 tutorial.

Make sure that you seek feedback from your tutor during these tutorials.

Final Submission (All Questions completed) is due Week 11

The final submission in week 11 is to be submitted as the original Word document.

(PDFs will not be able to be uploaded for the Week 11 Submission).

The marks for all questions will be provided after the final submission.

Academic misconduct is taken very seriously. If one member of your group engages in inappropriate academic conduct or misconduct, then the whole team is penalised.

Project Prioritisation

Q1. (2 marks – Complete the Week 6 Tutorial)

Decide as a team which of the proposed lean transformation projects your team will work on.

Outline how and why your team chose the specific project. The response should not go over the page.

Note: This must be one of the case studies that team members submitted in Assessment 1 Part 2.

Student Name and Numbers of those present during tutorial 6: Chaitanya Raval (12077625)

The Case Study Title	Gemba walk for Spotlight Pty. Ltd.
The original author of the chosen case study (Name and student number)	Ruchit Prajapati (12224263)
Describe the process your team used to prioritise the case studies and why you thought that process was appropriate (2 mark) (For example, did you use a weighted matrix, did you define selection criteria – if so include them in your response, did you have a secret ballot etc. Ensure you justify the approach you used.) Harsh (12205984) Chaitanya (12077625) Satish (12224455) Ruchit (12224263) Time 7 6 8 7 Complexity 8 7 6 8 Compliance 7 8 7 8 Innovation 6 7 6 8 Total 28 28 27 31 Based on the above-weighted Matrix, we would like to go ahead with Ruchit’s case of Gemba walk because considering all the parameters like innovation, complexity etc, it seems his assignment has potential where we can see the scope of improvement & a lot of research is required. At the end of the assignment, we can come up with some great strategies which can remove the maximum of Lean wastage in this area of management. Continuing the case study, we can unfold several approaches towards a hybrid system of agile & waterfall models.

Agile tools and techniques for productive teams

Q.2 (6 marks – Complete in the Week 7 Tutorial)

12077625 – Chaitanya Raval 12205984 – Harsh Patel 12224455 – Venkata Satish kumar Reddy 12224263 – Prajapati Ruchit

Q2a. List four characteristics of high functioning and productive teams. (4 marks)

A	Respect each team members opinions
B	Effective team meeting and Conflict resolutions – Any conflict within the team or external, the team must be in a state that conflict management is carried properly.
C	Effective group decision making
D	Measure the progress against the metrics.

Q2b. List four issues during university group work. List four issues that can arise when working on group assessments at university and identify a strategy that could either minimise the likelihood of the issue arising or minimise the impact of the issue should it arise. (4 marks)

	Issues that can arise during group assessments	Mitigation strategies to minimise the likelihood or impact
E	Intellectual Understanding for the project	Since each team member has a unique understanding and knowledge base, it is critical and crucial to ensure that everyone has a clear understanding of the complete task at the beginning of the project.
F	Poor Communication	Here’s one way to rephrase the sentence: “During each stage of assessment, it is essential to provide updates on tasks that are interrelated. Poor communication can lead to wasted time and resources. To prevent this, weekly meetings should be held, and all relevant team members should be kept in the loop through a mail chain.
G	Work ethics	Each member of the team must contribute to achieve the project outcome. If a team member fails to do their part, it can result in a poor outcome. To prevent this, team members should be continuously monitored, and short meetings should be held to address any issues that may arise.
H	Missing Deadlines	Team members are expected to complete their assigned tasks. However, sometimes personal or external factors can prevent them from meeting their deadlines. This can result in conflicts and poor project execution.

Q.3 (2 marks – Completed in the Week 7 Tutorial)

Choose one of the issues you described in question 2 and note which one in the box below. Answer the remainder of this question in relation to this issue and the corresponding mitigation strategy.

Missing Deadline: To avoid missing deadlines, it is important to prioritize project tasks. Using a work breakdown structure (WBS) can help ensure that each task is completed within a specific timeframe and can help establish realistic deadlines. Regular communication with the team for updates is also essential.

Question Tip:

Be mindful that as a team you must use the tool that you identify in this question during the completion of your group assessment. You will need to discuss using this tool (and include a photo of the team using the tool) in following questions which you will complete toward the end of the unit.

Agile Tool or Technique Name an Agile Project Management tool or technique that would assist your team to implement the mitigation strategy you mentioned in question 2. AND Explain how you will use this tool as you complete the remainder of the assessment. (NOTE – you must use the tool, therefore ensure you pick one that you can use as a team).

Daily stand-up meetings are a common and simple way to address roadblocks encountered during a project. These meetings help the team overcome obstacles and stay on track to achieve the project scope. Stand-up meetings also make monitoring progress easier and more straightforward, and can help divide risks into smaller, more manageable parts.

Lean Leadership Isao Yoshino developed ten principles for lean leadership which have been translated from Japanese and are provided in the table below. The translated principles were sourced from the following website: https://www.lean.org/the-lean-post/articles/10-principles-for-lean-leadership/

Q4a. Application to university group work (10 marks)

Using the table below, briefly explain how you could use the ten lean leadership principles while working on group assessments at university. As a student you will not have ‘subordinates’ etc. so consider this from the perspective of working with other students, university staff and other stakeholders, etc.

Lean Leadership Principles	Application to university group work
Take a long-term perspective and have foresight
Look at your own job from a company-wide view
Always carry a questioning mind and sense of curiosity
Try to see through the true nature of things.
Practice genchi-gebutsu-shugi (go to Gemba)
Be conscientious (keep your promises, be punctual) and humble (take someone else’s view)
Communicate (talk to subordinates at least once a day)
Give constructive criticism (a clue to kaizen)
Try to find out your subordinate’s strong points, five praise, and develop them.
Stay cheerful (particularly when you are in trouble).

Q4.b Application to lean transformation project in prioritised case study (5 marks)

Choose five of the Lean leadership principles in the table below (leave remaining five blank) and apply these to the prioritised case study. by briefly explaining how you could each of the four lean leadership principles while working on the lean transformation project you have prioritised in question 1.

Lean Leadership Principles	Application to university group work
Take a long-term perspective and have foresight.
Look at your own job from a company-wide view.
Always carry a questioning mind and sense of curiosity
Try to see through the true nature of things
Practice genchi-gebutsu-shugi (go to Gemba)
Be conscientious (keep your promises, be punctual) and humble (take someone else’s view)
Communicate (talk to subordinates at least once a day)
Give constructive criticism (a clue to kaizen)
Try to find out your subordinate’s strong points, five praise, and develop them.
Stay cheerful (particularly when you are in trouble).

Value Stream Mapping

Q5a. (4 marks) Develop a current state value stream map for the prioritised project.

Indicate on the map where value could be improved. The map should not go over one page.

[insert VSM and associated discussion – ensure that the entire map is visible]

5b. (2 marks) Discuss where and how value could be improved referring to the place on the Value Stream Map you have indicated in question 5a.

Quality control tools for Lean

Q6. (4 marks)

Discuss how you could use two quality control tools from the list below, in the context of the prioritised project. Ensure your response is specific to the details in your case study and provide an example for each.

Quality Control Tools

Check sheet.

Fishbone diagram (cause and effect diagram, or Ishikawa diagram)

Histogram

Pareto chart

Control chart

Scatter diagram

6a. Quality Control Tool 1: [insert name here]

6b. Quality Control Tool 2: [insert name here]

Focused Retrospective

NOTE: The following questions relate to your experience as a student working on this group assessment. Therefore, you are asked to reflect on your time working as a team to complete the assessment (not the lean transformation project).

Q8.a (4 marks) Reflect on your experience as a team in relation to the issue (refer question 2b) and the use of the tool / technique to mitigate the issue (refer question 3).

In your response you should discuss whether the issue arose, and if so, how did your team attempt to address the issue and comment on whether this was successful or not.

If the issue did not eventuate, discuss why you think that was the case with reference to the use of the tool and anything else that the team feels relevant.

NOTE: This question should be attempted just before submission and is not to exceed 250 words.

8b. (1 mark) Provide evidence of using the tool/technique during the completion of this assessment (refer question 3), e.g., a copy of the completed tool, photos of the team using the tool/technique, links to video of team using tool/technique etc.

[Use this page to insert evidence]

References