Leading Lean Projects
Week 3 – Tutorial
Topics and Activities
Week 3 – Tutorial Overview
Activity
Duration
‘Walking the Board’ video and discussion
15 mins
Assessment 1 – Explainer
30 mins
Current state VSM Ass 1 exercise
20 mins
Reflective practice and personal learning
diary
10 mins
Take aways and questions about this
week’s topics
5 mins
Ice Breaker – Walking the Board
As a class discuss the video and your reflections on your
experience with the stand-up last week.
ASSESSMENTS
Assessment 1: Individual
Written Assessment
40%
Case Study
(40%) Wk5
Assessment 2:
Written Assessment
40%
Group
(40%) Wk 11
Assessment 3:
Online Quiz
20%
Individual
Review/Exam Week
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Assessment 1
Case Study
Due date:
Due Monday Wk 5 8am
Marks:
40% of the unit total
Submission:
Individual
Format:
MS Word / PDF
The following information should be
supplemented by your own review of the
assessment information in the Moodle
Assessment Block and the Profile document.
Start early….
Do a little bit at a time…
Schedule Gemba Walk…
(Manage risk – schedule it earlier than needed)
Assessment 1
The Case
Study (Week 5)
Create a case study (4 page
maximum) using knowledge you
obtain from performing a Gemba
Walk within your current workplace.
NOTE: Your case study will be
shared with others, therefore ensure
what is provided is appropriate and
able to be shared.
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Assessment 1
The Case Study
Looking to identify an
opportunity for
Lean
Transformation
in your workplace.
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Eight Wastes of Lean
Sources of Waste
Assessment 1
Criteria and marking breakdown
Criteria 1:
Using your knowledge of the
organisation and a ‘Gemba
Walk’ provide an overview of
the organisation.
You should include:
the name of the organisation,
what type of business the
organisation performs, and
your role within the
organisation. (3 marks).
#
Assessment 1
The Case
Study
What’s a
Gemba
Walk?
For more
information on
‘Gemba walks’:
https://insights.btoe
s.com/resources/w
hat-is-going-to-gem
ba-lean-kaizen-defi
nition-introduction
#
Gemba
Go see…
ask why…
show respect…
Management
By Walking
Around
The real place
The place where
value is created
https://insights.btoes.com/resources/what-is-go
ing-to-gemba-lean-kaizen-definition-introductio
n
#
Gemba
Go see…
ask why…
show respect…
Management
By Walking
Around
But what about
virtual teams?
The process of
MBWA is still
possible
Get your head out
of the documents
and engage
https://www.forbes.com/sites/joemc
kendrick/2020/04/06/is-managemen
t-by-walking-around-still-possible-w
hen-everything-is-digital-and-remote
/?sh=696d19c04498
#
Assessment 1
Criteria 2
Explain the process that you
observed during the Gemba
Walk.
This should enable someone
with no knowledge of the
organisation or process to:
understand the process,
what the purpose of the
process is and
where the process fits within
the larger system.
(3 marks)
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Assessment 1
Make sure the scope
of the process is well
defined and small.
Large scopes may
reflect multiple
processes, and this
may hinder your
ability to obtain good
marks.
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Assessment 1
Criteria 3
Describe how you
completed the
Gemba Walk. (6
marks)
Where?
When?
How long?
Who?
What?
Evidence!
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Assessment 1
Criteria 4.
Describe what insights you gained from
completing the Gemba Walk (6 marks)
Include the following:.
What you observed.
What you learnt from staff working with the
process.
Name and discuss the specific ‘Lean Waste’
that you identified during your Gemba Walk?
Lean Wastes
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Assessment 1
Criteria 5
Describe the lean
transformation project you will
propose.
Your response should identify
how will you remove or reduce
the Lean Waste you identified.
Ensure you state key activities
that will be required. (6 marks)
The actions you propose should
align to ‘Lean thinking’ as
described here…
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“Lean thinking is used by
companies who are looking
to improve efficiency and
eliminate wastes. The
ultimate goal for Lean … is
to create quality products
that satisfy the customer
and meet demand with as
little resources as
necessary.”
https://www.creativesafetysupply.com/qa/lea
n-manufacturing/what-is-the-goal-of-lean
Assessment 1
Criteria 6
Discuss and justify whether
the lean transformation
project that you propose
should be managed as a
waterfall or agile project.
(2 marks)
Note: Just because this is a ‘lean
transformation project’ it is not
necessarily suited to an Agile project
management approach.
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Assessment 1
Criteria 7
Using the ADKAR model, describe
how you would manage the
change necessary to implement the
outputs of the lean transformation
project you have proposed. Your
response must be specific to your
project. (10 marks)
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Awareness of the
need to change
Desire to participate
and support the change
Knowledge on
how to change
Ability to implement
desired skills and
behaviours
Reinforcement
to sustain the change
Assessment 1
The Case Study – Criteria 8
Presented professionally
Correct spelling and grammar
Four pages maximum
Reflective of Venngage blog
examples Visually appealing, concise
etc.
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(4 marks).
Assessment 1
The Case Study
The examples are extracts from the
following Venngage blog:
“15+ Professional Case Study Examples”
https://venngage.com/blog/case-study-e
xamples/#5
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Assessment 1
The Case Study
NOTE:
You do not have to use the
Vengage templates but can if you
wish.
Warning – there may be a cost
involved in using them.
They are provided as examples
only and you can develop your
own format.
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Questions?
End
Value Stream Mapping (VSM)
VSM – one of the most important tools of Lean
VSM (existing state) is done through observation
A (desired state) VSM is then drawn up
An improvement project is launched (DMAIC)
Our example is a ‘desired state’ and not based on
observation
Visiting a coffee bar – Process