How the Principles, Theory, Processes and Tools of Lean Production Delivery Systems (ldps) Can Be Applied to Current Project Management Practices

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Contents

Executive Summary        

LPDS – An Introduction        

Sustainable Development        

Application of LPDS in Sustainable Developments        

What stops us?        

Conclusion        

References        

Task - Write a research-focused report that investigates and discusses how the principles, theory, processes and tools of Lean Production Delivery Systems (LPDS) can be applied to current project management practices.

Question - Investigate and discuss the application of LPDS in sustainable developments.

Executive Summary

This research report describes the concepts of Lean Production Delivery System and Sustainable Development, and analytically discusses the amalgamation of the two concepts, commonly known us ‘Lean in Green’, highlighting their inter-dependence and correlation. Several research papers, case studies, Lean reports, six sigma handbooks and other web resources have been thoroughly studied over in order to arrive at the reported conclusions, and a special reference to their works has been made towards the end of this document.

The report has been classified under five different headings. ‘LPDS – An Introduction’, tries to briefly introduce and explain the concept of Lean; ‘Sustainable Development’ discusses what sustainability actually mean for the modern organizations, followed by ‘Application of LPDS in Sustainable Developments’, ‘What stops us?’ and finally, the ‘Conclusion’. As you’ll gradually uncover as you read through the report, Lean and Green seem to be very closely related in certain aspects of business, while they contrast each other in some others.

LPDS – An Introduction

Lean Production Delivery System (LPDS) is quite a dynamic and ever evolving concept and hence defining it in static terms would limit its scope to a given period of time (Pettersen 2009). However, broadly speaking it is a system for providing the customer a defect free product or a quality service whenever they need it and in the quantity they need it. It also focuses on eliminating the waste (waiting/leading time, over/under production, rework, etc.), creating value for customer, diminishing inventory, augmenting flexibility and holistically increases: 1) cash flow by freeing up inventory and shortening lead times, 2) revenue by delivering better quality service or product faster and with fewer errors, and 3) long-termed profitability of an organization by improving productivity and overall quality (Ahls 2001; Womack and Jones 1994, 1996). The system is a modern day inherent of Toyota’s just-in-time production system (Parks 2003), and has grown manifold since its inception. Figure 1 further describes the process for a production facility.