Lean Project Management Principles

Manufacturing Leaders Love Talking About Lean—But Who’s Actually Doing It? Everyone loves to talk about Lean. Lean principles. Lean thinking. Lean transformation. But when it’s time to make real changes—where does all that talk go? I’ve seen it too many times: A company maps its value stream, holds a big workshop, talks about reducing waste… and then? Nothing. The shop floor stays the same. Cycle times don’t improve. Bottlenecks remain bottlenecks. Why? Because real Lean isn’t about PowerPoint slides or whiteboard exercises. It’s about getting your hands dirty and fixing what’s broken. It means making practical, real-world changes—not just talking about them in meetings. Here’s what actually moves the needle: ✅ Cutting redundant inspections only where it makes sense, not blindly eliminating quality checks. ✅ Moving tools closer without disrupting ergonomics or safety. ✅ Automating material flow where volume justifies the investment, not just for the sake of automation. ✅ Reducing lead time by fixing scheduling bottlenecks, not just tweaking processes that aren’t the real problem. ✅ Managing inventory to avoid both excess and shortages, instead of forcing a one-size-fits-all JIT approach. ✅ Standardizing work only where it helps, while keeping flexibility where needed. ✅ Fixing quality at the source but making sure operators have the training to do it right. ✅ Empowering frontline workers with real authority to improve processes, not just asking for their “input.” ✅ Synchronizing production with demand without creating unrealistic targets that break the system. ✅ Using real-time data that’s actually useful for decision-making, not just flooding dashboards with numbers no one acts on. Lean isn’t about buzzwords. It’s about execution. The best manufacturers don’t just talk about Lean. They live it. They enforce it. They make it happen. They do VST (Value Stream Transformation), not just VSM! - If it’s not executed, it’s not Lean. ♻️Repost to lead real change!

The boldest move in strategy today? Putting your idea in front of real users before your board. Most corporate strategies still follow the same tired pattern: 🔹 Research the market 🔹 Align stakeholders 🔹 Write the perfect plan 🔹 Hope it survives contact with reality But by the time the PowerPoint’s polished, the opportunity’s already moved on. Lean strategy flips the script. You test first. You learn early. You build conviction through traction — not consensus. It’s not about skipping due diligence. It’s about flipping the order of proof: Let the market vote before the committee does. Because in the end, no amount of internal alignment matters if the idea flops on launch. Strategy that works starts with users — not approvals. https://lnkd.in/emeTxJ8g #business #strategy #innovation #traction

There's a gap between digital transformation and operational excellence. A gap that can be narrowed with a lean approach. For true operational excellence, we need technologies to work seamlessly across departments and functions. But...companies are investing and 'going digital' without fully aligning new technologies with existing systems, processes and people! So people are often spending more time figuring out how to use a new tool or duplicating efforts across disconnected systems 🤷♀️ Done right...a lean approach can provide a structured framework for integration that takes into account organizational culture and people.  Here's how it can help: 1️⃣ Sets clearer goals for the technology 💠 Lean thinking and tools help you figure out what problem the technology should solve and how it will make things better. 💠 Discussions about the technology involve the people doing the work so people feel involved from the start and are more likely to support the changes. 2️⃣ Improves processes before adding technology 💠 Lean thinking and tools encourages cleaning up messy or inefficient workflows first, so you don’t end up using technology to automate bad processes. 💠 Streamlining things first ensures the technology works smoothly and brings real improvements. 3️⃣ Builds a mindset for ongoing improvement (not once-off solutions) 💠 A Lean approach shapes a culture where change is the norm and people are always looking for ways to do things better. 💠 It encourages small, manageable changes and pilot programmes that build trust and confidence in new technologies. 4️⃣ Helps people adjusts to change 💠 A lean approach emphasizes people development, good communication and training so that everyone understands how to use new technology and why it’s helpful. 💠 Leadership development is part of a Lean approach (it is in my book anyway) so leaders are coached and trained to address concerns and enable smooth transitions. 5️⃣ Supports data management 💠 Advanced technologies produce a LOT of data, and a lean approach helps teams focus on what’s important and use that data to improve processes. 💠 People then feel empowered when they see how data can help them work smarter, not harder. 6️⃣ Standardizes how the technology is used 💠 A lean approach ensures new technology works across different teams and locations by standardizing how it’s used. 💠 It provides a framework for scaling up successful changes so the pace of change is not overwhelming for people. Basically...a #lean approach helps us to invest in technologies that can actually fix problems. It ensures that we involve people along the way and make work easier for everyone. Any thoughts on the topic? Leave your comments below 🙏

I don't wish this realization for all, but in case you have it, make sure to get a way out as soon as possible. The feeling of not being satisfied by the overall functioning at your organization. I get this stinging feeling that there is more that can be implemented to achieve prime efficiency While trying to learn a way out of this, I found the Kaizen 7-step approach. The whole process has proven to help my entire team with their functionality and productivity in the workplace. Here’s a breakdown of the Kaizen 7-step approach and how it transformed my work environment: 1️⃣ Identify the problem: Initially, we try to understand the issue at hand and clearly define the objectives. This could be anything from process inefficiencies to quality concerns. Accurate problem identification is crucial for effective resolution. 2️⃣ Analyze the current situation: As we identify the problem, we gather related data and understand the current state of the problem. This analysis helps us to understand the root cause and impact of the issue. 3️⃣ Develop solutions: With the data, we brainstorm further for potential solutions and evaluate their feasibility. In this step, involving team members helps to get diverse perspectives and innovative ideas. 4️⃣ Plan and implement: With the solution in hand, we assign responsibilities, set timelines, and ensure all necessary resources are in place. Implement the solution in a controlled and monitored manner. 5️⃣ Evaluate the results: After implementation, we assess the impact of the solution. We collect data and feedback to determine if the problem has been resolved and if the desired improvements have been achieved. 6️⃣ Standardize the solution: If the solution is successful, we standardize it by integrating it into regular workflows and processes. Then the documentation is done for the new standard procedures so that all team members are trained accordingly. 7️⃣ Review and continue improvement: This might be the last step, but all the above steps come down to the continuous process of improvement. We regularly review the processes, seek feedback, and look for further areas of improvement. Involving team members at every step has helped to resolve issues. At the same time, this practice also empowers employees, boosts their morale, and enhances overall productivity. Have you tried implementing the Kaizen approach in your workplace? #kaizen #workplace #productivity #management

𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: 𝐌𝐞𝐞𝐭 𝐓𝐡𝐞𝐦 𝐖𝐡𝐞𝐫𝐞 𝐓𝐡𝐞𝐲 𝐀𝐫𝐞 Enterprise Architecture abhors a vacuum—it thrives on stakeholder engagement. Often, architects jump into collaboration without first assessing one critical factor: • 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐤𝐧𝐨𝐰, 𝐚𝐧𝐝 𝐛𝐞𝐥𝐢𝐞𝐯𝐞, 𝐚𝐛𝐨𝐮𝐭 𝐄𝐀? Before strategy, frameworks, or roadmaps, 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞𝐢𝐫 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬, 𝐩𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬. This will shape how you approach, gain buy-in, and drive outcomes. Here are 𝐭𝐡𝐫𝐞𝐞 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐦𝐨𝐯𝐞𝐬 for aligning EA with stakeholders: 𝟏 | 𝐆𝐚𝐮𝐠𝐞 𝐄𝐀 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐁𝐞𝐟𝐨𝐫𝐞 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 EA means different things to people, how can you align? Approach: * 𝐀𝐬𝐬𝐞𝐬𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞. What do leaders think EA does? What experiences shape their view? * 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐄𝐀 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞. If a product saw EA as 'overhead,’ shift the conversation to ‘rapid decision-making.’ * 𝐓𝐚𝐢𝐥𝐨𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐛𝐲 𝐚𝐮𝐝𝐢𝐞𝐧𝐜𝐞. Finance, operations, and IT leaders have different concerns. Meet them on their terms. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: When you shape EA’s role based on their reality, it becomes relevant, not theoretical. 𝟐 | 𝐀𝐥𝐢𝐠𝐧 𝐄𝐀 𝐭𝐨 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 EA isn’t all architecture, it’s solving business problems. Approach: * 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐊𝐏𝐈𝐬. Growth? Efficiency? Risk? Align EA contributions to what leadership interests. * 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐨 𝐢𝐦𝐩𝐚𝐜𝐭. Show architecture driving go-to-market, savings, or agility—over compliance. * 𝐀𝐧𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞/𝐫𝐞𝐦𝐨𝐯𝐞 𝐫𝐨𝐚𝐝𝐛𝐥𝐨𝐜𝐤𝐬. If EA was a bottleneck, demonstrate accelerated decision-making instead. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA is a strategic enabler, not afterthought. 𝟑 | 𝐁𝐮𝐢𝐥𝐝 𝐄𝐀 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 EA works best in collaboration, not isolation. Approach: * 𝐄𝐦𝐛𝐞𝐝 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬. Decision-making improves when EA is a proactive presence. * 𝐒𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 ‘𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐢𝐧𝐠 𝐄𝐀’ 𝐭𝐨 ‘𝐜𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬.’ Stakeholders engage when architecture is a tool for their success. * 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐧𝐨𝐭 𝐨𝐧𝐞-𝐨𝐟𝐟. EA isn’t a pitch—it’s a dialog evolving with business. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA shaping decisions early rather than reacting later. 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠. Before pushing frameworks or models, assess 𝐰𝐡𝐚𝐭 𝐄𝐀 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨𝐝𝐚𝐲—and how to reshape that narrative to unlock its full potential. How do align EA stakeholders? Let’s discuss.👇 --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔    👍 Like | ♻️ Repost | 💬 Comment    🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 👉 https://lnkd.in/dgmQqfu2

Every company says they listen to customers. But most just hear them. There's a difference. After spending years building feedback loops, here's what I've learned: Feedback isn't about collecting data. It's about creating change. Most companies fail at feedback because: - They send random surveys - They collect scattered feedback - They store insights in silos - They never close the loop The result? Frustrated customers. Missed opportunities. Lost revenue. Here's how to build real feedback loops: 1. Gather feedback intelligently - NPS isn't enough - CSAT tells half the story - One channel never works Instead: - Run targeted post-interaction surveys - Conduct deep-dive customer interviews - Analyze product usage patterns - Monitor support conversations - Build customer advisory boards - Track social mentions 2. Create a single source of truth - Consolidate feedback from everywhere - Tag and categorize insights - Track trends over time - Make it accessible to everyone 3. Turn feedback into action - Prioritize based on impact - Align with business goals - Create clear ownership - Set implementation timelines But here's the most important part: Close the loop. When customers give feedback: - Acknowledge it immediately - Update them on progress - Show them implemented changes - Demonstrate their impact The biggest mistakes I see: Feedback Overload: - Collecting too much data - No clear action plan - Analysis paralysis Biased Collection: - Listening to the loudest voices - Ignoring silent majority - Over-indexing on complaints Slow Response: - Taking months to act - No progress updates - Lost customer trust Remember: Good feedback loops aren't about tools. They're about trust. Every piece of feedback is a customer saying: "I care enough to help you improve." Don't waste that trust. The best companies don't just collect feedback. They turn it into visible change. They show customers their voice matters. They build trust through action. Start small: 1. Pick one feedback channel 2. Create a clear process 3. Act quickly on insights 4. Show results 5. Scale what works Your customers are talking. Are you really listening? More importantly, are you acting? What's your approach to customer feedback? How do you close the loop? ------------------ ▶️ Want to see more content like this and also connect with other CS & SaaS enthusiasts? You should join Tidbits. We do short round-ups a few times a week to help you learn what it takes to be a top-notch customer success professional. Join 1999+ community members! 💥 [link in the comments section]

Most Projects Fail to Deliver Full Value… Because Stakeholder Management Is an Afterthought. ~ Conflicting priorities stall critical decisions. ~ Misaligned expectations derail project timelines. ~ Key sponsors disengage, leaving teams without support. And yet, when these challenges arise, most teams focus on “more updates” or “more stakeholder meetings.” But the real issue isn’t the frequency of communication – It’s ineffective stakeholder management. Here’s what I consistently see in projects: → Too Many Decision-Makers – Multiple stakeholders with conflicting goals slow down consensus and project momentum. → Competing Priorities – What’s urgent for one stakeholder may be irrelevant for another, creating constant friction. → Limited Resources – Tight budgets and stretched teams make balancing stakeholder demands increasingly difficult. These challenges lead to delays, frustration, and loss of stakeholder trust. What’s the solution? A structured and strategic stakeholder management approach, not just ad hoc engagement. Here’s how I help organisations elevate their stakeholder management: 1. Clarify Expectations Early → Align all stakeholders on shared goals, roles, and success metrics upfront. 2. Strategic Stakeholder Mapping → Using tools like the Power-Interest Matrix to categorise stakeholders and tailor engagement accordingly. 3. Targeted Communication Strategies → Communicating the right information, to the right people, at the right time. 4. Action-Oriented Engagement Plans → Prioritising critical stakeholders and focusing efforts where they create the most impact. When organisations manage stakeholders effectively, the outcomes speak for themselves: → Faster decision-making: Streamlined discussions and fewer bottlenecks.  → Stronger stakeholder alignment: Reduced conflicts and enhanced project cohesion.  → Higher project success rates: Deliverables that meet or exceed expectations.  → Improved stakeholder relationships: Greater trust and long-term collaboration. Stakeholder management isn’t a soft skill – it’s a business-critical strategy. Are competing priorities slowing your projects down? Let’s address it. Drop me a message and let’s explore how structured stakeholder engagement can drive project success and stakeholder buy-in. —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #Leadership #Strategy #Projects #Success #Growth

How do you connect with your stakeholders when it comes to sustainability? Engaging effectively with key stakeholders can feel like a balancing act, but it’s essential if your business wants to drive meaningful sustainability outcomes. The secret? Speak their language and align with their priorities. Let me tell you a story. At Microsoft, before any meeting about sustainability, the team takes a step back and asks: What are the organizational priorities of the person or group we’re meeting with?  How can we align our sustainability goals with what they’re already working on? It’s a simple but powerful approach that ensures the conversation flows smoothly, and both sides walk away with a clear sense of how sustainability can fit into existing business goals. This approach is grounded in understanding what motivates each stakeholder. Whether they’re in finance, marketing, or operations, knowing their priorities helps you frame sustainability in a way that resonates with them. For instance, finance teams are often driven by numbers—so when you talk about sustainability, you could focus on how reducing carbon emissions can lead to cost savings or mitigate long-term financial risks. According to CDP, companies that address climate change could unlock $2.1 trillion in business opportunities over the next decade. But it’s not just about talking numbers. Engaging with stakeholders also means understanding the unique skills they bring to the table and how they’re incentivized. At Unilever, they’ve taken this to heart by integrating sustainability into the key performance indicators of every department, from supply chain to marketing. This way, sustainability becomes part of their everyday work, not just an add-on. Effective stakeholder engagement is about creating a win-win scenario. When you take the time to understand what your stakeholders care about and align your sustainability goals with their objectives, it’s much easier to find common ground and drive real progress. So, how are you planning to engage your stakeholders in your sustainability journey?

Identify value-adding activities to optimize your business operating cash flow management 🎯     As an experience finance professional, I often emphasize the critical importance of cash flow management🎗. Cash is the lifeblood of any business. Careful management of your business cash flow is crucial to ensuring your ability to grow and sustain your operations. One key strategy that can help you as business owner optimizing your operating cash flow is by identifying and focusing on value-adding activities within your business. By adopting this strategy, you can optimize your cash flow, reduce costs, and drive sustainable growth 📈. Value-adding activities itself are tasks or processes that directly contribute to delivering a product or service that customers are willing to pay for. Here's several tips on how you can identify your business value-adding activities: 1️⃣ Analyze your business value chain: Break down your business processes to identify each step from raw material acquisition to final product delivery. 2️⃣ Evaluate each activity: Assess each step for its contribution to customer value and profitability of your business. Activities that significantly enhance customer satisfaction or reduce costs should be prioritized. 3️⃣ Streamline your operations: Eliminate or optimize non-value-adding activities whenever possible. This can help free up resources and reduce operational costs that directly improving your cash flow. 4️⃣ Explore potential adoption of technology: Automation and data analytics can provide insights and streamline repetitive tasks, improving both performance and cash flow. 🤔 As business owner, have you identified and optimized value-adding activities within your business? Please share your experiences and insights in the comment section. 🙏 If you're gearing up to scale your SME or early-stage business to new heights, let's connect. Together, we can explore strategies to optimize your business cash flow and strengthening your financial foundation. #CashFlowManagement #BusinessOptimization #BusinessTransformation

You can’t call it partnership if stakeholders only hear from you once before launch. True engagement isn’t a courtesy email. It’s about making stakeholders 𝘱𝘢𝘳𝘵𝘯𝘦𝘳𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘱𝘳𝘰𝘤𝘦𝘴𝘴 from day one to follow-through. 4 shifts that make the difference: 1. Map before you move Not all stakeholders need the same level of attention. Use mapping tools to identify who has influence, what they care about, and how they prefer to engage. 2. Align objectives early Don’t wait until the end to prove impact. Bring stakeholders into planning to set KPIs, success metrics, and business outcomes together. 3. Keep communication alive Use clear, jargon-free updates. Share progress, invite feedback, and celebrate wins. Trust grows when stakeholders feel part of the journey. 4. Champion transfer, not just learning Make managers and sponsors active player, e.g. mentors, accountability partners, and reinforcement leaders. Because learning in the classroom means nothing if it doesn’t show up on the job. When engagement is tailored this way, L&D stops being a service provider… and starts being a strategic driver of business results. A question for you: What’s worked best in your experience: mapping, alignment, communication, or transfer support? _____________ High functioning ≠ high capacity. I consult with L&D teams to turn busyness into business impact.