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5 Keys Principles of Lean Management You Should Pay Attention To
Lean is really a proven model to manage teams in industries which are highly demanding, such as software development, manufacturing and construction. That is due in large part to the fact that Lean methodology is simple to understand and contains a quick impact when implemented correctly.
What are the 5 Key Principles of Lean Management?
Define the values
You must first determine the task value of the team as a way to lay the foundations for a Lean Process. You should differentiate between value-adding and waste activities. This is the group activity that should involve everyone, to make certain everyone understands and are all on the same page.
In order to identify the value you are delivering to your customers, think of the end product of your work and what the clients gain from it. Value means everything your customer pays you for. However, some teams do not necessarily create a direct benefit for the client, but they improve the value of the business (e.g. QA teams).
In this instance, your organization is the customer. The worthiness of the task of an excellent assurance team is, for example, just how many bugs they find and ensure that your company delivers a valuable product to its end users.
The idea of Lean management identifies seven types of waste. Waste activities are classified as either pure or necessary. The main difference is that certain waste activities are essential to aid value-adding activities, while pure waste activities only harm the Lean flow.
In the exemplory case of software development, quality assurance is really a shining exemplory case of an unnecessary waste. Although it doesn't provide direct value to the client, quality assurance means that the worthiness of the development process isn't lost.
Map out the value stream
The next principle of Lean is approximately the blast of value. After identifying the worthiness your team creates, you should visualize the path it takes to reach the client. This is done in Lean management with Kanban boards.
The Kanban board permits you to map every step in your process, and visualize the worthiness stream of your team. The basic Kanban board was developed within Toyota's production system which is the foundation of Lean management. It is just a vertical flat surface with columns for each of the three states of any project:
Requested
In progress
Done
While visualizing your workflow in this manner is a wonderful start, it's important to map your process with more precision by adding the steps that define each stage. A "Requested stage" may include two steps, such as for example order received and ready for start. "Happening", on the other hand, usually has the most steps.
Software development is normally divided into stages such as for example tech design, development and testing. Additionally, there are a few review phases.
You should first concentrate on the value-adding processes to make a Lean Process when mapping out your value stream. As your process changes, make sure to come back to the map and make corrections.
Create a flow
In the world of Lean management, flow plays a major role. When making a value flow, you want to make certain that the delivery is smooth as soon as you obtain the order until the moment you deliver it to your customer.
Bottlenecks certainly are a major obstacle to achieving a smooth flow. You should thoroughly monitor how tasks move through your workflow as a manager. You should pay close attention to where tasks become stuck, to help you investigate why this happens. Bottlenecks can be caused by a lack of capacity at a certain phase, wait time on external stakeholders, and many others.
Review stages are often the most typical bottlenecks of any process, because the number of people who review the work is usually significantly less than the number that submitted it.
It is very important eliminate bottlenecks from your process so that you can create a Lean flow. If you fail to eliminate bottlenecks then protect existing ones to prevent them from becoming clogged.

Limit the number of projects that your team is permitted to have simultaneously in progress. You should discuss this together with your team and choose appropriate WIP limits that will assist them to attain maximum efficiency.
Multitasking is bad for productivity, therefore make sure your staff know this and test out different limits to attain the smoothest work flow as you possibly can.
Establish Pull
The 4th principle of Lean asks that we establish a Pull System following a smooth workflow has been created. The idea behind this principle is simple: only start new work if you find demand and if your team's capacity is spare. You need to aim to only create the value your customers need and prevent overproduction.
Let's compare what sort of typical push system and a pull model process assignments to assist you visualize the difference.
In a push-system, an activity will be created and assigned to a programmer. A manager or team leader will need the work units that are needed and assign them to team members. Work is merely pushed to individuals who are likely to do it.
With the pull system, the tasks that require to be completed are put in a queue. An available developer will go to the queue, and select that that has the highest priority they are capable of focusing on. The people carrying it out will pull the assignments from the queue and begin processing them.
Your goal as a Lean Organization would be to provide value to your clients in the most efficient way possible. Concentrating on two key metrics for every task is one method to achieve this:
Cycle time
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Throughput
The cycle time may be the amount of time that your team actively works towards completing your tasks, while the throughput is how many tasks you complete inside a given time period.
You should shoot for shorter cycle time, that may result in a higher throughput from your own team.
Seek Constant Improvement
Lean management is founded on the principle of continuous improvement.
You should always make an effort to improve your team's processes by focusing your efforts on the actions that add the most value to your customers while eliminating as many wasteful activities since you can.
Continuous improvement is possible with methods like Plan-Do-Check-Act. This method is also referred to as PDCA. It's more of a mentality that you need to instill in your team. You need to think about how you lead your team to accomplish continual improvement.
You may want to change your management style if you are a normal manager who prefers to regulate every activity, even small tasks. A big change in your mindset can help you implement a shared-leadership model.
The continuous improvement of your business will only be possible if each person in your team is responsible for their own tasks. It is usually difficult to get them to defend myself against even the tiniest of tasks. Increase their trust and independence over time, predicated on their performance.
As a leader, you have the responsibilities to greatly help your team understand the significance of each Lean principle and how they can adopt them into their culture.


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