Leading Lean project

Running head: LEADING LEAN PROJECT
Leading Lean project
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Author Note

1LEADING LEAN PROJECT
Table of Contents
Discussion on Voice of Customers:.......................................................................................................2
Understanding Critical to Customer Requirements:..............................................................................3
Critical to Quality parameters:...............................................................................................................3
Implementing lean project management for FIFA:...............................................................................4
PMBOK guidelines:...............................................................................................................................6
PRINCE2 methodology:........................................................................................................................7
Organizational project management:.....................................................................................................8
Implementation of an Agile method:.....................................................................................................9
Lean Six Sigma method:........................................................................................................................9
References:..........................................................................................................................................12
Appendix:............................................................................................................................................16

2LEADING LEAN PROJECT
Study on managing lean project under the context of FIFA 2018 World Cup:
FIFA World Cup, or only referred to as World Cup Football is a popular worldwide football
competition This is contested by men’s national teams under the membership of FIFA or
“Fédération Internationale de Football Association”.
Lean project management, on the other hand, is the deployment of various lean concepts like
lean thinking towards project management. Its main aim is to deliver more value and secondary
wastes under the context of a project.
To understand the management of lean of lean projects, under the context of FIFA 2018, the
study undergoes various analyses. It discusses the “Voice of Customers”, deployment of lean
management, Critical to Quality features and so on. It also highlights organisational management
Agile practices and managing Lean Six Sigma methods.
Discussion on Voice of Customers:
Voice of Customers, or just put, the VOC is the way to demonstrate the means to capture
aversions, preferences and expectations of customers. It identifies the needs of customers. Here the
specific challenges to be faced by the expectations and requirements of customers are to be
understood. FIFA must comprehend whether those services and products are meeting those
necessities (Crawford, G., Muriel & Conway, 2018). For these qualities, such as features, freeways
from defects, a value of money or costs and delivery time and lean time are understood. It also
includes various warranties and availability of parts along with corporate roles. VOC is also useful to
understand the different environmental effects, ethical and legal compliances.

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Understanding Critical to Customer Requirements:
This indicates particular, measurable and precise expectations of what customers have been
considering important regarding products and services. The aspects that are vital for customers or
what the customers have been caring are requirement specification, must be based on must have
attributes, satisfying customers, delighting them potentially. This is measurable and established as a
target. This also includes customer specifications with an acceptable range of performances. Here,
many customer expectations have been about various product and service aspects such as speed and
quality. Then the customers are expected to refuse to purchase from any competitor as the
expectations are not met (Elias, 2016). Here, decisions have been based on complicated systems of
various critical customer requirements. As the ways to decode the essential elements of customer are
known, one can decide on multiple business processes without any confidence. These measurable
performance standards for services and products are vital to meet the requirements of customers. For
FIFA, these are elements targeted for different process improvement initiates for determining
various ways to develop business and manufacturing process. It is the input to activities such as
Quality Function Deployment, from the side of customer requirements (Garza-Reyes, 2015). These
requirements are the attributes to services and products fulfilling necessities of customers. Here the
customers have been defining those necessities. These are the “must-haves” for services and
products. The critical to customer elements have been targeted concerning process development
initiates for identifying ways to develop manufacturing and business processes.
Critical to Quality parameters:
These internal critical parameters of quality are essential to meet the wants and needs of
customers. These are known as critical-to-quality outputs. Here, they have been identifying concerns
and requirements that are vital for customers. Here, FIFA can use “trees” for drawing lines between

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various components of CTC and CTQ. This tree is a kind of tool for designing diagrams. It
interconnects multiple dots that are present between measurable performance requirements, and
specific to customer needs (Messnarz et al. 2018). For gaining the necessities of customers of lesser
noisy tires, the components of CTQ are a new kind of tire material for design. It is lessening that
these tires are made on the road. This is a measurable characteristic helping business to gain positive
results coming from customers who are satisfied already.
Here CTQs and CTCs are both parts of quality programs that are known as Six Sigma. They
have been using methods and data to eradicate defects under any process. This has been taking place
from manufacturing for transactional and also from different products and services. It is a
measurable element of the service that is provided to customers. This has been needed to be present
under the service for customers. This is to say that what has been delivered to be good (Orzen &
Bell, 2016). However, as quality is considered, customers are ultimate judges to reveal anything to
be good. Here, for FIFA, their opinions are based on whether these factors are supposed to be any
quality exists with performance levels of every element exhibiting. Moreover, FIFA also needs to
stay under CTQ and their different corresponding performance levels. However, their standards must
be the same or exceed those of their customers.
Implementing lean project management for FIFA:
In the current case of FIFA, first of all, the project managers must understand the values. It
has been stressing on understanding services and products from a customer viewpoint. Any customer
willing to pay for services and products has been related directly to how much they have been
valuing that. This is to know product value as the initial step towards effective pricing with lean
management. In the FIFA 2018 event, the project adopted a top to bottom approach pricing that has

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been defining how much those customers have wished to pay from products for the specific value.
Then they have wastes from various manufacturing processes for metering the price (Furterer, 2016).
Next, FIFA has mapped the value stream. This is a sequence of activities that are involved in
delivering end-products having agreed-on values and mapping value streams indicate tools to
visualise. This includes spaghetti diagrams, flowcharts and Kanban. This has helped business
managers and strategy makers of FIFA to determine parts of value streams from where those wastes
have been taking place. This has optimised value stream for waste reductions.
Then they have flows of value streams. Here the goals are to preserve and optimise flows.
This indicates evenness and rates with which information and data have been proceeding through the
value stream (Zhang et al. 2018). The next one is employing pull approach the conventional
manufacturing that is used to push approach is production targets that are seen from internally-
determine schedule and quota of productions. This has been reactive to customer demands and is
leading to the output of exceeding and failing to meet demand. On the other hand, pull approaches
has been allowing customer demands for finding creations. Hence here, nothing is developed toll any
client asks for that. This been appropriately done has eradicated wastes that have been caused
through overwork and inventory costs. This pull approach is complicated to deploy. The reason is
that it has depended on an efficient and accurate analysis of the market. It was comprised of the
ability to vary production very fast and on demand. This delivery has been speedy for ensuring that
the requirements of customers have been existed by the time the ultimate product gets ready
(Cherrafi et al. 2016). Ultimately, the pull approach has also needed strong efficient coordination of
information across the stream of value. In this, every people has been aware of production
requirements and various inefficiencies that have never aroused due to mismatched and confused