PPMP20009: Leading Lean Projects - SINTEF Case Study Report

This report delves into the implementation of Lean Project Management principles within SINTEF Ltd., a functional organization with departments like IT, finance, and engineering, aiming to adopt lean principles using the agile methodology. The report focuses on leadership styles, particularly the coaching leadership style, deemed suitable for guiding the implementation. It then defines the characteristics of "THE A TEAM," a project team comprising project managers, emphasizing understanding, collaboration, commitment, and skill development. Furthermore, the report outlines seven tools and techniques, including 5S, Value Stream Mapping, and Kanban, to facilitate lean business operations. It also addresses the assumptions for implementing these tools, concluding with insights into effective lean project management strategies for SINTEF. The report is a comprehensive analysis of the practical application of lean principles within a specific organizational context, offering valuable insights into leadership, team dynamics, and operational tools.

Running head: MANAGEMENT OF LEAN PROJECT
Management of Lean Project
Name of the student:
Name of the university:
Author Note:

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Table of Contents
1.0 Introduction..........................................................................................................................2
2.0 Various Leadership Styles....................................................................................................2
3.0 Preferred Leadership Style and its Approach to SINTEF....................................................4
4.0 Characteristics of “THE A TEAM”.....................................................................................5
5.0 Tools and techniques for facilitating lean business operations............................................6
6.0 Assumptions for the implementation of tools within the organization................................8
7.0 Conclusion............................................................................................................................9
8.0 References..........................................................................................................................10

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1.0 Introduction
The aspect of this report is to focus on the implementation of the principles regarding
Lean Project Management within an organization, which is mainly associated with the
consulting of the project (Biazzo, Panizzolo & de Crescenzo, 2016). In this report the
implementation of the lean project management is carried out in a functional organization
that is SINTEF Ltd. This organization is said to possess different departments such as
information technology, finance and engineering. Moreover, the organization also possess the
departments of sales and marketing, procurement, production, human capital management
and ware housing. This organization is thriving to implement the lean principle within their
organization that can lead the organization with potential benefits as well as success.
The method for the implementation of lean principles agile methodology is chiefly
used. The agile methodology is said to be associated with the IT domain but it can be well
identified that the management team of the organization is thriving forward to implement the
principles of lean project management within the various departments present in the
organization. For this reason, the senior management team focuses on the different styles of
leadership so that they can provide a proper guidance to this lead this implementation. The
management team of the organization is seeking to develop a team that will be named as
“THE A TEAM”, the prime focus of this team is to put focus on every single step of the
implementation, and the team will comprise of 3 to 4 project managers (Huxley, 2015). In
perspective of this above situation at SINTEF, the various aspects such as leadership styles,
the details about the “A TEAM” as well as the proposed team efficiency systems.
2.0 Various Leadership Styles
The distinctive approach of a project to leap from an average towards superior
performance of business regarding the leadership styles. The great leaders can be very
effective regarding the inspiration as well as ignition of the potential of the employees to
thrive the organizational success. The implementation of the lean project principles must
adhere leadership styles for the effective implementation as well as execution of the overall
project within the environment of the organization of SINTEF. In accordance to the choosing
of the great leaders that can thrive the potential success of the organization, the management
team must focus on some factors that are likely to be trust, communication, respect, vision as
well as integrity (Tortorella, Miorando & Marodin, 2017). The effective leader adheres the
broad perspectives of leadership styles at the instant time it is being needed. Thus in case of

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SINTEF the leadership styles that can be adhered by the management team are stated as
follows:
Visionary Leadership Style: The chief aspect of this leadership style states that the leaders
present within this category provides or enhances the organization with long-term vision as
well as direction. This motivates the employees to get going for the success of the
organization. The utilization of this style can help the project manager for developing and
articulating the clarity in the vision of the organization (Sunder, 2016). This style is not
needed for the isolation purpose whereas it solicits the vision perspectives of the
organization. The usage of this style must not be taken into consideration if the project
manager adapting this style is not associated with the development of the project team.
Affiliative Leadership Style: The prime aspect of this style of leadership is to develop
harmony among the employees that tends to connect the individuals with each other. The
concern of this style is to promote the positive trends of communication as well as
development of the team. This style emphasises on diminishing the conflict among the team
members for the better working as well as motivating them through the stress times (Mirdad
& Eseonu, 2015). The project manager adapting this style provides improved communication
as well as repair the broken trust among the employees thus leading to strengthening of the
connections.
Coaching Leadership Style: This style is depicted as one of the prime leadership styles that
deals with the long-term development of the professional regarding the employees present in
the project teams. This style identifies the unique strengths as well as weaknesses thus
encouraging them for the establishment of the organization’s success goals (Cardon &
Bribiescas, 2015). The potential breakdown of this leadership style depends on the strong
capabilities of the project manager for the execution of the goals as set by the organization.
The project manager must be genuinely concerned about the growth of the team members
thus developing trust within the project manager so that the employees could trust them as an
established leader.
Participative Leadership Style: The primary aspect of this type of leadership style is to
develop the commitment goals as well as generate new ideas among the project teams. This
leadership style tends to put an emphasis on the employee’s input thus gaining commitment
via participation (Minh, 2015). The main or focus points of this style is to enhance the
collaboration as well as building the teamwork for better success of the project. This also put

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an effective focus on the management of the conflict as well as influence on the project teams
that are associated for attaining the specific goals of the organization.
Pace Setting Leadership Style: This leadership style accomplishes the task to maintain the
higher standard of excellence regarding the project services as well as tasks. This is said to be
the style that drives the project utilization for performing the things better as well as faster
(Elbert, 2018). This also depicts the poor performers within the organization thus
emphasizing them regarding the demands of the situation and perform better.
3.0 Preferred Leadership Style and its Approach to SINTEF
The organization of SINTEF deals with the finance, engineering, information
technology, sales, marketing as well as procurement and warehousing departments. However,
the organization is now thriving forward to implement the Lean Project Principles within
their workplace environment for the enhancement of the business operations. Thus, the senior
management team believes to implement a dedicated and efficient project manager for
leading the execution of the Lean Project Principles (Ansah, Sorooshian & Mustafa, 2016). In
this scenario the best preferred leadership style of the project manager that must be adhered
by the project management team of the organization of SINTEF is stated as the Coaching
Leadership Style.
The Coaching Leadership style is depicted as one of the most innovative as well as
guided leadership style. The project manager that adapts this style of leadership does not
solely takes the decisions in accordance to the project management but enhances the
employees or the project team members for effective execution of the project (Urban, 2015).
The primary character that is needed in a project manager that is adhering the coaching
leadership style is the coaching skills. These skills incorporates the development as well as
improvement of the performance of the employees inclusive of the team member’s
competencies. This style is based on the dynamic communication or interaction among the
project leader as well as of the team members associated with the project. The coaching
attitude enables a leader for assuring the fact that his employees or project team members can
work independently thus not restricting their interest from the project.
In case of SINTEF, this style is appropriate, as the initiative of imposing the lean
project principles is very new in regards to the organization. Hence, if the project manager
guides the team members the implementation can be effective as well enhanced in terms of
the organization (Campos & Vazquez-Brust, 2016). Moreover, the independent working

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assurance of the project team members can enhance the support as well as involvement of the
members to work effectively. However, the leader is also capable of understanding the
employees better as the leader is closer than the employees rather than the high-level
management. Thus, it can be depicted that this leadership style will be a very important
approach towards the enactment of the lean principles within the organization of SINTEF.
4.0 Characteristics of “THE A TEAM”
In the above section, the preferred leadership style for the implementation of the Lean
principles at the organization of SINTEF is stated as Coaching Leadership Style. This style
states that project manager is not the sole person that takes decision but the participants as
well as project team members also participates in decision-making procedure as well as
executes the overall planning for the implementation of the lean principles within the
organizational structure of SINTEF. The stated project team of SINTEF is named as “THE A
TEAM” and this mainly consists of a project manager and three to four project team
members. The coordination of the team members is always appreciated for the enhancement
as well as effective implementation of lean principles in the environment of SINTEF.
The chief identified characteristics in a project team member for becoming valuable
among the other project team members within the team, regarding the implementation of the
lean principles within SINTEF is stated as follows:
 The understanding capability of the role of a particular individual team member is one
of the most significant valuable character regarding the team member (Lozano et al.,
2018). The team members are associated with the lean principle implementation and
the most effective evaluation of this capability may be identified potentially within the
project team member who has a brief but effective knowledge of the lean principles
and its application.
 The next effective character may be said as the embracement of the collaboration of
the team members with the project of lean principle implementation within the
organization of SINTEF. The collaborative response of an individual team member
with respect to the project manager may enhance the value of a project team member.
This tends to provide effective values to the project implementation.
 The third as well as the significant characteristics that are needed within an individual
for enhancement of the values of a project team member is that the commitment of the
individual towards its team. In case of SINTEF, the overall aim of the team is

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depicted as the implementation of lean principles within various aspects of the
organization. If a particular team member is effectively committed towards the goal
of SINTEF along with the project manager then it will be depicted as one of the
important value regarding “THE A TEAM”.
 The last characteristics that might put a strong value in an individual project member
is said to be the development of skills for the growth of a team member. This provides
an added advantage to the overall project execution procedure so that the thus making
a team member to be valuable for the effectiveness of the overall implementation
procedure.
Thus from the stated points it can be well explained that the adherence of the above points
can make it possible for an individual team member within “THE A TEAM” to be valuable in
terms of the implementation of the lean project principles within the scenario of the SINTEF.
5.0 Tools and techniques for facilitating lean business operations
Seven tools and techniques can be considered by the project management team of
SINTEF for the implementation of the lean principles for the improvisation of business
within their organization. These are explained as follows:
5S Tool: This is depicted as the simple as well as powerful tool for ensuring the production as
well as manufacturing of the goods and services in an effective manner throughput the
organization. This assures the organization to be efficient and safe for the execution of any
type of process within the environment of the organization. The brief description of the %S
are provided in the table below:
Sort First Step Includes the sorting of all the important and useful items from the mess
present within the workplace.
Straighten Second Step Includes the arrangement of the useful items efficiently as well as
ensures the proper organization of the data.
Sweep Third Step Includes the cleaning of the work area and ensures the machineries are
still effective after the occurrence of any technical difficulties.
Standardize Fourth Step Involves the simple standards that depicts the working as a team. This
is a crucial phase.
Sustain Fifth Step This adheres the standards of the promised organizational goals.
Cellular manufacturing: This concept deals with the manufacturing increment of the various
products with minimal waste. This depends on the arrangement of components in an effective

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manner that can lead to higher advantages with the proper implementation (Eaidgah et al.,
2016). This address the multiple prospects of a customer regarding the different products as
provided by SINTEF.
Continuous improvement: This is said to be a procedure of the lean principle
implementation, which comprises of the overall formal practices as well as effective
guidelines and rules. This tool is influenced by the need of the continuous development in the
set of products that are being delivered to the customer by organizations (Tauriainen et al.,
2016). This process further follows a four step methodology for carrying out the execution
procedure. These are stated as follows:
Plan The change is planned and identified before the implementation has
already started.
Do The change is executed for the implementation after the plan is
completed as well as verified.
Check The data collected for checking the effectiveness of the implementation
regarding its success
Act The change is depicted successful the plan is carried out accordingly and
then assessments are carried out.
Jidoka: This Japanese term depicts “automation with respect to human intervention”
(Omogbai & Salonitis, 2017). This tool performs the following four processes for the
detection of the vulnerabilities in the main system for which the implementation is needed.
 Deviation detection regarding the normal happening workflow of the organization.
 The halts in the production.
 The operational manager checks the issues as well as resolves the potential problems.
 The changes encompasses the standard workflow.
Total maintenance of product: The downtime of machine is said to be a serious concern
regarding the development of the products and are said to cause some detrimental issues due
to the problems (Yadav et al., 2017). This program consists of three components that are
stated below:

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 Preventive Maintenance: Regularly Planned as well as effective activities of
maintenance and these are not conducted by the employees whereas it is conducted by
the project managers associated with this maintenance section (Mendes, 2018).
 Corrective Maintenance: This includes the decision-making procedure regarding the
equipment that needs fix or are to be newly equipped. The machines should be
examined frequently for sensing this type of situations.
 Maintenance prevention: This stage ensures that the machines, which are purchased,
are the correct ones. If the proper machineries are not adhered then the employees will
feel difficult to maintain them.
Total Management of Quality: This is said to be a continuous quality check of the overall
lean principles that are implied on the organization (Buzatu, Costache & Iordache, 2019).
This management deals with the participative management and thus focuses on the customer
demands as well as needs which further aligns the production and timeline processes.
KANBAN: This is a tool that is endorsed by the power of visualization using the overall
picture of the work that is being performed by the organization. The big ideas that this tool
provides are:
 Process Visualization
 Process of limited work
 Focus on the process flow
 Improvement that is to be done continuously
Thus, it can be said that the management of individuals, teams as well as wide
organizational work are assessed critically for the implementation of the lean principles
within the organization.
6.0 Assumptions for the implementation of tools within the organization
The probable tools that can be implemented for imposing lean principles within the
organization of SINTEF are explained below
The 5S tool can be adhered by the organization in the department of engineering,
sales, marketing, warehousing as well as procurement as this departments incorporates the
production of the services, and machineries are involved for the carrying out the execution
procedure (Tyagi et al., 2015). Thus, this tool might be significant for achieving the
organizational goals.

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The next tool that can be used by SINTEF is assumed as the KANBAN tool. This tool
enhances the visualization power of the overall flow of the business processes that are
followed by the organization. This will effectively put a positive impact in the overall project
flow within the organization of SINTEF.
One of the most significant technique that can be used by SINTEF is the continuous
improvement technique regarding the implementation of the lean principles within the
organization (YALÇIN TILFARLIOĞLU, 2017). This tool will enhance the possible
improvements that need continuous improvement. The analysis of the improvement can be
done by this tool and can be well justified for the lean principles.
7.0 Conclusion
Thus, the above report clearly depicts that the organization of SINTEF is trying to
implement lean principles within their workplace. The necessary agile methodologies are
well explained in the above report. The various leadership styles that will be probably helpful
for the top management support to choose the effective project manager is well stated in the
above report. The management also wants to deploy a special team that is “THE A TEAM”,
which tends to impose the lean principles effectively and this team will be composed of a
project manager and 3 to 4 effective team members. Thus, it can be concluded that the lean
principles will be very effective in the overall environment of the organization to increase the
potential of the business execution.

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8.0 References
Ansah, R. H., Sorooshian, S., & Mustafa, S. B. (2016). Lean construction: an effective
approach for project management. ARPN Journal of Engineering and Applied
Sciences, 11(3), 1607-1612.
Biazzo, S., Panizzolo, R., & de Crescenzo, A. M. (2016). Lean management and product
innovation: a critical review. In Understanding the Lean Enterprise (pp. 237-260).
Springer, Cham.
Buzatu, A. I., Costache, C., & Iordache, A. (2019). LEAN MANAGEMENT FOR
SUSTAINABLE BUSINESS DEVELOPMENT. Quality-Access to Success, 20.
Campos, L. M., & Vazquez-Brust, D. A. (2016). Lean and green synergies in supply chain
management. Supply Chain Management: An International Journal, 21(5), 627-641.
Cardon, N., & Bribiescas, F. (2015). Respect for people: the forgotten principle in lean
manufacturing implementation. European Scientific Journal, ESJ, 11(13).
Eaidgah, Y., Maki, A. A., Kurczewski, K., & Abdekhodaee, A. (2016). Visual management,
performance management and continuous improvement: a lean manufacturing
approach. International Journal of Lean Six Sigma, 7(2), 187-210.
Elbert, M. (2018). Lean production for the small company. Productivity Press.
Huxley, C. (2015). Three decades of lean production: Practice, ideology, and resistance.
International Journal of Sociology, 45(2), 133-151.
Lozano, A. G. G., Alulema, J. M., Flores, A. G., Peña, A. S., & Cascante, G. M. (2018).
LEAN MANUFACTURING TOOLS FOR PRODUCTIVE IMPROVEMENT IN
THE PRODUCTION PROCESS OF SMOKED CHICKENS. Journal of Marketing
and HR, 8, 440-452.
Mendes, M. F. R. (2018). A journey towards Lean: the case of a Small-Medium Enterprise
(SME) (Doctoral dissertation).
Minh, N. D. (2015). A new application model of lean management in small and medium
sized enterprises.

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Mirdad, W. K., & Eseonu, C. I. (2015). A conceptual map of the lean nomenclature:
comparing expert classification to the lean literature. Engineering Management
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Omogbai, O., & Salonitis, K. (2017). The implementation of 5S lean tool using system
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Tauriainen, M., Marttinen, P., Dave, B., & Koskela, L. (2016). The effects of BIM and lean
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Production Economics, 193, 98-112.
Tyagi, S., Cai, X., Yang, K., & Chambers, T. (2015). Lean tools and methods to support
efficient knowledge creation. International Journal of Information Management,
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Urban, W. (2015). The lean management maturity self-assessment tool based on
organizational culture diagnosis. Procedia-Social and Behavioral Sciences, 213, 728-
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Yadav, O. P., Nepal, B. P., Rahaman, M. M., & Lal, V. (2017). Lean implementation and
organizational transformation: A literature review. Engineering Management Journal,
29(1), 2-16.
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Electronic Turkish Studies, 12(6).