About this Presentation
The objectives of this presentation are for the audience to: understand why applying lean / six sigma (LSS) to project management (PM) is difficult; translating LSS elements to project management environments; and PM techniques incorporating LSS. The presentation describes the background of lean, six sigma, and lean / six sigma in addition to the obstacles of applying LSS to PM; translating LSS into the project environment; and updating traditional project management for LSS. Numerous basic terms of lean (lean, lean thinking, waste, muda, value added, business value added, non-value added, categories of waste, and the building blocks of lean) are defined. Numerous basic terms of six sigma (six sigma, six sigma thinking, DMAIC phase steps, etc.) are defined. Today LSS is an integrated approach but it doesn’t translate into the project environment directly. Lean in multi-projects means the right quantity of projects at the right time with the correct content as quickly as possible to meet each project’s commitments. That definition translates to the individual project, the task priorities and the task management levels. The differences between activity and productivity are discussed as is the definition of productivity in the traditional project management environment. We need to look at productivity from the task instead of the resource perspective.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Lean Six Sigma can be difficult to apply in a project environment, but it is possible with the right translation and modification of techniques.
Productivity in a project environment should be viewed from the perspective of the task, not the resource.
Understanding the value proposition in a project environment is crucial to eliminate common problems such as vague project definition and scope creep.
Instructor(s)
Dee Jacob
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.