For a selected project to be successful, it is important to consider certain aspects that predict the fate of the project.
- Those projects which are too huge to solve, or are broken and not complete, should not be considered for Lean.
Those projects which are already in the process of a major overhaul, will not deliver expected results. - Those projects which might produce ambiguous results, or whose solutions are already acknowledged, and will just satisfy internal politics, should not be taken up for a Lean Transformation.
- Those projects which do not have the support of a Sponsor or a Reviewer, should not be considered.
- Those projects in which neither time nor resources can be invested, or which will not impact businesses significantly, should certainly not be considered for Lean.
Project Management suggests that instead, organizations should follow a few of the vital regulations when selecting a project for Lean Transformation. This would lessen the chances of failure, and ensure better outcomes.
- A project that concentrates on resolving customer complaints, or manpower consumption and productivity, should be taken up.
- A project that needs simplification, and which is not broken should be considered for Lean Transformation.
- Lean effects are good for projects that are likely to provide a competitive edge to the businesses, and enhance their core areas.
- Projects in which Process Thinking can be installed or in which top-line and bottom-line can be improved, should be selected for the change.
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