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PPMP20009 Leading Lean Projects - Central Queensland University
Case Study: Leadership in Lean, Empowering Manufacturing Organisations
Purpose of the assessment
Assessments provide the opportunity for students to demonstrate their knowledge and skills to achieve the required Learning Outcomes. To do this, assessment responses need to be both clear and easy to understand. If not, the marker cannot determine that students have demonstrated their knowledge and skills.
Learning Outcome 1: Examine leadership competencies for successful delivery of projects
Learning Outcome 2: Determine management control systems for lean process capabilities
Case Study Introduction
The case study for this assignment is ‘Leadership in Lean, Empowering Manufacturing
Organisations', describing the intricacies of an optimisation project through team empowerment in a lean manufacturing environment.
You are encouraged to do your own research, but the following article is mandatory reading:
Carroll, B., 2001. Leadership in Lean, Empowering Manufacturing Organisations. Journal of Organisational Excellence, Vol 20, Issue 2, P. 81-90, John Wiley and Sons, Inc.
Scope of this assessment:
The CEO of a broadband internet service provider has read the case study article and was most impressed by the efficiency improvement through team empowerment. She wants to implement the short-cycle manufacturing concept to broadband installation projects in her company but cannot get her senior management team to buy into the idea. They tell her it will not work for their projects, but the CEO suspects the real reason is that they worry that team empowerment will greatly reduce their importance in the organization.
Your team has been hired as consultant to manage this transition. The CEO wants you to help convince the senior management team by providing a brief study on leadership competencies and management control systems required for the new, intended disposition of the company, based on the given case study and materials covered in this Unit.
Your submission must include the following:
1) A brief introduction/problem statement. Remember your target audience is the senior management team.
2) A commentary on the leadership styles discussed in the case study:
a) Why was a change in styles necessary as the transition project progressed?
b) What leadership theory does this practice align with? Explain how.
3) Determine and discuss the skills and competencies required by the management team (division, section, or group) in the case study and align these with:
a) Min 2 competencies in the ‘technical project management' category of the PMI
Talent Triangle
b) Min 2 competencies in the ‘strategic and business management' category of the PMI Talent Triangle
c) Min 2 competencies in the ‘leadership' category of the PMI Talent Triangle
4) The CEO has mentioned that the company has in the past experimented with agile, self- directed teams, but that this effort was abandoned as senior management had complained about the lack of strategic direction and control.
a) Based on the case study and other study material in this Unit, propose and describe at least 3 control systems (e.g. for cost, time, quality, communication, productivity, risk, strategic alignment, etc.) that would support the new lean environment to be implemented by your project and need to be included in your project scope.
b) Which lean methodology or framework (covered in previous lectures) supports this? Explain your answer.
5) Based on the experience of the section manager in the case study,
a) Compile a list of top five risks, to give assurance to the CEO of your client company that problems and issues in the transition project are identified early and managed effectively.
b) Propose a risk response plan for these 5 risks.
6) A short conclusion recommending a preferred approach to proceed with the project.
7) A brief account of the approach chosen by your team for this assignment, the process followed and each individual member's contribution to the report.
Attachment:- Leading Lean Projects.rar