Getting It Right
A manufacturer of complex equipment for hospitals depends on pioneering engineering projects. Safety and regulation are crucial and their project control processes are highly developed.
In spite of their expertise and experience, problems arose:
- more projects were started than could be completed
- there was tension between functional and project objectives
- many, if not most, projects were running late
The management implemented Lean Project Management, introducing project cells and co-located project teams. We worked with them to understand their way of doing things and:
- designed and delivered training to introduce the new procedures
- ran workshops helping cell leaders motivate and facilitate groups
- worked with individual cell leaders to enhance their skills
- designed and ran a series of seminars to develop people skills