Implementation of Lean Engineering Practices in Projects and Programs through Simulation Based Training

Avraham Shtub, Michal Iluz, Kilian Gersing, Josef Oehmen, Yael Dubinsky

    Research output: Contribution to journalJournal articleResearchpeer-review

    487 Downloads (Pure)

    Abstract

    Teams in engineering projects face complex decisions on a daily basis. In order to meet or exceed stakeholders’ needs and expectations project teams must plan and re-plan their project to keep it on track. Their decisions are made in an uncertain, dynamic and constrained environment spanning a large variety of areas such as outsourcing decisions, design decisions, risk management decisions, resource related decisions, budgets and schedule related decisions etc.. Their purpose is to lower cost, reduce rework minimize paperwork, and eliminate duplicate efforts. Teamwork is essential in this challenging environment and a shared understanding of the project goals and constraints is the foundation of teamwork. This paper describes our experience in using Simulation Based Training (SBT) and in particular, its contribution to the implementation of Lean Management Practices (“Lean Enablers”) among project team members and stakeholders in two different industries in order to lead to better project outcomes in terms of time, performance, cost, and stakeholders’ approval.
    Original languageEnglish
    JournalPM World Journal
    Volume3
    Issue number3
    Number of pages13
    ISSN2330-4480
    Publication statusPublished - 2014

    Bibliographical note

    © 2014 Avraham Shtub, Michal Iluz, Kilian Gersing, Josef Oehmmn, Yael Dubinsky

    Cite this

    Shtub, Avraham ; Iluz, Michal ; Gersing, Kilian ; Oehmen, Josef ; Dubinsky, Yael . / Implementation of Lean Engineering Practices in Projects and Programs through Simulation Based Training. In: PM World Journal. 2014 ; Vol. 3, No. 3.
    @article{009a9269f97e4024b751b41b294c24ef,
    title = "Implementation of Lean Engineering Practices in Projects and Programs through Simulation Based Training",
    abstract = "Teams in engineering projects face complex decisions on a daily basis. In order to meet or exceed stakeholders’ needs and expectations project teams must plan and re-plan their project to keep it on track. Their decisions are made in an uncertain, dynamic and constrained environment spanning a large variety of areas such as outsourcing decisions, design decisions, risk management decisions, resource related decisions, budgets and schedule related decisions etc.. Their purpose is to lower cost, reduce rework minimize paperwork, and eliminate duplicate efforts. Teamwork is essential in this challenging environment and a shared understanding of the project goals and constraints is the foundation of teamwork. This paper describes our experience in using Simulation Based Training (SBT) and in particular, its contribution to the implementation of Lean Management Practices (“Lean Enablers”) among project team members and stakeholders in two different industries in order to lead to better project outcomes in terms of time, performance, cost, and stakeholders’ approval.",
    author = "Avraham Shtub and Michal Iluz and Kilian Gersing and Josef Oehmen and Yael Dubinsky",
    note = "{\circledC} 2014 Avraham Shtub, Michal Iluz, Kilian Gersing, Josef Oehmmn, Yael Dubinsky",
    year = "2014",
    language = "English",
    volume = "3",
    journal = "PM World Journal",
    issn = "2330-4480",
    number = "3",

    }

    Implementation of Lean Engineering Practices in Projects and Programs through Simulation Based Training. / Shtub, Avraham ; Iluz, Michal ; Gersing, Kilian ; Oehmen, Josef; Dubinsky, Yael .

    In: PM World Journal, Vol. 3, No. 3, 2014.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Implementation of Lean Engineering Practices in Projects and Programs through Simulation Based Training

    AU - Shtub, Avraham

    AU - Iluz, Michal

    AU - Gersing, Kilian

    AU - Oehmen, Josef

    AU - Dubinsky, Yael

    N1 - © 2014 Avraham Shtub, Michal Iluz, Kilian Gersing, Josef Oehmmn, Yael Dubinsky

    PY - 2014

    Y1 - 2014

    N2 - Teams in engineering projects face complex decisions on a daily basis. In order to meet or exceed stakeholders’ needs and expectations project teams must plan and re-plan their project to keep it on track. Their decisions are made in an uncertain, dynamic and constrained environment spanning a large variety of areas such as outsourcing decisions, design decisions, risk management decisions, resource related decisions, budgets and schedule related decisions etc.. Their purpose is to lower cost, reduce rework minimize paperwork, and eliminate duplicate efforts. Teamwork is essential in this challenging environment and a shared understanding of the project goals and constraints is the foundation of teamwork. This paper describes our experience in using Simulation Based Training (SBT) and in particular, its contribution to the implementation of Lean Management Practices (“Lean Enablers”) among project team members and stakeholders in two different industries in order to lead to better project outcomes in terms of time, performance, cost, and stakeholders’ approval.

    AB - Teams in engineering projects face complex decisions on a daily basis. In order to meet or exceed stakeholders’ needs and expectations project teams must plan and re-plan their project to keep it on track. Their decisions are made in an uncertain, dynamic and constrained environment spanning a large variety of areas such as outsourcing decisions, design decisions, risk management decisions, resource related decisions, budgets and schedule related decisions etc.. Their purpose is to lower cost, reduce rework minimize paperwork, and eliminate duplicate efforts. Teamwork is essential in this challenging environment and a shared understanding of the project goals and constraints is the foundation of teamwork. This paper describes our experience in using Simulation Based Training (SBT) and in particular, its contribution to the implementation of Lean Management Practices (“Lean Enablers”) among project team members and stakeholders in two different industries in order to lead to better project outcomes in terms of time, performance, cost, and stakeholders’ approval.

    M3 - Journal article

    VL - 3

    JO - PM World Journal

    JF - PM World Journal

    SN - 2330-4480

    IS - 3

    ER -