Lean principles have been applied extensively to manufacturing and administrative processes. Yet, despiteincreasing pressure to decrease time to market and maximize stakeholder value in product development, relativelyfew organizations appear to have applied lean principles to this domain. While there is a clear need to eliminatewaste in product development, creating a lean project-based environment requires adaptation of "traditional" leanprinciples. This paper describes a case application in the Belgian Armed Forces, which illustrates how leanprinciples were implemented at a functional, project, pipeline and portfolio level, incorporating risk management,theory of constraints, creation of flow, and pull thinking.
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