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PowerPoint Editable infographics charts of Lean Management Principles and fundamental lean methodology. These diagrams can be used to visualize lean overview presentations or articles on Kaizen approach to manufacturing or services. We included visual representation of basic lean procedures and elements.

• 16 modern diagrams of lean procedures, lean methodology structures and stakeholders, guiding principles of lean manufacturing approach. For example, we added a Kaizen 5s diagram and 5 Whys waterfall chart, as well as The House of Lean pillar diagram. We designed all flowcharts in an universal clean flat style that fits various presentations.
• 27 vector icons in light and elegant outline style. You can use these icons to illustrate lean artefacts such as Customers, Employees, Organizations Stakeholders, Sort, Straighten, Shine, Standardize, Sustain, Process, Productivity, Focus, Resources and Values, Eliminate Waste.
• Predesigned example of editable target customer segmentation and credit ranking decision criteria.
• Format: fully editable vector shapes (modify colors of diagrams and icons, resize without quality loss)

What is Lean Management?

Diagrams for lean management presentations cover those topics.

• Definition of lean management and quote slide on lean approach (editable text).
• Guiding Principles of Lean Management Chart.
• Tools of Lean management.
• Stakeholders of Lean Management as Venn diagram with Customers, Employees and Organization symbols.
• The 5 Basic Lean Principles cycle flowchart.
• The Lean Methodology Idea diagram including delivering value, eliminating waste and continuous improvement.
• The House of Lean Pillars infographics with customer focus on top, Just in Time management pillar and Jidoka - quality at the source pillar. All Lean house metaphor is based on Standardization and Stability fundations.
• List template with Benefits of Lean Approach - Getting Focus, improving productivity, smarter process and better use of resources.
• Methods and tools of lean management including Kanban (see separate Kanban Boards Template for Project Management ), Kaizen 5S and 5 Whys diagrams, and other listed tools (Value Stream Mapping, SMED, Poka-yoke (error-proofing), Elimination of Time Batching, Total Productive Maintenance, Mixed Model Processing, Single Point Scheduling, Rank Order Clustering, Multi-process Handling, Redesigning Working Cells, Control Charts for checking Mura)

How to use lean template diagrams as your presentation visuals?

Why to use diagrams as your presentation illustrations.

On last slides you have set of multiple icons you can use. You can also extend the icon collection by getting additional PPT icons (see Related Diagrams section).

Colors of these diagram shapes and icons are fully editable (all graphics is a vector format). So you can change them to colors of your template or company brand.

Content description

• Lean management definition slide illustrated with text placeholder and outline icon.
• Peter Drucker quote illustrated with picture and quotation mark.
• Guide management principles illustrated with three elements cycle chart with outline icons.
• Venn chart illustrating lean management stakeholders: customers, employees and organizations.
• Five basic lean principles illustrated with cycle diagram in a few variations: a vivid chart with outline icons, cycle template with text placeholder for explaining each element.
• Cycle diagram showing management methodology ideas: deliver value, eliminate waste, continuous improvement.
• House of lean shown as two pillar diagram divided into the following segments: stability, standardization, collaboration, customer focus.
• Lean Management list diagram with outline icons and description for each element.
• Lean Management tools list presented in few versions: text box with an outline icon, SmartArt flowchart.
• Kaizen 5S framework shown with circle diagram and text placeholder and five columns list diagram.
• Five why's list in a two versions: multicolor step list diagram, waterfall chart with outline icons.
• changing color of the icon filling and its outline
• changing shape and size, rotating, flipping the object
• relocating and resizing diagrams, putting shapes behind or on top of text

Further resources on lean management

• Lean manufacturing definition (Wikipedia)
• Article defining Lean approach What is Lean
• Article defining Lean Management by SearchCIO
• Blog about Lean Management
• Article about Lean Management
• infoDiagram's designer
• Contact: here

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Lean Management Presentation Diagrams (PPT template)

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Lean Management PowerPoint Template and Google Slides

Lean Management Presentation Slide

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Lean Management PowerPoint Template

PowerPoint set includes Lean Management templates to implement business strategies.

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Convey the Lean Spirit in PowerPoint: detailed slides on the implementation of lean management methods and tools such as the Pull Principle, the 5S concept, Kanban and lean management charts.

Successful with Decentralization and Simultanization

Lean management seeks to increase the customer focus by reducing costs and by applying lean management principles such as

• decentralization (team-oriented work organization and creation of coalitions with suppliers, traders, etc.)
• simultanization (parallelization of processes).

To manage these principles, the lean management goal includes to eliminate wastage, to maintain production plants and to integrate employees as much as possible so that the distance to the production plant vanishes. Well-known procedures to achieve such goals are, for instance, the 5S method, Kaizen the Pull Principle.

Detailed Definitions and Guidelines in PowerPoint

Due to extensive illustrations of lean management ideas, you explicitly illustrate connections and create an overall survey to successfully implement lean management principles. Graphics, definitions and illustrations provide you with information and presentation material to complement your professional performance.

Benefit from Lean Management Templates and Receive

• detailed definitions
• guidelines to apply lean concepts
• professional assistance for your business performance

PowerPoint Templates Include

• lean management definitions
• charts on the lean idea
• icons to define lean management goals
• guidelines for a successful implementation
• lean management tools template (M7)
• value stream analysis template
• Pull Principle template (Milk Run, Supermarket, Small Train, Cell Wip, Shop Stock, Kanban, Heijunka, TPA)
• template on lean management and visual management
• representation of all lean management methods

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Explain Lean Management Principles with Visuals

• March 8, 2019
• Management , PowerPoint templates for download , Product Development

Lean management is a way of managing a company or institution. The goal is to ensure continuous improvement by making small changes in processes and delivering value to customers. An issue people run into when presenting such topics is making them engaging and easy for the audience to digest. Using customized graphics can help audiences relate to the material and retain the information.

Elevate your business performance presentations with our curated resources – visit our financial performance PPT reports webpage.

You can use diagrams and icons to express your main, complex ideas. This will help your ideas shine in a way that is clear and eye-catching. If you’re not sure which concepts might lend themselves to icons and images, take a look at our examples. Let our uses inspire your own work.

Note: All example slides below are accessible in  Lean Management Presentation PPT Diagrams   (see details by clicking the pictures).

How to present Lean Management concepts visually?

Define lean management in a way your audience will u nderstand.

Share definitions of important vocabulary and key terms. If you are presenting Lean Management to audiences who lack experience with the concept at all, you may want to start from the very beginning with an explanation of what lean management is. If your audience knows what lean management is but is not familiar with other terms you plan to use or introduce them to, you can create similar text boxes containing details, descriptions, and definitions.

Share the Defining Principles of Lean Management

Explain the guiding principles with diagrams. We designed a 3-element round chart, where icons represent the different stages or parts of the process. By adding text or labels you can explain the principles and processes in an easy-to-follow, visually engaging way.

Visually Describe the Stakeholders of Lean Management

Outline who has a stake with simple visuals. You can elaborate on how the stake customers have is different than the stake employees and organizations have in Lean Management. As with all graphics, customizing your color scheme for consistency or to match your branding can help make these slides cohesive.

Detail the 5 Basic Lean Principles with Icons

Break down the principles and offer deeper insight with descriptions. Don’t just show a button that says identifying value is important; offer a description of why. You can provide as much or as little detail as you would like. By color-coding the icons and tags you can avoid the need to repeat exact phrases.

Demonstrate the House of Lean with a House of Icons

Using the two-pillar diagram will help illustrate the fact that each part is essential. This type of diagram offers flexibility as you can easily explain the structure from the top down or bottom up. You may also add additional details outside of the diagram without making the slide feel crowded.

You can define terms, describe the stakeholders and guiding principles of lean management, and share the premise of the house of lean, all with icons. Having visual slides will make understanding easier for your audience and increase fact retention.

Check our video guide on how to redesign Lean Management Principles step by step:

Resource: Lean Management Presentation Diagrams

The slide and icon collection can easily be combined with other images or icon sets to provide fully customizable imagery that will perfectly suit the purpose and scope of your presentation. Since all vector icons can be changed to match your presentation template or brand, you can be sure that your presentation will be perfect for your audience from start to finish.

This set includes a Venn Diagram which illustrates lean management stakeholders but can be modified to suit another purpose. The set also includes five basic principles with a cycle diagram. There are several variations included that can be used as they are or modified to match your theme. You will also get diagrams that represent the two-pillar approach, different management methodology ideas, list diagrams that can be modified, the Kaizen 5S framework, and even more.

If you find the above examples useful or helpful you can down the full icon set here.

If you are looking for more IT-related topics, take a look at the IT graphics category .

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Lean Management

May 19, 2012

1k likes | 1.85k Views

Lean Management. Class 52/16/11. 12- 2. Learning Objectives. After completing the chapter you will: Understand the concepts of the Toyota Production System and lean management Learn how a production pull system works Understand how to eliminate waste in processes

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Presentation Transcript

Lean Management Class 52/16/11

12-2 Learning Objectives After completing the chapter you will: • Understand the concepts of the Toyota Production System and lean management • Learn how a production pull system works • Understand how to eliminate waste in processes • Understand the “rules” of lean management • Understand how to accomplish lean production • See examples of lean concepts applied to manufacturing and service systems

12-3 Lean Production • Lean Productioncan be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) • Lean Production also involves the elimination of waste in production effort • Lean Production also involves the timing of production resources (i.e., parts arrive at the next workstation “just in time”)

Lean thinking • Womack and Jones (1996) defined the principles of lean thinking: • Define value precisely from the perspective of the end customer in terms of a specific product with specific capabilities offered at a specific price and time • Differentiate value from muda, or waste • Can be difficult due to the many steps across departments and companies • Identify the entire value stream for each product or product family and eliminate waste • Apply to three critical activities: product definition, information management, and physical transformation

Lean thinking • Make the remaining value-creating steps flow • No waiting, downtime, or scrap within or between steps • Suggest application of kaikuku, or radical improvement, as opposed to kaizen, or continuous improvement • Design and provide what the customer wants only when the customer wants it • Let the customer pull the product from the value stream

Lean Thinking • Pursue perfection • There is no end to the process of reducing effort • The four initial steps interact with one another in a virtuous circle • More precisely defined value challenges steps in value stream to reduce waste • getting value to flow faster exposes muda • harder customers pull, the more impediments to flow revealed

Lean Thinking: Lantech • Developed a device that would stretch-wrap pallets with plastic film • Built its four types of machines in batches, called a batch and queue system • Also used this system for processing orders and developing new products • Great complexity with its processes, long time to complete processes, and much of the process time was queue time • Moved to total quality management after it lost a patent infringement suit • Empowered workers but didn’t address processes

Lean Thinking: Lantech • New VP of Operations hired an established a dedicated process flow for each of the four product families • Equipment grouped together in four cells • No batches – one unit at a time: continuous flow • All jobs directly linked – no buffers of inventory • Set takt time: available time in a period / customer orders in that period • Changeovers done quickly to accommodate product options • Applied same techniques to office and product development

Management philosophy • “Pull” system though the plant WHAT IT IS • Attacks waste • Exposes problems and bottlenecks • Achieves streamlined production WHAT IT DOES • Employee participation • Industrial engineering/basics • Continuing improvement • Total quality control • Small lot sizes WHAT IT REQUIRES • Stable environment WHAT IT ASSUMES Features of Lean Production

Vendor Fab Sub Vendor Fab Final Assembly Customers Sub Fab Vendor Fab Vendor Pull System Here the customer starts the process, pulling an inventory item from Final Assembly… Then sub-assembly work is pulled forward by that demand… The process continues throughout the entire production process and supply chain

12-11 The Toyota Production System • Based on two philosophies: • 1. Elimination of waste • 2. Respect for people

12-12 Elimination of Waste • Focused factory networks • Group technology • Quality at the source • JIT production • Uniform plant loading • Kanban production control system • Minimized setup times

12-13 Minimizing Waste: Focused Factory Networks These are small specialized plants that limit the range of products produced (sometimes only one type of product for an entire facility) Some plants in Japan have as few as 30 and as many as 1000 employees Coordination System Integration

12-14 Minimizing Waste: Group Technology (Part 1) Note how the flow lines are going back and forth • Using Departmental Specialization for plant layout can cause a lot of unnecessary material movement Saw Saw Saw Grinder Grinder Heat Treat Lathe Lathe Lathe Press Press Press

12-15 Minimizing Waste: Group Technology (Part 2) • Revising by using Group Technology Cells can reduce movement and improve product flow Grinder 1 2 Lathe Press Saw Lathe Heat Treat Grinder Press Lathe A B Saw Lathe

12-16 Minimizing Waste: Uniform Plant Loading (heijunka) Suppose we operate a production plant that produces a single product. The schedule of production for this product could be accomplished using either of the two plant loading schedules below. Not uniform Jan. Units Feb. Units Mar. Units Total 1,200 3,500 4,300 9,000 or Uniform Jan. Units Feb. Units Mar. Units Total 3,000 3,000 3,000 9,000 How does the uniform loading help save labor costs?

12-17 Example: By identifying defective items from a vendor early in the production process the downstream work is saved Machine downtime Scrap Vendor Change delinquencies Work in orders process queues Engineering design Design (banks) redundancies backlogs Example: By identifying defective work by employees upstream, the downstream work is saved Decision Paperwork Inspection backlogs backlog backlogs Minimizing Waste: Inventory Hides Problems

12-18 Minimizing Waste: Kanban Production Control Systems This puts the system back were it was before the item was pulled Once the Production kanban is received, the Machine Center produces a unit to replace the one taken by the Assembly Line people in the first place Withdrawal kanban Storage Part A Storage Part A Machine Center Assembly Line Production kanban Material Flow Card (signal) Flow The process begins by the Assembly Line people pulling Part A from Storage

12-19 Respect for People • Level payrolls • Cooperative employee unions • Subcontractor networks • Bottom-round management style • Quality circles (Small Group Involvement Activities or SGIA’s)

12-20 Toyota Production System’s Four Rules: Spear and Bover (1999) • All work shall be highly specified as to content, sequence, timing, and outcome • Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses • The pathway for every product and service must be simple and direct • Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

Rule 1: How People Work • Focus on the details • 1st unstated rule: every activity must be specified for success • May seem obvious, but the majority of managers outside Toyota do not take this approach)

Rule 1: Car Seat Example “ When a car’s seat is installed, the bolts are always tightened in the same order, the time it takes to turn each bolt is specified, and so is the torque to which the bolt should be tightened. Such exactness is applied not only to the repetitive motions of production workers but also to the activities of all people regardless of functional role.”

Rule 1: Toyota’s Method • Seven-step process with specific steps and lengths of time • There is a well developed sequence of events for each particular job • When employees deviate from these details it is obvious

Rule 1: Toyota’s Hypotheses • Performing the activity tests two hypotheses: 1) The person doing the activity is capable of performing it correctly 2) Performing the activity creates the expected outcome Example: “If they can’t insert the seat in the specified way within the specified amount of time, then they are clearly refuting at least one of the hypotheses, indicating that the activity needs to be redesigned or the worker must be trained again.”

Rule 2: How People Connect • Every connection must be standardized & direct, specifying: • people involved • form & quantity of goods and services • way requests are made by each customer • expected time that requests will be met • Rule creates supplier-customer relationship • Result: “…no gray zones in deciding who provides what to whom and when.”

Rule 2: Application • Toyota uses kanban cards to set up direct links between suppliers and customers • Other companies use supervisors to answer calls for help; no specific person assigned • “…when something is everyone’s problem it becomes no one’s problem.” • Toyota’s workers expected to ask for help • Testing hypothesis keeps system flexible, allowing for constructive adjustment

Rule 3: How the Production Line is Constructed • All products and services flow along a simple specified path • no forks or loops to convolute the flow; all direct to specific persons or machines • change only when production line is expressly redesigned • Toyota production lines accommodate many types of products • All of the rules allow Toyota to conduct experiments and remain flexible and responsive

Rule 4: How to Improve • What can be improved: • Production activities • Connections between workers or machines • Manufacturing pathways • Improvements must be made: • Using the scientific method • Under the guidance of a teacher • At the lowest possible organizational level

Rule 4: How to Improve • How do you use the scientific method? • Frame problems using first three rules • Formulate and test hypotheses • Question assumptions • Don’t confuse goals with predictions based on hypotheses e.g. Reducing changeover time by two-thirds

Rule 4: How to Improve • Who does the improvement? • Frontline workers, with assistance from supervisors • Problem scale determines how many organizational levels are included in the solution • Toyota’s commitment to learning • Operations Management Consulting Division (OMCD) • Toyota Supplier Support Center (TSSC)

Notion of the Ideal • People motivated by a common goal • Sense of what the ideal production system would be • Make improvements beyond what is “necessary” • Very pervasive • Essential to the Toyota Production System

Notion of the Ideal • Concrete Definition: • The output of an ideal person, group of people, or machine: • Is defect free; • Can be delivered one request at a time; • Can be supplied on demand in the version requested; • Can be delivered immediately; • Can be produced without waste; • Can be produced in a safe work environment.

Organizational Impact of the Rules • The rules create an organization with a nested modular structure by: • Making people capable and responsible for their own work • Standardizing connections between individual customers and suppliers • Pushing the resolution of connection and flow problems to the lowest possible level

Organizational Impact of the Rules • Benefit: People can implement design changes in one part without unduly affecting other parts • Toyota can delegate a lot of responsibility without creating chaos

Countermeasures • Kanbans or andon cords • Temporary responses to specific problems • Serve until a better approach is found or conditions change • NOT solutions • Building up inventory of materials • Ideal system would have no need for inventory • Required in certain circumstances: • Unpredictable downtime or yields • Time consuming setups • Volatility in the mix and volume of consumer demands

12-36 Lean Implementation Requirements: Design Flow Process • Link operations • Balance workstation capacities • Redesign layout for flow • Emphasize preventive maintenance • Reduce lot sizes • Reduce setup/changeover time

12-37 Lean Implementation Requirements: Total Quality Control • Worker responsibility • Measure SQC • Enforce compliance • Fail-safe methods • Automatic inspection

12-38 Lean Implementation Requirements: Stabilize Schedule • Level schedule • Underutilize capacity • Establish freeze windows

12-39 Lean Implementation Requirements: Work with Vendors • Reduce lead times • Frequent deliveries • Project usage requirements • Quality expectations

12-40 Lean Implementation Requirements: Reduce Inventory More • Look for other areas • Stores • Transit • Carousels • Conveyors

12-41 Lean Implementation Requirements: Improve Product Design • Standard product configuration • Standardize and reduce number of parts • Process design with product design • Quality expectations

12-42 Lean Implementation Requirements: Concurrently Solve Problems • Root cause • Solve permanently • Team approach • Line and specialist responsibility • Continual education

12-43 Lean Implementation Requirements: Measure Performance • Emphasize improvement • Track trends

12-44 Lean in Services (Examples) • Organize Problem-Solving Groups • Upgrade Housekeeping • Upgrade Quality • Clarify Process Flows • Revise Equipment and Process Technologies

Lean Services: Jefferson Pilot Financial • Jefferson Pilot Financial is an insurance company searching for new ways to grow • Had rising customer expectations • New products with increased complexity • Had to deal with specialized companies with lower prices • Needed a way to improve service and reduce costs

Steps Toward Improvement • Wanted key differentiator to be superior service • Needed to analyze operations of business units • With analysis, JPF realized they could increase revenue through improved operations • Looked to Japanese practices of “lean production”

Lean Production • JPF could benefit because its operations were similar to that of a car company • In 2000, appointed “lean team” • Initiative has delivered impressive results • Halved time of receipt to application of policy • Reduced labor cost by 26% • Reduced rate of errors on policies by 40% • Resulted in 60% increase in new premiums

Building the Model Cell • Company can introduce a lean system without significantly disrupting operations • “Model cell” rollout - company sets up microcosm of its entire process -Allows managers to conduct experiments and smooth out kinks while working towards optimal design

Building the Model Cell • Jefferson Pilot Financial chose section of new business unit devoted to processing policies • Unit had 10 employees and handled policies that did or did not require physician statements • Lean production built around continuous-flow processing • Traditional methods have large batches processed at each step and passed along only after an entire batch has been processed If not caught quickly, errors can occur on large scale • Applied seven design practices of Lean manufacturing to redesign Cell’s Workflow

Redesigning the Cell’s Work Flow • Placing Linked Processes near One Another • All steps in a process should be located close to one another • JPF- Work groups located by function ex: Employees who receive applications and employees who sort them on different floors • After teams were placed next to each other process was done faster and employees were more aware of being part of a whole

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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

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Lean Manufacturing and Six Sigma Definitions

Glossary terms, history, people and definitions about Lean and Six Sigma

MoSCoW is an acronym for “Must have, Should have, Could have and Would have,” which is used to help prioritize the importance of tasks and requirements, so that time and resources are used to maximize value.

Two letter o’s have been added  within MSCW to make it easier to remember.

Definitions (in order of priority):

• Must have – Critical and non-negotiable tasks that must be completed. Failure to complete it will cause the initiative to fail.
• Should have – Important and high priority tasks, but are not critical or essential to the initiative’s success.
• Could have – Desirable or nice to have tasks, but aren’t necessary for the initiative to be successful.
• Would have – Tasks that are not currently a priority.

Example: Doctoral students must determine what they should work on in order to complete their degree.

• Author and present at least one scholarly paper at a national or international peer-reviewed conference.
• Publish at least one scholarly article based on dissertation with advisers in a scholarly refereed journal
• Serve as a reviewer for at least one peer-reviewed journal
• Serve as a reviewer for at least one national or international peer-reviewed conference
• Teach at least one graduate-level course
• Serve as a board member of at least one professional organization
• Write and secure at least one grant proposal
• Serve as an editorial board member of at least one scholarly journal

To learn more, visit Quality Progress Magazine (Dec 2017) edition article by Kishore Erukulapati

Additional Resources

• Hoshin Kanri – creativesafetysupply.com
• The Lean Manager – blog.5stoday.com
• Kaizen at all Levels – kaizen -news.com
• Mobile Conferences Tweak Productivity – 5snews.com
• Continuous Improvement: 3 Tips For Getting Management On-Board – blog.creativesafetysupply.com
• NFPA 70E Changes Update – creativesafetypublishing.com
• Continuous Improvement in Sports, Teaching and Beyond – iecieeechallenge.org
• Lean Six Sigma Checklist for Success – lean -news.com
• 8 Safety Communication Tips – safetyblognews.com