10th Annual Conference of the International Group for Lean Construction - Gramado, Brazil - 2002

Mapping the Production Process - A Case Study

Michail Kagioglou1, Angela Lee2, Rachel Cooper3, Stuart Carmichael4 & Ghassan Aouad5

1Centre Manager, University of Salford, Salford Centre for Research and Innovation (SCRI) in the Built and Human Environment, Meadow Road, Salford, M7 9NU. UK. Tel: +44 (0)161 295 3855, Fax: +44 (0)161 295 4587, Email: [email protected]
2Research Fellow, University of Salford, School of Construction and Property Management, Meadow Road, Salford, M7 9NU. UK. Tel: +44 (0)161 295 5855, Fax: +44 (0)161 295 5011, Email: [email protected]
3Professor of Design Management, University of Salford, School of Art and Design, Centenary Building, Peru Street, Salford, M3 6EQ. UK. Tel: +44 (0)161 295 6146, Fax: +44 (0)161 295 6174, Email: [email protected]
4Architect, Pickavance Consulting, 5 Charterhouse Sq, London, EC1 6EE, Tel: +44 (0)20 7490 7755, Fax: +44 (0)20 7490 0010, Email: [email protected]
5Professor of IT and Construction Management, University of Salford, School of Construction and Property Management, Meadow Road, Salford, M7 9NU. UK. Tel: +44 (0)161 295 5176, Fax: +44 (0)161 295 5011, Email: [email protected]

Abstract

The mapping of the design and construction process has been gaining momentum in the last few years. However, the focus has been on mapping the high level processes or the information required to perform certain processes. One such high level process that has enjoyed considerable success is the Process Protocol. It integrates the various participants of a project into multi-functional teams, operating within a stage-gate based project environment. This paper will present how process mapping can be used to increase transparency within a production environment. The case study examines a multi-million development project and it demonstrates how the introduction of mapping the design and production processes, based on the Process Protocol Model and principles, has improved communications, enabled increased design fixity and reduction of downtime caused by late deliveries of certain project activities and information. In addition the implementation issues involved in introducing such process mapping practices is examined and analysed in the case study project.

Keywords

Process Modelling, Design Management, Design Fixity, Production Modelling

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Reference

Kagioglou, M. , Lee, A. , Cooper, R. , Carmichael, S. & Aouad, G. 2002. Mapping the Production Process - A Case Study, 10th Annual Conference of the International Group for Lean Construction , -. doi.org/

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