https://doi.org/10.24928/2023/0212

Towards a Flow-Based Disruption Metric: A Case Study

Eran Haronian¹ & Shmuel Korb²

¹Lecturer, Department of Civil Engineering, Ariel University, Ariel, 40700, Israel, [email protected]
² PhD, Graduate of the Faculty of Civil and Environmental Engineering, Technion - Israel Institute of Technology, Haifa, Israel, [email protected]

Abstract

Construction projects are inherently ad-hoc, meaning if disruptions arise, it can be hard to quantify the impact of the “damage” that has been done to the cost or timeline as a result of the disruption, as there isn’t necessarily a nominal steady-state condition to compare it to. In this paper, we present a case study of an infrastructure construction project that was beset by over a hundred documented disruptions due to a politically charged project that had ongoing, active attempts to interfere. Traditional approaches to quantifying the impact of disruptions presume there is a baseline against which the disruptions can be compared, which is not the case in a unstable project. Also, they are inherently “transformation” in their approach, whereas a Lean Construction approach would recognize the importance of taking a more holistic view incorporating elements of Flow and Value. A WIP-based metric of the project outcome, called “WIP-Time” is proposed and assessed in the context of the case study

Keywords

Disruption analysis, Transformation-Flow-Value theory, contract disputes, production control

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Reference

Haronian, E. & Korb, S. 2023. Towards a Flow-Based Disruption Metric: A Case Study, Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31) , 344-352. doi.org/10.24928/2023/0212

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