TY - CONF TI - “Lean” as an Antidote to Labour Cost Escalation on Complex Mechanical and Electrical Projects C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 3 EP - 11 PY - 2005 AU - Court, Peter F. AU - Pasquire, Christine AU - Gibb, Alistair AU - Bower, David AD - Research Engineer, Dept of Civil and Building Engineering, Loughborough University, UK, p.court1@btinternet.com AD - Dept of Civil and Building Engineering, Loughborough University, UK. c.l.pasquire@lboro.ac.uk AD - Dept of Civil and Building Engineering, Loughborough University, UK, a.g.gibb@lboro.ac.uk AD - Principal Fellow, Warwick Manufacturing Group, University of Warwick, UK, bowerdjer@aol.com AB - This paper represents “work-in-progress” as part of a collaborative research project being undertaken at the Centre for Innovative Construction Engineering for anEngineering Doctorate at Loughborough University, UK.Theprogramme isfundedbytheEPSRCandissponsored byamajor UKmechanical and electrical contractor (the company). The project will have specific objectives, which will be capa- bleofmakingasignificantcontributiontotheperformanceofthecompany.Thatis,thetaskswillben- efit the company whether or not the Engineering Doctorate was being undertaken. It will not be a “student” project, which has only been selected to keep the research engineer busy, nor will the tasks be at the margin of the company’s interest. In the mechanical and electrical (M&E) sector in the UK, labour cost is one of the largest variables which can have a direct influence on the financial outcome of a project. Actual labour cost incurred has a dependency upon the productivity achieved on site, which in turn is dependant upon the conditions that prevail on that site. For a major UK M&E contractor, labour cost has escalated to such an extent that margin slippage has occurred. Margin slippage can be defined as the negative variation between the expected margin (gross profit) for aproject whenacquired, andthe final margin whenthe project is finished. Consequentially, the company, as part of a performance improvement initiative, have the objective of developing lean techniques to overcome the causes of the cost escalation—poor productivity, and see this research project and implementing lean as a result of it, as a vehicle to deliver the improvement. This paper will propose that lean techniques, when imposed upon a project, can be an antidote to the causes of poor productivity, and therefore prevent labour cost escalation, along with its impact on the project’s final profitability. These lean techniques, known as “interventions”, are applied to a case study project with positive results in terms final labour cost and margin. KW - Margin slippage KW - Productivity KW - Labour KW - Mechanical sector KW - Electrical sector. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/343/pdf L2 - http://iglc.net/Papers/Details/343 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Managing Promises With the Last Planner System: Closing in on Uninterrupted Flow C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 13 EP - 18 PY - 2005 AU - Macomber, Hal AU - Howell, Gregory A. AU - Reed, Dean AD - Principal, Lean Project Consulting, Inc., 36 Kirkland Drive, Andover, MA 01810-2809, Phone +1 978/470-8994, hmacomber@leanproject.com AD - Executive Director, Lean Construction Institute, PO Box 1003, Ketchum, ID 83340-1003, Phone +1 208/726-9989, FAX 707/238-1369, ghowell@leanconstruction.org AD - Lean and Virtual Building Coordinator, DPR Construction, 1450 Veterans Blvd, Redwood City, CA 94063, Phone +1 650 474-1450, deanr@dprinc.com AB - TheLast Planner System has been in use for about 10years. During that time the basic structure of the system is unchanged. However,the practices for using the LPShave continued to evolve. In our paper Linguistic Action: Contributing to the Theory of Lean Construction we showed how the structure and usual practices of the LPS creates the situation for making promises reliably. In a following paper Leadership and Project Management: Time for a Change from Fayol to Flores we introduced our un- derstanding of management and the actions needed to change to support operating a project as a net- work of commitments. Inthispaperwebuildonthelanguage-action perspective toproposeakeysetofdistinctions andset of practices for delivering promises on a reliable basis; we call that managing promises. The combination of promising reliably and managing promises creates a basis for designing production systems that are robust to the remaining breakdowns in the project setting bringing us closer to the lean thinking ideal of uninterrupted flow. KW - Language (linguistic) action perspective KW - Network of commitments KW - Project flow PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/344/pdf L2 - http://iglc.net/Papers/Details/344 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Revisiting the Three Peculiarities of Production in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 19 EP - 27 PY - 2005 AU - Vrijhoef, Ruben AU - Koskela, Lauri AD - Centre for Process Innovation in Building and Construction, Delft University of Technology; TNO Built Environment and Geosciences, PO Box 49, NL-2600 AA Delft, The Netherlands, Phone +31 15 2763138, Fax +31 15 2763024, E-mail ruben.vrijhoef@tno.nl AD - Salford Centre for Research and Innovation (SCRI) in the built and human environment, University of Salford, Bridgewater Building, Greater Manchester, M7 1NU, UK, Phone +44 161 2954622, Fax +44 161 2954587, E- mail L.J.Koskela@salford.ac.uk AB - Compared to many other industries, construction is a specific type of project industry with certain pe- culiarities influencing the characteristics of constructed products, ways of production, and the indus- try itself. Previously three major peculiarities of production in construction have been discussed, i.e. site production (i.e. organising the production around the product dependent on outdoor conditions), temporary production organisation (e.g. fragmented supply chain), and one-of-a kind product (e.g. de- sign-to-order project-based production). Many times, particularly within the realms of lean construc- tion, the basic hypothesis has been that these peculiarities lead to variability and thus to waste, and low performance levels in terms of productivity and value delivery to clients. Inversely, lean construction should be aimed at the banning of waste, thus reduction of variability, and thus the reduction or even resolution of peculiarities. In this paper, the peculiarities of production in construction are discussed and whether they always cause problems, whether they are always leading to waste, and whether they always can and need to be reduced or resolved. Some examples of solutions resolving or reducing certain peculiarities are given, such as modular housing, pre-engineered buildings and off-site production. Based on the examples, the effects and costs of reduction and resolution of peculiarities are discussed. To conclude it is discussed whether construction must and can always be improved by resolving the peculiarities, and at what cost. It is concluded that peculiarities should be resolved when they are not needed. However, before to decide to do so, the additional costs or even the potential value loss that may be caused by peculiarities must always be related to the whole life costs and value of the object built, and the extra costs and efforts for resolving the peculiarities. Finally, issues for future research are given. KW - Construction KW - Peculiarities KW - Repetitiveness KW - Resolution KW - Waste PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/345/pdf L2 - http://iglc.net/Papers/Details/345 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Construction: One Type of Project Production System C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 29 EP - 35 PY - 2005 AU - Ballard, Glenn AD - Research Director for the Lean Construction Institute and Principal in Strategic Project Solutions. gballard@leanconstruction.org AB - The application of lean concepts and techniques to construction often seems to be driven by the idea thatconstruction is,orshouldbe,atypeofmanufacturing. IntheU.S.,andbroadlyintheinternational community, lean construction has been taken up with the idea that the project is a more fundamental form of production system than the factory. For the author, construction is one of many types of pro- jects for which theorists and practitioners are developing theory and tools, alongside air and sea ship- building, performing arts productions, software development, product development, fabrication (job) shops,oilfielddevelopment,healthcaredeliveryandworkordersystemssuchasplantmaintenance. This paper reports developments in thinking since the author’s 1998 IGLC paper on this topic, including a critique of the current model for categorizing production systems, specification of conditions in which job shops can be redesigned as flow lines, a critique of the value concept derived from Gilbreth’s model of flow and waste, and the role of buffers in experimentation and learning. KW - Designing KW - Production KW - Project KW - Project production system KW - Value KW - Waste PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/346/pdf L2 - http://iglc.net/Papers/Details/346 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - On the Metaphysics of Production C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 37 EP - 45 PY - 2005 AU - Koskela, Lauri AU - Kagioglou, Mike AD - University of Salford, Salford Centre for Research and Innovation (SCRI) in the Built and Human Environment, Maxwell Building, The Crescent, Salford, M5 4WT, UK, tel. + 44 (0)161 2956378, e-mail: l.j.koskela@salford.ac.uk AD - University of Salford, Salford Centre for Research and Innovation (SCRI) in the Built and Human Environment, Maxwell Building, The Crescent, Salford, M5 4WT, UK, tel. + 44 (0)161 2953855, e-mail: m.kagioglou@salford.ac.uk AB - Sincethepre-Socratic periodofphilosophy,therehavebeentwobasicmetaphysical views.Oneholds that there are substances or things, that is, atemporal entities in the world. The other insists that there are processes, that is, intrinsically temporal phenomena. These metaphysical assumptions tend to strongly influence how the subject of the inquiry or action isconceptualized.Thething-oriented viewseemstoleadtoanalyticaldecomposition,therequirement or assumption of certainty and an ahistorical approach. The process-oriented view is related to a holistic orientation, acknowledgement of uncertainty and to a historical and contextual approach. It can be argued that production is intrinsically a process oriented endeavour. However, an analysis of current conceptualizations and methods shows that it is the thing-oriented view on the world that has dominated the research and practice of production management. The resulting mismatch between the assumed nature and true nature of production has arguably led to major generic failures of production management. As a conclusion, it is contended that the discipline of production management has to seriously address the metaphysical issues confronting both practitioners and scholars. KW - Metaphysics KW - Production KW - Substance KW - Process PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/347/pdf L2 - http://iglc.net/Papers/Details/347 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Project Feedback as a Tool for Learning C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 47 EP - 55 PY - 2005 AU - Kärnä, Sami AU - Junnonen, Juha-Matti AD - Researcher, Construction Economics and Management, Helsinki University of Technology, P.O. Box 2100, Finland, Phone +358 9 451 5034, sami.karna@hut.fi AD - Research Manager, Construction Economics and Management, Helsinki University of Technology, P.O. Box 2100, Finland, Phone +358 9 451 3745, juha-matti.junnonen@hut.fi AB - In construction, project feedback has often been seen primarily as a means to measure customer satisfaction. Even though the measurement of customer satisfaction is an important factor, feedback information also has other purposes, for example, it highlights the frailties of the operations. With the help of the feedback information, companies can uncover development targets and develop their own competencies and co-operation competencies. Thus feedback information is also a vehicle for sharing knowledge about experiences and good solutions and thereby operates as a part of knowledge mechanism and learning. Construction can be characterized as a specific type of project industry, with specific features concerning production, such as temporality, bounded location and one-off products.From the point of view of learning, the uniqueness and temporality of the project organization bring their own challenges and difficulties. In this article we concentrate on how those challenges and difficulties can be overcome with the help of feedback information.The questions of this paper are defined as follows: • How does the uniqueness and temporality of a project organisation affect the learning processes? • How can feedback be used to intensify knowledge transfer and learning for the parties of the construction project? KW - Feedback KW - Customer satisfaction KW - Learning organization PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/348/pdf L2 - http://iglc.net/Papers/Details/348 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Value Universe: Defining a Value Based Approach to Lean Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 57 EP - 64 PY - 2005 AU - Emmitt, Stephen AU - Sander, Dag AU - Christoffersen, Anders Kirk AD - Hoffmann Professor of Innovation and Management in Building, Department of Civil Engineering, Technical University of Denmark, DK-2800, Kgs. Lyngby, Denmark. se@byg.dtu.dk AD - MTHøjgaard A/S, Denmark. dsa@mthojgaard.dk AD - NIRAS, Consulting Engineers and Planners, Denmark. akc@niras.dk AB - Value is the end-goal of all construction projects and therefore the discussion and agreement of value parameters is fundamental to the achievement of improved productivity and client/user satisfaction. The word ‘value’ tends to be used rather loosely in daily practice. Similarly, terms and interpretations vary within construction management literature. The aim of this paper is to put forward a number of definitions that may be used in a common language for discussing and implementing value through lean construction. Value creation and value delivery are clearly defined within a four-stage model that maps key process functions. Mapping the process provides a framework in which to highlight the differences between value-based management, value management and value engineering activities. The concept of external and internal values is also introduced. The model described is being implemented on pilot projects in Denmark, by consultants NIRAS and contractors MTHøjgaard. The model is grounded in extensive practical work and underpinned by theoretical constructs. KW - Boundary conditions; Communication; Culture; Definitions; Value based management PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/349/pdf L2 - http://iglc.net/Papers/Details/349 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Approaches to Managing Complexity in Project Production C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 65 EP - 71 PY - 2005 AU - Bertelsen, Sven AU - Koskela, Lauri AD - Roennebaervej 10, lejl. 108, DK 2840 Holte, Denmark. sven@bertelsen.org AD - The University of Salford, School of Construction & Property Management, Salford M7 1NU, United Kingdom. l.j.koskela@salford.ac.uk AB - Since the seminal contribution by Shewhart, the dominating approach to production is to minimize all variation in order to get the productive activities into control. Thus, the goal is to avoid all such complexity and uncertainty which could disturb this tight control. This approach is applied in lean production,which is considered to be the superior production template of today.It has to be noted that usually our concepts, for example “waste”, are based on this understanding of production. However, there are production situations with inherent complexity and unpredictability not least in project production. The primary goal of the paper is to chart and analyze the different approaches available for coping with these situations. Four different strategies are identified and discussed: reducing complexity, codifying procedures, learning to improvise and buffering. A secondary goal of the paper is to discuss whether and how the conceptual framework in production management should be further developed for taking these different approaches to project complexity into account. KW - Complexity; Project production; Project management; Waste PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/350/pdf L2 - http://iglc.net/Papers/Details/350 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Client as a Complex System C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 73 EP - 79 PY - 2005 AU - Bertelsen, Sven AU - Emmitt, Stephen AD - Sven Bertelsen, Management Counselor within the field of Lean Construction (sven@bertelsen.org) AD - Stephen Emmitt, Architect and Hoffmann Professor of Innovation and Management in Building, Department of Civil Engineering, Technical University of Denmark (se@byg.dtu.dk) AB - Construction is a process of delivering value to the client through a temporary production system, which consists of elements shared with other projects. The completed work is a one-of-a-kind product assembled at a temporary production facility, the site. This is a very complex production system that has been studied extensively over a number of years. Some members of the International Group for Lean Construction (IGLC) have recently used the complexity point of view to try to understand this system and to create guidelines on how to better manage it. The production system is, however, only one part of the process. The other part, and one worthy of more extensive investigation, is the client. The term ‘client’ tends to imply a person or a well-defined body of persons that act as a single entity. In the majority of projects this is not the case. The ‘client’ is a representative for a number of—often conflicting— values,interests and time perspectives. A closer look can reveal that the client is just as complex as the production system. This paper examines the characteristics of the client as well as the customer-supplier relationship in the built environment, where a better understanding of client complexity may help to deliver value to a wider range of stakeholders. KW - Client KW - Complexity KW - Stakeholders interests KW - Value KW - Design PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/351/pdf L2 - http://iglc.net/Papers/Details/351 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Modularization — a Third Approach to Making Construction Lean? C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 81 EP - 88 PY - 2005 AU - Bertelsen, Sven AD - Sven Bertelsen is a Danish management counsellor within the field of Lean Construction (sven@bertelsen.org) AB - Every construction project is characterized by being complex.This complexity causes high variability in the flows and one approach to mange this kind of production is to use situation based management approaches such as Last Planner. However, another approach is to reduce the complexity of the site production by turning the building into a product, which can be manufactured in permanent facilities, where lean production is usable and make the site-work an installation mainly.This is seen in the manufactured home industry. In recent Danish discussions these two approaches has coined these two different approaches ‘the process strategy’ and the ‘product strategy’ respectively. However, a third approach to making construction lean is modularization. By this the complex system is divided into easily manageable and clearly defined functional modules than can be developed, designed, manufactured and installed as small scale projects in an easier to manage assembly construction process. This approach has since IBM’s ground breaking modular development of the 360 series of computers proved a very fruitful route to manage complex product development and manufacturing. Experiences from a full scale Danish development program indicate that the benefits of modularization observed in manufacturing may also be obtainable in certain parts of construction. Looking closer into the development of the construction process reveals that modularization already exists to some extent,but that the potential benefits of this approach have not at all been explored and a few only have looked in detail into the nature of a construction process based on such systems. The paper investigates the process and the product strategies to managing complexity in construction and suggests a third strategy based upon the use of modularization. It proceeds by looking at the IBM360 development process and not least its consequences for the computer industry, and it then presents some ideas on how an approach to modularization in construction may be made. KW - Modularisation KW - complexity KW - prefabrication KW - manufacturing KW - management PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/352/pdf L2 - http://iglc.net/Papers/Details/352 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Return on Investment in Construction Innovation — a Lean Construction Case Study C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 91 EP - 98 PY - 2005 AU - Koerckel, Andre AU - Ballard, Glenn AD - Implementation Leader, Strategic Project Solutions Inc., 1040 Battery Street, San Francisco, CA 94111, USA, Phone: 1-415-362-3200, email: akoerckel@strategicprojectsolutions.net AD - Dr. Ballard is an Associate Adjunct Professor at the University of California, Berkeley; Research Director of the Lean Construction Institute; and principal of Strategic Project Solutions Inc., e-mail: ballard@ce.berkeley.edu AB - The construction industry has frequently been criticized for not investing enough in innovation. This relates to both the managerial changes and technological developments required to support this innovation. Extending Lean Manufacturing techniques into the production based environment on one of Europe’s largest and most complex construction projects, Strategic Project Solutions, Inc. (SPS) has worked in collaboration with the joint venture contracting group and the project client to establish new business processes and implement web-based tools which enable workflow control (SPS Production Manager) and management of materials (SPS Materials Manager) at the production level.Further,this process innovation has been coupled with product management in the form of 3D digital prototyping. The outcome of this effort has demonstrated significant tangible and intangible benefits, outweighing the initial investment and further establishing a movement toward innovation that can be extended to other projects across the continent. This paper will act as a case study focusing first on the project challenges;physical,managerial,and contractual. It will then outline the success factors for the implementation of production control, illustrating the process undertaken. Unique case studies within the project will be used to reveal tangible results which exceed industry norms, and also to outline the intangible benefits that contribute to the overall results. These results will then be summarized into learning for the construction industry as a whole KW - Innovation KW - Material management KW - Production control KW - Return on investment KW - Workflow PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/353/pdf L2 - http://iglc.net/Papers/Details/353 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Combining Value Stream and Process Levels Analysis for Continuous Flow Implementation in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 99 EP - 107 PY - 2005 AU - Bulhões, Iamara Rossi AU - Picchi, Flavio Augusto AU - Granja, Ariovaldo Denis AD - PhD student, Architecture and Construction Department, School of Civil Engineering, Architecture and Urban Design, Univ. of Campinas, Campinas/SP, Brazil, iamara@fec.unicamp.br AD - Professor, Architecture and Construction Department, School of Civil Engineering, Architecture and Urban Design, and Director, Lean Institute Brazil. Av. Albert Einstein, 951, Caixa Postal 6021, Univ. of Campinas, Campinas/SP, Brazil, CEP 13084-971, Phone +55 19/3788-2082, fpicchi@fec.unicamp.br AD - Professor, Architecture and Construction Department, School of Civil Engineering, Architecture and Urban Design. Av. Albert Einstein, 951, Caixa Postal 6021, Univ. of Campinas, Campinas/SP, Brazil, CEP 13084-971, Phone +55 19/3788-2082, FAX 19/3788-2411, adgranja@fec.unicamp.br AB - This research focuses on the use of concepts and tools of Lean Thinking seeking the implementation of continuous flow in construction. An exploratory case research approach was used in the work. Such study was carried out in a construction site of a resort in the northeast region of Brazil. Taking as a basis literature and successful implementation path used in other industries, a combined analysis was used, first in value stream level and second in processes level. As result of this research, Value Stream Maps (VSM) of the execution of the standard apartment was drawn for a sample of services, including dry wall and ceramic tiling. The maps made possible an organized discussion about the applicability of important lean concepts, such as: takt time, cell production, etc. Line of Balance, Operator Balance Charts and Standardized Work Combination Table were analysed to improve flow.As conclusion,the path of implementation suggested in lean literature and used in several other industries presented interesting potential considering this case study and encourages future studies using and detailing this approach. KW - Continuous flow KW - Value stream maps KW - Operator balance chart KW - Standardized work combination table PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/354/pdf L2 - http://iglc.net/Papers/Details/354 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Towards Demand and Supply Management in Construction Industry C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 109 EP - 115 PY - 2005 AU - Khalfan, Malik M. A. AU - Asad, Salman AU - McDermott, Peter AD - Research Fellow, Salford Centre for Research and Innovation (SCRI) in the Built and Human Environment, University of Salford, Bridgewater Building, Salford, Manchester, M7 1NU, UK, E-mail: M.M.A.Khalfan@Salford.ac.uk AD - Amey plc, The Sherard Building, Edmund Halley Road, Oxford, Oxfordshire, OX4 4DQ, UK AD - Centre for Construction Innovation, CUBE Building, 1st Floor, 113-115, Portland Street, Manchester, M1 6FB, UK AB - Managing of supply and demand is becoming more and more important within recent construction management research and practices. The concept of aggregation is now being introduced not only to manage the supply of the construction services by the downstream supply chain participants, but at the same time, the concept of aggregating the demand is being adopted by leading clients to make most out of service providers and suppliers in terms of value. This concept of aggregation or bundling the supply and demand could be seen in practice within the UK construction industry. One of the elements which contributed towards the aggregation is the integration of the supply chain participants to adopt and respond to the current market situation. This paper will not only discuss the concept of aggregation but will also talk briefly about the other supply chain integration related concepts including client led supply chain, knowledge about the whole supply chain, effects of procurement on integration of supply chain, etc. The paper will also include examples from the UK construction industry on bunsupply chain, etc. The paper will also include examples from the UK construction industry on bundling the supply and demand. The paper will also include the recommendations/suggestions for aggregation in the light of some reports published in the UK. The paper also argues that lean practices could be adopted in managing demand and supply of services and products within the construction industry but trust, integration and collaboration among the supply chain participants are pre-requisite. KW - Aggregation KW - Integrated supply chain KW - Demand and Supply management PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/355/pdf L2 - http://iglc.net/Papers/Details/355 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Value Stream Mapping in Construction: A Case Study in a Brazilian Construction Company C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 117 EP - 125 PY - 2005 AU - Pasqualini, Fernanda AU - Zawislak, Paulo Antônio AD - Master in Business and Administration at PPGA/EA/UFRGS, Porto Alegre/RS, Brazil, fepasqualini@terra.com.br AD - Professor at PPGA/EA/UFRGS, Porto Alegre/RS, Brazil, pazawislak@ea.ufrgs.br AB - Since 1993 the ideas of Lean Production have been introduced in construction, creating Lean Construction. Although studies have demonstrated good results from the introduction of Lean Production in construction, these efforts have turned into a specifically isolated implementation, limiting possibilities of improvement along the value flow. A tool that has been widely used in manufacture, as a way to initiate a systemic implementation of Lean Production, is called Value Stream Mapping (VSM). Because VSM represents the main principles of Lean Production, makes it possible to identify throughout the value flow the main problems and process wastes, and to consider action for improvement. Aiming to introduce the ideas of Lean Production in construction in a more systematic way, identifying its main problems and proposing actions for improvement throughout the value flow, this article describes the modifications and application of the VSM in a Brazilian construction company. Modifications of VSM were necessary due to the difference between manufacture and construction. Through its application it was possible to identify problems and to consider some actions for improvement, turning it into a more fluid production, with fewer stops and increasing the planned flow versus the accomplished one. KW - Value stream mapping KW - Systemic implementation PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/356/pdf L2 - http://iglc.net/Papers/Details/356 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Transparency and Cooperation—Essential Factors of Lean Contracting C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 127 EP - 133 PY - 2005 AU - Toolanen, Bengt AU - Olofsson, Thomas AU - Johansson, Jan AD - PhD candidate, Tech Lic., Div of Structural Engineering, Luleå University of Technology, SE-971 87 Luleå, Sweden Bengt.Toolanen@ltu.se AD - Professor, Div of Structural Engineering, Luleå University of Technology, SE-971 87 Luleå, Sweden Thomas.Olofsson@ltu.se AD - Professor, Div of Industrial Environment, Luleå University of Technology, SE-971 87 Luleå, Sweden Jan.Johansson@ltu.se AB - Managing the growing extent of fast, complex and uncertain construction projects is in many ways the focus within prevalent Lean Construction theories. An essential prerequisite to get a more effective and lean construction process is to use adequate procurement models to promote innovation and cooperation. This paper presents a study of how different project related prerequisites affect the choice of performance, remuneration and cooperation models when contracting. The results are based on a field survey among professional construction clients with the purpose to investigate how different factors such as short lead time, market competition, different kinds of uncertainties and strategic considerations are affecting the contracting process. Choosing the performance model is mainly connected to the distribution of responsibility of the design between the client and the contractor. However, project oriented and external factors can also impact this decision, e.g. lead time for project execution, technical complexity and lack of interested bidders increases the usage of design and build types of contracts. Decisions of remuneration and cooperation models are highly connected to the risk management of projects where short lead time, poor competition and different kinds of uncertainties are present. Under these circumstances and when the client wants to participate strategically in the construction process, transparent models of remuneration and cooperation during a partnership are favoured. KW - Procurement models KW - Project types KW - Lean contracting KW - Relational contracting KW - Field survey. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/357/pdf L2 - http://iglc.net/Papers/Details/357 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Production Theory and Construction Productivity C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 135 EP - 141 PY - 2005 AU - Valence, Gerard de AD - Senior lecturer, School of Construction, Property and Project Management, University of Technology Sydney, PO Box 123 Broadway NSW 2007, Ph: 612 9514 8758, g.devalence@uts.edu.au AB - The theory of production applied to the construction industry has been typically based on management theories, and the application of the economic theory of production is less common. The economic theory of production focuses on features of the demand for factors of production (inputs) and output of commodities to develop input and output functions. The issues involved on the input side are concerned with the technical constraint of production processes that determine the cost base, and on the output side with the structure of markets where prices and revenues are determined. This paper focuses on the input side. The purpose of the paper is to discuss properties of construction production technology in the context of the economic theory of production and the production function. The paper then discusses the role of technical progress and shifts in the production function due to the adoption of new techniques which affect the production process or change input/output relationships. KW - Theory of production KW - Productivity KW - Production function PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/358/pdf L2 - http://iglc.net/Papers/Details/358 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Design Reviews and Decision-Making Using Collaborative Virtual Reality Prototypes: A Case Study of the Large-Scale MK3 Project C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 145 EP - 152 PY - 2005 AU - Woksepp, Stefan AU - Olofsson, Thomas AU - Jongeling, Rogier AD - PhD Candidate, MSc. Div of Structural Engineering, Luleå University of Technology, SE-971 87 Luleå, Sweden, and NCC Construction Sverige AB, NCC Engineering, SE-405 14 Gothenburg, Sweden, Phone +46 31 7715046, FAX +46 (0) 31 771151188, Stefan.Woksepp@ncc.se AD - Professor, Div of Structural Engineering, Luleå University of Technology, SE-971 87 Luleå, Sweden, Phone +46 920 491362, FAX +46 (0) 920 491913, Thomas.Olofsson@ltu.se AD - PhD Candidate, MSc. Div of Structural Engineering, Luleå University of Technology, SE-971 87 Luleå, Sweden, Phone +46 (0) 702 702543, Rogier.Jongeling@telia.com AB - LKAB, a large mining company in Sweden, is investing 290 million Euros in a new pelletizing plant in Malmberget, Sweden (MK3). The complexity of the project, the number of actors involved and the desire to involve end users such as industrial workers responsible for the future plant operations in the design makes VR an excellent enriched source of communication in the design review process. This paper describes a practical approach to facilitate decision-making, coordination and to communicate client requirements in the design review process using a number of collaborative VR (Virtual Reality) prototypes of the plant including the construction and installations. The model based working methods that are used in the case study is discussed in the context of lean construction. The case study shows that the use of VR has increased the value for the client and the reliability in the design process. VR mock-ups have also minimized the waste in the production phase by eliminating collisions between the different designs. Even though the Partnering concept facilitates the cooperation between the different stakeholders the main cause for the intense information flow and willingness to share the information has been the time pressure forcing the different design teams to act concurrently. KW - Virtual Reality KW - Design review KW - Decision-Making KW - Collaborative working environments KW - Client requirements KW - Concurrent engineering. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/359/pdf L2 - http://iglc.net/Papers/Details/359 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Case Study of the Implementation of the Lean Project Delivery System (LPDS) Using Virtual Building Technologies on a Large Healthcare Project C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 153 EP - 160 PY - 2005 AU - Khanzode, Atul AU - Fischer, Martin AU - Reed, Dean AD - Graduate Research Assistant, Department of Civil and Environmental Engineering, Stanford University, Stanford CA, USA and Business Analyst, DPR Construction, Inc, 1450 Veterans Blvd, Redwood City, CA USA 94063, atulk@stanford.edu OR atulk@dprinc.com AD - Associate Professor of Civil and Environmental Engineering and Director Center of Integrated Facilities Engineering (CIFE), Stanford University, Stanford CA 94305, fischer@stanford.edu AD - Chief Planner and Lean Construction Coordinator, DPR Construction, Inc. 1450 Veterans Blvd, Redwood City, CA 94063, deanr@dprinc.com AB - This case study presents the preliminary findings of implementing the Lean Project Delivery System (LPDS) using the Virtual Building Technologies on a 250,000 square-feet, $100M, Healthcare project in California, USA. This project is unique as it is the first time that Virtual Building technologies like 3D and 4D CADare being used in conjunction with the LPDS on such a large Healthcare facility in the USA. This study is part of an ongoing research project to study how Virtual Building Technologies can be applied on projects using the LPDS. In this paper we discuss how the project used Virtual Building Technologies, specifically 3D and 4D CAD and the LPDS during the early design phase of this project. We specifically discuss the following issues: • Organization of the Project Team for the implementation of LPDS using 3D / 4D technologies • Challenges & Benefits of using the 3D / 4D technology and LPDS on the project • Development of new Metrics to track project performance using 3D / 4D tools • A brief Guideline for implementing LPDS using 3D / 4D CAD technologies This paper is part of ongoing research and should provide a summary to the practitioners in the industry of how Visualization technologies like 3D and 4D CAD can play an important role in applying the LPDS on complex construction projects. KW - Visualization KW - 3D / 4D CAD KW - Lean Project Delivery System PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/360/pdf L2 - http://iglc.net/Papers/Details/360 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Issues Affecting the Flow of Information During the Design Phase of Affordable Housing Developments C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 161 EP - 169 PY - 2005 AU - Loría-Arcila, José H. AU - Vanegas, Jorge A. AD - Professor and Academic Secretary, School of Engineering, Avenida Industrias no Contaminantes por Periférico Norte S/N, Universidad Autónoma de Yucatán, Mérida, Yucatán, México, (999) 941-0195, FAX (999) 941- 0189, larcila@tunku.uady.mx AD - The Fred and Teresa Estrada Professor, Construction Engineering and Management Program, School of Civil and Envir. Engrg., 790 Atlantic Dr.; SEB Building, Room 328, Georgia Institute of Technology, Atlanta, GA 30332-0355, (404) 894-9881, FAX (404) 894-5418, jvanegas@ce.gatech.edu AB - This paper presents the results of a research project that investigated the major issues affecting the flow of information during the design phase of affordable housing developments in Southeastern Mexico. A qualitative approach was selected for the research. Specifically, the case study mode of inquiry was chosen to investigate a contemporary phenomenon within its real-life context, based on the following sources: documentation, archival records, direct observation, and primarily, in-depth interviews. The findings indicate that the design process of affordable housing developments follows informal channels of communication, does not promote participation from other professionals involved in the process, does not incorporate lean or constructability concepts, and shows evidence of errors and generation of waste. Furthermore, the flow of information is perceived differently by each member of the design team, lacks a framework of reference, and primarily, shows substantial evidence of informality. Based on the results of the study it was possible to identify information flow patterns within the design team, and most importantly, to develop an information framework for the process, which was validated by the design team. This study provides direction for experimentation and creation of new design practice in affordable housing developments. KW - Information flow KW - Design KW - Affordable housing KW - Case study PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/361/pdf L2 - http://iglc.net/Papers/Details/361 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using Lean Principles as a Framework to Study Information Technology in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 171 EP - 178 PY - 2005 AU - Rischmoller, L. AU - Alarcón, L.F. AD - Director, School of Construction, Faculty of Engineering, Universidad de Talca, Chile, E-Mail: lrischmoller@utalca.cl AD - Professor, Escuela de Ingeniería, Universidad Católica de Chile, Casilla 306, Correo 22, Santiago, Chile, E-Mail: lalarcon@i_Hlt65167490n_Hlt65167490g.puc.cl AB - Information Technology (IT) in Construction is currently a hot topic in research and practice. However, there is need for a theoretical framework to support the analysis of how IT impact construction processes. Research developed by the authors, that considered participation of the first author in IT implementation in real projects, explored the relationship between design and production theory principles, and the prevalent (transformation) and new production models (flow and value). A Transformation-Flow-Value (TFV) model of the design process provided important basis to understand the forces of change that IT offers to the construction industry, describing the impact of Computer Advanced Visualization Tools (CAVT) and attaining a synergistic effect between IT and Lean Principles. The research combined empirical evidence with lean theoretical background and developed a quantitative framework based in Freire and Alarcón (2000) and a qualitative framework adapted from Koskela (2000) to analyze the impact of IT CAVT. This paper presents both frameworks and discusses how the impact of IT CAVT to the design and construction processes can be studied using Lean Principles as a theoretical framework. KW - Lean Principles KW - Information Technology PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/362/pdf L2 - http://iglc.net/Papers/Details/362 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Evaluation of a GPS Support System for Fleet Management Control C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 179 EP - 186 PY - 2005 AU - Simonsson, Peter AU - Carlswärd, Jonas AD - MSc., Department of Civ. and Env. Eng., Technical University of Luleå, 971 87, Luleå, Sweden, Phone +46 (0)920-491000, peter.simonsson@ltu.se AD - MSc., Betongindustri AB, Liljeholmsvägen 30, 100 74 Stockholm, Sweden, Phone +46(0)86256200, jonas.carlsward@betongindustri.se AB - Delivery precision and fleet optimisation are highly prioritised within the ready mix concrete industry. Introducing a Global Positioning System (GPS) for logistic steering and planning provides a tool to make improvements on these areas. Such a system is presently under evaluation at a ready mix concrete supplier in Stockholm, Sweden. The system consists of GPS receivers in the trucks that send relevant information via the General Packet Radio Service (GPRS) net to a server. A direct effect of implementing a GPS system is that the plants and the order central will be able to better control the whereabouts of the concrete trucks. As a result it will be possible to decrease the waste time at the plants. Another result is that the ratio of usage of concrete trucks will increase, leading to cut-downs in the truck fleet. It is further believed that the lead-time at work sites can be reduced as the delivery precision is improved. By eventually letting the contractor be a part of the system the possibilities for a good production planning at the work site will increase and the non-value adding activities will decrease due to reduced waiting time. The article presents findings from a pilot study in Stockholm, Sweden. An important ambition is to find out if the system gives the expected benefits. The customer value is evaluated through interviews and time measurements. KW - GPS system KW - Waste time KW - Fleet optimisation KW - Non-value adding activities KW - Pilot Study KW - Production PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/363/pdf L2 - http://iglc.net/Papers/Details/363 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Context of Production Control in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 189 EP - 198 PY - 2005 AU - Henrich, Guilherme AU - Tilley, Paul AU - Koskela, Lauri AD - Civil Engineer, M.Sc., MBA, Ph.D. candidate, School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 1NU, UK, Phone +44 (0161) 2954143, FAX +44 (0161)2954587, g.henrich@pgr.salford.ac.uk AD - Research Fellow, M. Proj. Mgt., Ph.D. candidate, School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 1NU, UK, Phone +44 (0161) 2954143, FAX +44 (0161)2954587, p.a.tilley@salford.ac.uk AD - Professor, School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 1NU, UK, Phone +44 (0161) 2956378, FAX +44 (0161)2954587, l.j.koskela@salford.ac.uk AB - It is commonly accepted that production control systems should correspond to the context within which they are operating, i.e. the production situation. However, rarely is this context indicated or made explicit; for example, the boundary conditions or the range of validity of a particular production control method. Thus, it is the aim of this paper to analyze how the production context could more sys- tematically be taken into account when determining which production control system to use. Whilst it is acknowledged that contextual issues can be approached in a variety of ways, this is dependent on the perspective being considered (e.g. from a management hierarchy perspective, or a process stage perspective). This investigation looks at context from a process stage perspective and firstly considers the major production control approaches (such as CPM, Line-of-Balance, Last Planner System and Critical Chain) to determine their range of validity. Secondly, we endeavour to identify a typology of production control situations (ideal types), together with a suggestion for production control in each case. Finally, we attempt to deconstruct production control into its constituent elements and evaluate the alternative suggestions at this elemental level in relation to their contextual assumptions. In the paper, all three approaches are discussed and illustrated, based on prior literature and field observations. KW - Production control KW - Methods KW - Typology KW - Decision functions. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/364/pdf L2 - http://iglc.net/Papers/Details/364 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Linking Production-Level Workflow With Materials Supply C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 199 EP - 206 PY - 2005 AU - Arbulu, Roberto AU - Koerckel, Andre AU - Espana, Fernando AD - Implementation Leader, Strategic Project Solutions Inc., 1040 Battery Street, San Francisco, CA 94111, USA, Phone: 1-415-362 3200, email: rarbulu@strategicprojectsolutions.net AD - Implementation Leader, Strategic Project Solutions Inc., 1040 Battery Street, San Francisco, CA 94111, USA, Phone: 1-415-362 3200, email: akoerckel@strategicprojectsolutions.net AD - Business Development, Strategic Project Solutions Inc., 1040 Battery Street, San Francisco, CA 94111, USA, Phone: 1-415-362 3200, email: fespana@strategicprojectsolutions.net AB - In traditional construction practice, work is done through functional silos such as planning and logistics. Typically, the planning department (or team) creates baseline schedules that drive procurement and logistics operations. Ensuring that materials are available for installation when scheduled is traditionally the objective of buyers or procurement personnel, members of another functional silo. The material management process is decoupled from work flow, potentially affecting the overall project delivery process. Lack of materials on site when required, lack of the ‘right’ materials on site, and accumulation of material inventories are just some of the types of waste generated by these practices, hampering performance through delays, low quality workmanship, cost overruns, and poor safety levels on sites. This paper presents a solution that uses Strategic Project Solutions’ (SPS) lean tools for production control (SPS Production Manager) and material management (SPS Material Manager) to improve transparency and performance across value streams, minimizing waste through the link of production- level work flow with material supply. Case studies are presented reporting better reliability of supply and demand due to a greater visibility across the value stream. Further benefits include a reduction of inventories on site, increased collaboration in the supply chain, realization of just-in-time material deliveries, and significant cost benefits. KW - Inventory KW - Just-in-time KW - Material management KW - Production control KW - Pull KW - Value stream KW - Workflow PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/365/pdf L2 - http://iglc.net/Papers/Details/365 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Importance of Standard Operating Procedure Documents and Visualization to Implement Lean Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 207 EP - 215 PY - 2005 AU - Nakagawa, Yoshitaka AD - Dr. Professor, Department of Civil and Environmental Engineering, Engineering Division, Toyo University AB - In a previous paper (Nakagawa 2004), the author emphasized that standard operating procedure documents (SOPD) are important for implementing lean construction. This paper explains the need for SOPD, the conditions required of SOPD, and the factors that hamper the introduction of standard operating procedures at construction sites. The paper then explains how visualization is effective for introducing standard operating procedures at construction sites and achieving objectives in scheduling, quality, costs, and safety. Specifically, visualization in construction sites is discussed by considering the difference between manufacturing factories and construction sites. Finally, the paper explains visualization procedures, suggests that a PDCA circle using visualization and SOPD are essential for motivating kaizen (improvement). It also suggests that a strong commitment by top management is required to prevent stereotyped work. KW - Toyota Production System KW - Standard operating procedures document KW - Visualization KW - PDCA KW - Kaizen PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/366/pdf L2 - http://iglc.net/Papers/Details/366 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Pull-Driven Construction of High-Rise Apartment Buildings C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 217 EP - 226 PY - 2005 AU - Sacks, Rafael AU - Goldin, Maxim AU - Derin, Zvika AD - Senior Lecturer, Faculty of Civil and Env. Eng., 840 Rabin Building, Technion – Israel Institute of Technology, Haifa 32000, Israel, Phone +972-4-8293190, Fax +972-4-8293190, cvsacks@technion.ac.il AD - Graduate Student, Faculty of Civil and Env. Eng., Technion – Israel Institute of Technology, Haifa 32000, Israel, goldm@technion.ac.il AD - Head, Project Planning and Control Dept., Danya-Cebus Construction Ltd., Tel Aviv, Israel. AB - Construction of high-rise apartment buildings is made complex by the myriad possibilities for clients to adapt their apartments to suit their individual needs and preferences; traditional construction planning practice of progressing upwards from floor to floor breaks down in the face of the arbitrary sequence in which clients finalize their decisions. The results are long cycle times for delivery of completed apartments and corollary high levels of work in progress (WIP), budget and schedule overruns, and general dissatisfaction with the process on the part of the contractors, subcontractors and the clients. This paper presents a management model that applies lean thinking to this problem. The model was first formulated in theory, then tested using a management simulation game, and subsequently developed for practical application by a dedicated team composed of university researchers and construction company personnel. It is now being tested in a large construction company. KW - Pull-driven flow control KW - High-rise buildings KW - Residential construction PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/367/pdf L2 - http://iglc.net/Papers/Details/367 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Target and Kaizen Costing in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 227 EP - 233 PY - 2005 AU - Granja, Ariovaldo Denis AU - Picchi, Flavio Augusto AU - Robert, Gabriel Torrano AD - Professor, Architecture and Construction Department, School of Civil Engineering, Architecture and Urban Design. Av. Albert Einstein, 951, Caixa Postal 6021, Univ. of Campinas, Campinas/SP, Brazil, CEP 13084-971, Phone +55 19/3788-2082, FAX 19/3788-2411, adgranja@fec.unicamp.br ; fpicchi@fec.unicamp.br. AD - Director, Lean Institute Brazil, Rua Topázio 911, São Paulo/SP, Brazil, CEP 04105-063, Phone +55 11/5571- 6887, FAX 11/5571-0804, fpicchi@lean.org.br AD - Postgraduate research student, Architecture and Construction Department, School of Civil Engineering, Architecture and Urban Design, Univ. of Campinas, Campinas/SP, Brazil, gabriel.robert@bwu.com.br AB - Target costing has been pointed out as a powerful strategy of lean manufacturing companies’ interaction with suppliers. In fact, recent academic and corporate literature show that target costing has a wider role in the lean business system, driving product development and production activities, when combined with kaizen costing. This research aims to develop a framework taking together these two matching approaches, providing a basis of a total cost-management system during the project’s life cycle. The main idea is to first design the project to an allowable cost consisting of the difference among target price meeting customer’s expectations and the desired profit. Cost-reduction interventions should be not restricted to the design phase; they proceed to the construction phase where a continuing series of kaizen activities are needed to achieve great product performance and, at the same time, assuring value for the customer at a lower cost. Combining target and kaizen costing is a powerful approach for construction firms performing in a competitive market, by assuring value for the customer at a low but still profitable price. KW - Target costing KW - Kaizen costing KW - Cost reduction. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/368/pdf L2 - http://iglc.net/Papers/Details/368 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - ‘Planned Work Ready’: A Proactive Metric for Project Control C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 235 EP - 242 PY - 2005 AU - Mitropoulos, Panagiotis ‘Takis’ AD - Assistant professor, Del E. Webb School of Construction, Arizona State University, Tempe, AZ 85287. Email: takism@asu.edu. AB - Traditional project controls use “percent complete” and “earned value” to assess the project status. These metrics compare the amount of work completed (DID) against the work planned to be complete (SHOULD) and indicate if the project is on or behind schedule. This paper proposes a “proactive” project control metric that is based on the Last Planner’s lookahead process. The proposed metric is “Planned Work Ready” and indicates what portion of the work in the lookahead plan is expected to be ready as planned in the lookahead horizon (CAN vs. SHOULD). The metric does not include only work that is ready at that point in time, but also work that is expected to be ready as planned with a high degree of confidence. This metric indicates the “momentum” of the project and in combination with percent complete and PPC it can provide better indication of schedule performance. The paper discusses how the metric is defined, ways to quantify the metric, its relationship with other metrics (such as percent complete and PPC), and the assessment of the forecast after the fact, in order to improve the “make ready” process. KW - Project Controls KW - Performance metrics KW - Lookahead KW - Make-Ready process KW - Constraints. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/369/pdf L2 - http://iglc.net/Papers/Details/369 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Dispelling the Complexity Myth: Founding Lean Construction on Location-Based Planning C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 245 EP - 251 PY - 2005 AU - Kenley, Russell AD - Professor of Construction. School of Built Environment, Unitec New Zealand, Private Bag 92025, Auckland, New Zealand, Phone +64 9815 4321 (7374), FAX +64 9815, rkenley@unitec.ac.nz AB - There has been a recent trend toward believing that projects are complex, unpredictable and that control systems of late intervention such as Last Planner are necessary to solve the problem. The complexity assumption is challenged in this paper, and it is shown that the some of the apparent complexity arises from a simple mathematical problem which is easily resolved—and thus better planning becomes not only possible but a better solution. A complex refurbishment project is used to illustrate the different approaches and to show where apparent complexity arises. It is then shown how under normal planning methods the sites are asked to resolve an intractable problem. They do their best, but they have been let down by the planners. KW - Flowline KW - Complexity KW - Chaos KW - Location-based KW - Scheduling. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/370/pdf L2 - http://iglc.net/Papers/Details/370 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using Location-Based Techniques for Cost Control C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 253 EP - 261 PY - 2005 AU - Seppänen, Olli AU - Kenley, Russell AD - PhD Student, Department of Civil and Environmental Engineering, Helsinki University of Technology, Technology Manager Dynamic System Solutions Ltd., Pohjoinen Rautatiekatu 29B, FIN-00100 Helsinki, Finland, E-Mail olli.seppanen@dss.fi, website www.dss.fi AD - Professor of Construction. School of Built Environment, Unitec New Zealand, Private Bag 92025, Auckland, New Zealand, Phone +64 9815 4321 (7374), FAX +64 9815, rkenley@unitec.ac.nz AB - Performance measurement is an important component of lean-based management systems, however cost management systems or analysis have largely been applied at a high level and have not attempted to measure or model the production cost impacts of disruption on a lean project. While it is important to develop systems for practical site management, it is equally important to ensure that such systems can accommodate mainstream performance measurement systems. In this paper, the performance system known as Earned Value Analysis is adapted to a location-based method for planning and controlling work known as flowline or line-of-balance. The resultant method for forecasting cash flow, modeling the costs of interference and controlling costs, is described. The method is compatible with location-based scheduling methods. It uses location-based quantities and their unit prices as starting data. Because the location-based quantities are also used in developing the flowline schedule, the start and finish date for each quantity is also known. This information can be used to calculate cash flow more accurately than previously. In the preplanning phase, quantity estimates and estimated prices are used to create a location-based cost estimate. During the production phase, more accurate quantity data is available and prices from contracts can be used directly to arrive at a first cost forecast, before commencing the work. When the work is being done, cost controlling can be done by surveying the actual quantities of each location. The cost forecast is then updated based on these actual quantities and using the contract prices. The location-based schedule forecast can be used to forecast overhead costs and to forecast costs of interference. The paper contributes to our understanding of monitoring and control in a flowline-based management system in a lean-construction methodology. It also demonstrates that effective locationbased control of the payment system allows better management of sub-contractors during production. KW - Cash flow KW - Earned value KW - Cost forecasting KW - Cost control KW - Flowline KW - Location-based PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/371/pdf L2 - http://iglc.net/Papers/Details/371 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Performance Measurement Using Location-Based Status Data C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 263 EP - 269 PY - 2005 AU - Seppänen, Olli AU - Kenley, Russell AD - PhD Student, Department of Civil and Environmental Engineering, Helsinki University of Technology, Technology Manager Dynamic System Solutions Ltd., Pohjoinen Rautatiekatu 29B, FIN-00100 Helsinki, Finland, E-Mail olli.seppanen@dss.fi, website www.dss.fi AD - Professor of Construction. School of Built Environment, Unitec New Zealand, Private Bag 92025, Auckland, New Zealand, Phone +64 9815 4321 (7374), FAX +64 9815, rkenley@unitec.ac.nz AB - Much attention has been placed on measuring performance of activity completion in Lean literature, using techniques such as Percentage of Planned Activities Completed (PPC). Originally intended as one component of measuring plan execution, along with measures of Planned Productivity, PPC has been extensively researched but Planned Productivity has been neglected. Using a lean methodology based on location-based scheduling enables an alternative performance measurement system. This paper proposes a method which makes possible the gathering of large amounts of performance data without too much effort. The method is an important contribution to the available suite of lean methods. Performance measurement using location-based status data is a method which has much in common with earned value analysis, and is able to use the progressive performance through each location of the project as the unit of measurement. The equivalent indicator to PPC is provided by measuring against the planned completion of a location. Furthermore, before commencing work the site checks the actual quantities in each location. Planned Productivity is measured during implementation, with the start date and finish date, actual quantities and average resources used in each location being recorded. This information can be used to calculate actual productivity. The location-based data gives the ability to measure within tasks, revealing not just completion of stages as in PPC, can measure against Planned Productivity. The actual productivities can be used to forecast problems in the future and to evaluate the feasibility of alternative control actions. In addition, the location-based actual information combined with the original Bill-of-Quantities and schedule reveals the erroneous assumptions made during preplanning and facilitates learning on future projects. KW - Flowline KW - PPC KW - Performance measurement KW - Location-based. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/372/pdf L2 - http://iglc.net/Papers/Details/372 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Case Study of Line-of-Balance Based Schedule Planning and Control System C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 271 EP - 279 PY - 2005 AU - Seppänen, Olli AU - Aalto, Erno AD - PhD Student, Department of Civil and Environmental Engineering, Helsinki University of Technology, Technology Manager Dynamic System Solutions Ltd., Pohjoinen Rautatiekatu 29B, FIN-00100 Helsinki, Finland, E-Mail olli.seppanen@dss.fi, website www.dss.fi AD - MSc, Project Engineer, NCC Construction Ltd. Mannerheimintie 103A, FIN-00280 Helsinki, Finland, E-Mail: erno.aalto@ncc.fi, website: www.ncc.fi AB - Line-of-Balance is a graphical technique which can be used to plan and manage work flow. It is suitable for construction projects because of their large degree of repetition. Despite its strengths Line-of- Balance has not gained widespread use in construction industry internationally. However, it has been used as the principal scheduling tool in Finland since 1980s. As a result of two decades of research and use in industry, a comprehensive schedule planning and control system has been developed around location- based techniques. A computer software has facilitated implementation in construction companies. This paper describes a case study of 15,000 m2 office building project using location-based methods for schedule planning and control. Master schedule is based on Bill of Quantities where quantities have been calculated based on the project’s Location Breakdown Structure. Before implementation, different schedule alternatives were evaluated based on risk of interference, total duration and cost. During construction, the master schedule sets constraints on lower level task schedules, which were used to ensure the continuity of work for crews on a more detailed level. The master schedule was not updated even when there were deviations from the original plan. Instead the task plans were updated to catch up with the original schedule. This prevented the problems from accumulating in downstream production. In this case study the combination of PPC measurement (calculating the percentage of weekly assignments complete) and task planning was piloted. Weekly plans were made by combining assignments from all the task schedules. If the starting constraints had not been removed the task plan was updated to assess the effect on total production and to plan control actions. PPC measurement was found to improve task plan reliability. Benefits of the approach included better schedule control and possibility to examine how deviations from weekly plans affected the total schedule. Task planning provides information about how long a master schedule task actually reserves a location. This information can be used in planning master schedules of similar projects in future. KW - Line-of-Balance KW - Scheduling KW - Task planning KW - Production control PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/373/pdf L2 - http://iglc.net/Papers/Details/373 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Design Management—a New Paradigm for Managing the Design and Documentation Process to Improve Quality? C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 283 EP - 295 PY - 2005 AU - Tilley, Paul A. AD - Research Fellow, Salford Centre for Research and Innovation in the Built & Human Environment, Bridgewater Building, University of Salford, Salford M7 1NU, United Kingdom, Phone +44 161 295 4143, Fax +44 161 295 4587, P.A.Tilley@salford.ac.uk AB - Poor design and documentation quality has been identified as being a major factor in reducing the overall performance and efficiency of construction projects as well as being directly responsible for many projects running over budget, over time and being plagued with rework, variations and disputa- tion. Recent studies show that this problem is not only widespread, but continues to get worse in spite of the negative impact it’s having on the construction industry. In a similar way, project management deficiencies have also been shown to have a negative impact on construction process efficiency. However, by adapting Lean Production principles and viewing construction in terms of “production” as opposed to “transformation”, the concept of Lean Construction has been promoted as being successful in improving overall construction process efficiency, by improving the management of construction project operations. Whilst recent studies into design and documentation quality problems have focused on a variety of external factors (ie. design fees, design time, procurement methodology, ICT, etc.), as being the key to improving overall quality, this paper investigates whether the way in which the design process is managed, may provide more immediate and easily measurable results. Lean Design Management (LDM)—the introduction of “lean production” principles to the process of design—has been promoted as a new paradigm by which the design process can be made more efficient and better quality outcomes achieved. As part of an ongoing study into “theory-based lean project and production management”, this paper reviews the LDM approach to determine how new it really is and whether its implementation has the potential to achieve the design and documentation quality improvements required. KW - Lean Design Management KW - Design and Documentation Quality PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/374/pdf L2 - http://iglc.net/Papers/Details/374 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Product Design for Improved Material Flow—a Multi-Storey Timber Housing Project C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 297 EP - 306 PY - 2005 AU - Björnfot, Anders AU - Stehn, Lars AD - Tech. Lic., Div. of Structural Engineering - Timber Structures, Luleå University of Technology, 97187 Luleå, Sweden, Phone +46 920 492067, FAX +46 920 491091, anders.bjornfot@ltu.se AD - Prof., Div. of Structural Engineering - Timber Structures, Luleå University of Technology, 97187 Luleå, Sweden, Phone +46 920 491976, FAX +46 920 491091, lars.stehn@ltu.se AB - Understanding of construction has evolved to include a deeper understanding of its mechanics; in addition to traditional on-site work involving the manufacturing of building products—industrial construction. One of the most important aspects of any industrial process is flow of materials and resources. Using empirical data from a unique multi-storey timber housing project, this paper aims at building a better understanding of how product design affects flow of materials in housing construction. Even though a high degree of prefabrication was used in the project, the amount of complementary site work caused delays, complaints, and a slow learning cycle. A standardization process was used to shift product ‘know-how’ from person to product, resulting in increased flow and a reduction of errors. Prefabrication was not the sole solution to the encountered problems, but the controlled and ordered environment in prefabrication provided solutions at early stages. Instead of working towards solving the main production issues, the management was instead observed working with minor changes (first-aid solutions) to control flow. If industrialized multistorey timber housing construction is to be successful, product design decisions should be thought through, thoroughly, from start to finish using standardization as a guiding star. KW - Assembly KW - Logistics KW - Multi-Storey Timber housing KW - Prefabrication KW - Standardization PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/375/pdf L2 - http://iglc.net/Papers/Details/375 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Interactions Between Transformations:Flow and Value at the Design Front-End for Primary Healthcare Facilities C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 307 EP - 316 PY - 2005 AU - Tzortzopoulos, Patricia AU - Chan, Paul AU - Kagioglou, Mike AU - Cooper, Rachel AU - Dyson, Erica AD - Ph.D., Academic Fellow, SCRI (Salford Centre for Research and Innovation in the Build and Human Environment), School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 9NU, UK, Phone:+ 44 (0161) 2954284 FAX + 44 (0161) 2954587, e-mail: p.tzortzopoulos@salford.ac.uk AD - Ph.D., Research Assistant, SCRI, School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 9NU, UK, Phone:+ 44 (0161) 2956170, email: p.w.c.chan@salford.ac.uk AD - Ph.D., Reader on Process Management, SCRI, School of Construction and Property Management, University of Salford, Bridgewater Building, Salford, Greater Manchester, M7 9NU, UK, e-mail: M.Kagioglou@salford.ac.uk AD - Professor, Director of the Adelphi Research Institute, School of Art and Design, University of Salford, Centenary Building, Peru Street, Salford M3 6EQ, UK AD - Project Director, MaST LIFT—Manchester, Salford and Trafford Local Improvement Finance Trust, e-mail: erica.dyson@mastlift.co.uk AB - Design has been conceived from an operations management perspective as a process of converting inputs into outputs, as a flow of information, and as a process of generating value to customers. The integration, alignment and balance of the management needs arising from these three views has been hypothesised as essential to successful design outcomes, and it is an area in need for further research (Ballard and Koskela 1998). Such integration is challenging at the design front end, where uncertainty and poor information availability are common place. The aim of this paper is to examine the design front-end in four primary healthcare projects based on lean principles. A research hypothesis focused on better understanding the interactions between the conversion, flow and value generation aspects of the process has been developed and tested. Data has been collected through 22 semi structured interviews with diverse stakeholders involved with the projects. The ‘as-is’ design front end was mapped out and examined accordingly to good practices described in the literature. The paper identifies the influences of the procurement method used over lean design management, and the influences of design management and role definition over requirements capture and value generation. Finally, causal relationships between issues related to the transformation, flow and value views are discussed. KW - Design Management KW - Requirements capture KW - Value generation. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/376/pdf L2 - http://iglc.net/Papers/Details/376 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Connecting Lean Construction to Prefabrication Complexity in Swedish Volume Element Housing C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 317 EP - 325 PY - 2005 AU - Höök, Matilda AU - Stehn, Lars AD - M.Sc., Div. of Structural Engineering—Timber Structures, Luleå University of Technology, 97187 Luleå Sweden, Phone +46 920 491028, FAX +46 920 491091, matilda.hook@ltu.se AD - Prof., Div. of Structural Engineering—Timber Structures, Luleå University of Technology, 97187 Luleå Sweden, Phone +46 920 491976, FAX +46 920 491091, lars.stehn@ltu.se AB - Lean is about waste elimination and value creation and prefabrication of houses seems to be one way to create structure and decreased complexity and waste generated by variation. However, prefabrication decreases some types of complexity and waste but introduces other ones through new roles of the actors and a shift of focus to manufacturing. The aim of this paper is to develop an understanding of a prefabrication strategy and to show the increased need for a novel comprehension in lean construction regarding different types of prefabrication deliveries and thus different types of complexity. Complexity as such, in this paper used in a contingency context, cannot be generalized and this study explores the differences in peculiarities of on-site construction, element prefabrication and volume element prefabrication. Peculiarities in volume element prefabrication are found to consist of two connected parts; Product complexity including building element design and product design (built-in knowledge) and process complexity including internal logistics, breadth of required knowledge and integration between product and process design. The sources of complexity in volume element prefabrication are thus connected to the in-house production system, differing from on-site construction and element prefabrication peculiarities connected to fragmentation and uncertainty among actors in the value chain. KW - Volume element prefabrication KW - Building peculiarities KW - Product complexity KW - Process complexity KW - Timber frame housing PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/377/pdf L2 - http://iglc.net/Papers/Details/377 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Theory & Practice of Modular Coordination C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 327 EP - 332 PY - 2005 AU - Brookess, Alan J. AD - Prof. Dr., Technical University Delft, P.O. Box 5043 2600 GA Delft, The Netherlands, T +31 (0) 15 27 84297, F +31 (0) 15 27 84178, a.j.brookes@bk.tudelft.nl AB - In this paper Professor Brookes will review the programme of introduction of dimensional coordination and modular coordination in UK starting from the Hertfordshire Schools of 1955. He will describe the various attempts by government and other bodies to force the mandatory use of dimensional coordination and his own involvement with the PSA Method of Building programme in 1970’s and the building of a full size test mock-up using five different types of structural frames at Building Research Establishment, Garston. He will describe his own PhD thesis on tolerances and jointing and mainly the general conclusion that 5% of building costs arise from remedial work caused by inaccuracy of construction lying outside the tolerances allowed for in design. He concludes that in recent years the situation has not necessarily improved. As a cladding consultant he is often called to advise on jointing failure arising from gaskets and sealants being outside their permissible joint sizes due to inaccuracy in the structural framework. In his own work at Singapore Arts Centre and Federation Square Melbourne, he was well aware that allowance for 3-dimensional tolerances must be provided at all critical interfaces and that all members of the building team including subcontractors must be aware of and agree the tolerances in construction related to critical dimensions and grid lines before starting manufacture and assembly. KW - Modular KW - Claddings KW - Tolerance PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/378/pdf L2 - http://iglc.net/Papers/Details/378 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Opportunities for Client Requirements Management in Low-Income House Building Projects in Brazil C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 333 EP - 341 PY - 2005 AU - Leite, Fernanda Lustosa AU - Miron, Luciana Inês Gomes AU - Formoso, Carlos Torres AD - M.Sc., Research Assistant at the Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Av. Osvaldo Aranha, 99, 3o andar, Porto Alegre, RS, CEP: 90.035-190 Brazil. FAX:+ 55 51 3316 4054, e-mail: fleite@cpgec.ufrgs.br AD - M.Sc., Ph.D. Candidate, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Av. Osvaldo Aranha, 99, 3o andar, Porto Alegre, RS, CEP: 90.035-190 Brazil. FAX:+ 55 51 3316 4054, e-mail: lumiron@cpgec.ufrgs.br AD - Ph.D., Associate Professor at the Federal University of Rio Grande do Sul, Av. Osvaldo Aranha, 99, 3o andar, Porto Alegre, RS, CEP: 90.035-190 Brazil. FAX:+ 55 51 3316 4054, e-mail: formoso@ufrgs.br AB - This paper describes the main results of multiple-case studies concerned with client requirements management in the product development process (PDP) of eight low-income house-building projects, carried out in the South of Brazil. These projects were developed in two different existing forms of housing provision in Brazil: the Residential Leasing Program (Programa de Arrendamento Residencial—PAR) and the City Entrance Integrated Program (Programa Integrado Entrada da Cidade—PIEC). Both are new forms of housing provision as far as they have created new types of client- supplier relationships that have never been experienced in Brazil before. The aim of this paper is to describe the PDP of both forms of housing provision as well as to discuss opportunities for client requirements management, emphasizing the role of the state in value generation. This investigation was based on the analysis of design, production control and legal documents, semi-structured interviews carried out with design and production professionals, as well as the evaluation of users’ degree of satisfaction. This study is part of a broader research project, which aims to propose guidelines for client requirements management in low-income house-building projects. KW - Client requirements management KW - Value generation KW - Product development process KW - Low-Income house-building projects. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/379/pdf L2 - http://iglc.net/Papers/Details/379 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Leadership in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 345 EP - 351 PY - 2005 AU - Orr, Cameron AD - Cameron Orr MEng, Senior Lean Specialist, RWD Technologies, Birmingham, UK, Tel +44 121 770 1011, Fax +44 121 329 0834, corr@rwd.com AB - Lean leadership is the missing link between theoretical solutions and application in practice. This is the difference between superficial attempts at implementing Lean, where the tools and techniques are evident, but the behaviors haven’t changed, and the results are disappointing or not sustained beyond a few brief weeks of enthusiasm. The key to understanding how to implement Lean successfully is to realize that Lean leadership is an integral part of the Toyota Production System (TPS), not an afterthought. The principles of Lean leadership are summarized in construction, which bring the ‘Lean toolbox’ to life and realize the benefits predicted by the academic models. The principles are then developed into practical behaviors that can be demonstrated, understood and replicated using rapid learning techniques, with particular focus on team leadership. The critical success factor for accelerating the take up of Lean construction is contractor leadership. The reason why the contractor’s role is key in leading the other stakeholders in the value stream is examined, and comparisons are made to leadership in the TPS. Contractors have many opportunities to embark on the Lean journey, yet the claimed benefits often lack credibility. This often leads to the danger that a “Lean” façade is bolted onto their existing operations to attempt to convince their demanding clients that they are forward thinking organizations, and that their apparent skills in Lean will earn them another “tick in the box”. This paper outlines the practical benefits of embracing Lean to fundamentally change the construction value stream, the contractor’s business, to astonish their clients, and to deliver lasting tangible benefits. KW - Lean leadership behavior KW - Vision KW - Change management KW - Human centered focus KW - Process PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/380/pdf L2 - http://iglc.net/Papers/Details/380 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Project Culture Within Construction Projects: A Literature Review C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 353 EP - 361 PY - 2005 AU - Zuo, Jian AU - Zillante, George AD - PhD Candidate, School of Natural and Built Environments, University of South Australia, North Terrace, Adelaide, South Australia 5000, Australia, Phone +61 8 8302 1858, FAX +61 8 8302 2252, Jian.Zuo@postgrads.unisa.edu.au AD - Associate Professor, School of Natural and Built Environments, University of South Australia, North Terrace, Adelaide, South Australia 5000, Australia, Phone +61 8 8302 2379, FAX +61 8 8302 2252, George.Zillante@unisa.edu.au AB - In recent years culture has become one of the most studied topics in construction management research. Some studies have investigated the influence of culture at different levels such as national culture, industry culture, organizational culture and professional culture. Few studies however, have focused on culture at the project level and its influence on construction project management practice. Project culture is raised as a general concept in some academic papers and industry reports. These studies indicate that project culture is very important for the processing of construction projects however they do not provide a clear definition of project culture. In addition, there is no model that specifically examines the project culture of each construction project. This paper reviews the literature about cultural studies in a construction projects context, especially the culture at project level and concludes by suggesting a modified version of one current and generally used organizational culture model. KW - Project culture KW - Construction projects KW - Organizational culture PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/381/pdf L2 - http://iglc.net/Papers/Details/381 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - From Hierarchy to Team—Barriers and Requirements in Relation to a New Organisation of Building Sites C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 363 EP - 374 PY - 2005 AU - Buch, Sidse AU - Sander, Dag AD - M.Sc., Cartel of unions in the Building, Construction and Wood Sectors (BAT-kartellet). BAT Secretariat, Kampmannsgade 4, DK-1790 Copenhagen. Sidse@3F.dk AD - Constructing Architect, B.com., Process Development Manager, MTHøjgaard, Knud Højgaards Vej 9, DK-2860 Søborg. Dsa@mthojgaard.dk AB - The transition from a hierarchical organisation of building sites to a team-based organisational structure calls for a change in management style and a new approach to people. The middle manager becomes the pivotal point in the change process, playing a key role in terms of ensuring successful change. If the middle manager is not willing to leave his or her previous role as a planner and controller to become an active coach who pushes developments in the right direction, all change attempts will by all accounts fail. Change management will be a key concept in the new understanding of building site organisation. All parties involved in the building process and in the building industry certainly need to break away from set patterns of behaviour and fixed attitudes. This article illustrates problems related to a shift from hierarchical to team-based organisations, outlining specific knowledge about team-based management. It describes the new roles of middle managers and crews and formulates training requirements. KW - Changed organisational structure KW - Middle manager role KW - Lifelong learning KW - Change management KW - Autonomous crews PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/382/pdf L2 - http://iglc.net/Papers/Details/382 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Impact of Variability on Construction Schedules C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 375 EP - 383 PY - 2005 AU - Shen, Li Jun AU - Chua, David K.H. AD - Research Engineer, Dept. of Civil Engineering, National University of Singapore, 10 Kent Ridge Crescent, Singapore 119260, (65) 68744643, cveslj@nus.edu.sg AD - Associate Professor, Dept. of Civil Engrg., National University of Singapore, 10 Kent Ridge Crescent, Singapore 119260, (65) 68742195, FAX (65) 67791635, cvedavid@nus.edu.sg AB - Variability degrades project performance. Two types of variability may affect a construction schedule, namely, task duration and the availability of resource and information (RI) prerequisites. It is well known that the variability of task duration could delay project completion, however, the effect of RI availability/unavailability on construction schedule needs to be depicted. This paper presents a simulation model which allows studying the effect of RI related variability on construction schedule. Comparisons are made to illustrate the impact of each type of variability as well as the combination of both types of variability. The results suggest that both types of variability should be minimized in order to achieve reliable work plans which is important to reduce project delays and schedule changes. KW - Variability KW - Integrated Production Scheduler KW - Constraints KW - Reliable plan PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/383/pdf L2 - http://iglc.net/Papers/Details/383 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Assessing the Impacts of Implementing Lean Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 387 EP - 393 PY - 2005 AU - Alarcón, Luis F. AU - Diethelm, Sven AU - Rojo, Oscar AU - Calderon, Rodrigo AD - Professor of Civil Engineering, Universidad Católica de Chile, Casilla 306, Correo 22, Santiago, Chile, E-Mail: lalarcon@ing.puc.cl AD - Manager, Production Management Center, Universidad Católica de Chile, Casilla 306, Correo 22, AD - Researcher, Production Management Center, Universidad Católica de Chile, Casilla 306, Correo 22, Santiago, Chile, E-Mail: orojo@ing.puc.cl AD - Researcher, Production Management AB - Over the last 10 years an increasing number of companies have implemented lean construction practices in an attempt to improve performance in construction projects. Most companies, and also some researchers, have reported satisfactory results from their implementation. However, there is still a need to provide more extensive analysis of the empirical evidence available to assess the impact of the implementation of lean construction. The authors have researched the implementation of the Last Planner System and other Lean Construction techniques in over one hundred construction projects over the last five years. They have also developed strategies and support tools for implementation. This paper analyzes some of the main impacts observed in the studied projects, and some of the lessons learned from implementations. The paper discusses difficulties and barriers for implementation, productivity improvements, variability reduction and effectiveness of implementation strategies. The paper also provides recommendations for future implementation and research. KW - Implementation KW - Last Planner System KW - Information Technology PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/384/pdf L2 - http://iglc.net/Papers/Details/384 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Divergent Focus in the Application of Lean Ideas: Examples From Denmark and California C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 395 EP - 403 PY - 2005 AU - Jørgensen, Bo AU - Emmitt, Stephen AU - Ballard, Glenn AD - M.Sc. (Eng.), Ph.D. student—Technical University of Denmark, Department of Civil Engineering, DTU Building 115, DK-2800 Lyngby, Denmark. Phone: +45 4525 5149, BOJ@byg.dtu.dk AD - Professor, Ph.D. - Technical University of Denmark, Department of Civil Engineering, DTU Building 115, DK- 2800 Lyngby, Denmark. Phone: +45 4525 1660, SE@byg.dtu.dk AD - Associate Adjunct Professor - University of California at Berkeley, Department of Civil & Environmental Engineering, 214 McLaughlin Hall, Berkeley, CA 94702, USA. Phone: +1 510 530 8656, ballard@ce.berkeley.edu AB - Through different conceptual initiatives lean construction has entered many construction environments around the world and is now an established and widely recognised approach to the management of construction activities. The adoption of the lean philosophy has taken, and continues to take place, under different social, organisational and structural conditions. These contextual factors are reflected in different issues being emphasised through the local application of lean ideas. A phenomenon illustrated in this paper with examples drawn from Denmark and California. One concern coming out of the case study material is that early lean construction initiatives may become locally institutionalised. Rigid perceptions and practice of lean construction could, arguably, constitute an impediment to future development. Collaboration between academia and practitioners can support local dissemination of insight gained in foreign environments. This may enhance future development on a practical level and hence help actors in the construction process to implement and benefit from current good practice over the longer term. KW - Application strategies; Culture KW - Institutionalism; Organisational change PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/385/pdf L2 - http://iglc.net/Papers/Details/385 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Case Study: An Application of Last Planner to Heavy Civil Construction in Korea C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 405 EP - 411 PY - 2005 AU - Kim, Yong-Woo AU - Jang, Jin-Woo AD - Assistant Professor, Constr. Mgmt. and Wood Product Engrg. Department, 153 Baker Lab, State Univ. of New York, College of Environmental Science and Forestry, Syracuse, NY 13210, 315/470-6839, FAX 315/470-6879, ywkim@esf.edu AD - Ph.D. Student, Constr. Mgmt. and Wood Product Engrg. Department, 153 Baker Lab, State University of New York, College of Environmental Science and Forestry, Syracuse, NY 13210, jijang@syr.edu AB - The Last Planner is a production planning and control tool used to improve work flow reliability. Many companies have adopted the principles and reported the results of the case studies. The lean construction and the Last Planner principles have recently been introduced in Korea. Some companies in Korea are trying to adopt the Last Planner as their production control tool. However, they often face difficulties in applying the tool to their sites for a variety of reasons. The application can encounter some resistance when applied to the sites that contain different planning and organizational systems. These barriers make the application of the Last Planner to the country with a greatly different culture, interesting. This paper introduces case studies of two heavy civil construction projects, along with descriptions of the ways that the Last Planner was applied, and how the work flow reliability was improved. It also discusses the prerequisites and barriers to implementation, of the Last Planner, in heavy civil construction projects in Korea. The results can be used as a reference for companies to improve their work flow reliability for future projects. KW - The Last Planner KW - Heavy civil construction KW - Production control KW - Work flow reliability PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/386/pdf L2 - http://iglc.net/Papers/Details/386 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Quantitative Analysis of the Implementation of the Last Planner System in Brazil C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 413 EP - 420 PY - 2005 AU - Bortolazza, Rodrigo Cremonesi AU - Costa, Dayana Bastos AU - Formoso, Carlos Torres AD - M.Sc. candidate, Federal University of Rio Grande do Sul, Building Innovation Research Unit (NORIE), Osvaldo Aranha Av., 99, 3º floor, Porto Alegre–RS, Brazil, fone: +55 51 3316 3959, e-mail: bortolazza@cpgec.ufrgs.br AD - M.Sc., Ph.D. candidate and researcher assistant, UFRGS/NORIE, e-mail: dayana@genesis.cpgec.ufrgs.br AD - Ph.D., Associate Professor, UFRGS/NORIE, e-mail: formoso@vortex.ufrgs.br AB - In Brazil, the Last Planner system has been implemented since 1996 in a large number of construction sites. However, most research studies developed so far have emphasized the analysis of qualitative data, based on single or on a small number of case studies. Therefore, it seems that a good opportunity exists to learn more from the implementation of the Last Planner System by analysing data that are available from large samples of projects. A database was built including data from 115 projects, which have been investigated in previous research projects at the Building Innovation Research Unit (NORIE) of the Federal University of Rio Grande do Sul (UFRGS). This sample of projects was divided into three market sectors (residential and commercial building, industrial building and low-income housing). The PPC (percentage of plans completed) indicator was analyzed for all those projects. In 51 of them the causes for the noncompletion of work packages was also investigated. Moreover, a checklist of production planning and control good practices has been proposed to assess the application of some core ideas of the Last Planner system. Data mining tools, like decision trees and neural networks were also evaluated in searching for interesting patterns in the sample of 51 projects. Preliminary results on the causes for non-completion of work packages indicate that most projects still have limited success in the implementation of look-ahead planning. The paper also presents future steps in this research project. KW - Last Planner KW - Performance measurement KW - Data mining. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/387/pdf L2 - http://iglc.net/Papers/Details/387 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Effectiveness of Lean Principles in Construction C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 421 EP - 429 PY - 2005 AU - Mohan, Satish B. AU - Iyer, Sumathi AD - Associate Professor, Civil, Structural and Environmental Engineering, 223 Ketter Hall, State University of New York, Buffalo, NY, 14260, Phone: (716) 645-2114 extn. 2412, FAX (716) 645- 3733, smohan@eng.buffalo.edu AD - Project Consultant, ADR Consulting, Inc., 11281 Pyrites Way, Suite A, Gold River, CA, 95670, Phone (916) 233-4490 AB - This paper analyses the experiences of 16 companies who utilized lean construction principles, during the 1990 to 2003 period. A total of 41 lean principles were applied, and a total of 29 benefits were realised. Eliminating those principles that were used less than average times resulted in 11 major lean construction principles, and 6 major benefits. The two most applied lean principles included: ‘Percent Plan Complete’ (PPC), used on 10 projects; and ‘Lookahead plan’, used on 8 projects. The 6 major benefits included: (i) Cost savings, (ii) Less management cost, (iii) Project time reduction, (iv) PPC increase, (v) Less inventory, and (vi) Less rework. An analysis of the 11x6 lean principles vs. benefits table revealed that the most effective lean principle was the ‘Percent Plan Complete (PPC)’, seventy percent (70%) of the projects, who monitored PPC, experienced cost savings, and 60% experienced time reductions. ‘All parties involved in design’ principle was also very effective, reducing project times on 100% of the projects. This paper relates the major lean principles to their benefits. The experience of 16 construction companies presented in this paper will guide the future lean construction managers in selecting the most effective principles. KW - Effectiveness KW - Principles KW - Benefits PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/388/pdf L2 - http://iglc.net/Papers/Details/388 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Principles to Inject Operations Knowledge Into Design C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 431 EP - 436 PY - 2005 AU - Dahl, Peter K. AU - Horman, Michael J. AU - Riley, David R. AD - Graduate Research Assistant, Dept. of Arch. Engr., Penn. State University, 104 Engr, Unit A, University Park, PA 16802, Phone 814/865-6394, FAX 814/863-4789, pkd109@psu.edu AD - Assistant Professor, Dept. of Arch. Engr., Penn. State University, 104 Engr, Unit A, University Park, PA 16802, Phone 814/865-6394, FAX 814/863-4789, MJHorman@engr.psu.edu AD - Associate Professor, Dept. of Arch. Engr., Penn. State University, 104 Engr, Unit A, University Park, PA 16802, Phone 814/865-6394, FAX 814/863-4789, DRiley@engr.psu.edu AB - Buildings represent a significant financial investment to owners, which is often carried for many years. Just as Toyota realized that the car assembly line accounted for only 15% of the total manufacturing process, the design and construction of a building amounts to only 20% of the total cost of a facility over its life-cycle. Importantly, research has shown that when just one percent of a project’s upfront costs are spent, up to 70% of its life-cycle costs may already be committed. More research is needed to bridge the information divide between the development and operation of a facility. Progressive tools and strategies such as Design-Build-Operate-Maintain (DBOM), Design for Maintainability (DFM), and Concurrent Engineering have been developed to assist the design team in their focus on operations and maintenance (O&M) issues. Yet obstructions to the use of O&M knowledge in design still remain. It is argued that this is because the information flow of O&M knowledge into project design is poorly understood. This paper develops a model for exchanging information between design teams and O&M using the principles and tools of lean production to be implemented as a case study. To achieve anO&Mcompatible design,O&Minformation ideally ought to be received by the design team in a just-in-time fashion. This paper first explores the obstructions to O&M knowledge transfer, and then proposes a kanban system to facilitate the exchange of information. The paper discusses the triggers and media for the pull ofO&Minformation into building design, as well as the types of projects that would be most receptive to this strategy. KW - Sustainable Construction KW - Operations and Maintenance KW - Design for Maintenance KW - Design Process KW - Design Intent Document PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/389/pdf L2 - http://iglc.net/Papers/Details/389 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Comparison of the Economics of on-Site and Off-Site Fabrication of Rebar in Turkey C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 439 EP - 447 PY - 2005 AU - Polat, Gul AU - Ballard, Glenn AD - Research Assistant, Construction Management Program, Department of Civil Engineering, Istanbul Technical University, Istanbul, Turkey, Tel: +90-212-285-3737; Fax: +90-212-285-6587; E-mail: gpolat@ins.itu.edu.tr AD - Research Director, Lean Construction Institute, 4536 Fieldbrook Road, Oakland, CA 94619. 510/530-8656, gballard@leanconstru_Hlt38276566c_Hlt38276566tion.org; Associate Adjunct Professor, Project & Engineering Mgmt. Group, Dept. of Civil and Env. Eng., University of California at Berkeley; and Principal, Strategic Project Solutions. AB - Most Turkish contractors prefer on-site fabrication of rebar due to several factors most of which are peculiar to developing countries. Therefore, the economics of on-site and off-site fabrication of rebar need to be compared in the project environment, which is subject to most of those factors, and it should be answered whether the strong preference for on-site fabrication is more economical than off-site fabrication in developing countries, namely in the Turkish construction industry. This study presents an economical comparison of the on-site and off-site fabrication practices of rebar by means of a simulation model that makes use of actual data obtained from a trade center project in Istanbul, Turkey. The study suggests that had the off-site fabrication practice been used in the project in Istanbul, the total cost of rebar would have been 1.2% higher than the total cost of rebar in the on-site fabrication practice. This finding also reveals the need for ‘infrastructural’ changes in the Turkish construction industry before its participants can enjoy the benefits of lean construction; a change that may be necessary in some degree for other developing countries as well. KW - Cut & bent rebar KW - On-site fabrication KW - Off-site fabrication KW - Simulation model PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/390/pdf L2 - http://iglc.net/Papers/Details/390 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Why Is on-Site Fabrication of Cut & Bent Rebar Preferred in Turkey? C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 449 EP - 456 PY - 2005 AU - Polat, Gul AU - Ballard, Glenn AD - Research Assistant, Construction Management Program, Department of Civil Engineering, Istanbul Technical University, Istanbul, Turkey, Tel: +90-212-285-3737; Fax: +90-212-285-6587; E-mail: gpolat@ins.itu.edu.tr AD - Research Director, Lean Construction Institute, 4536 Fieldbrook Road, Oakland, CA 94619. 510/530-8656, gballard@leanconstruction.org; Associate Adjunct Professor, Project & Engineering Mgmt. Group, Dept. of Civil and Env. Eng., University of California at Berkeley; and Principal, Strategic Project Solutions. AB - Off-site fabrication of materials is a key feature of lean construction. However, the tradition of the industry has long been to fabricate materials on-site, and there are various factors that compel contractors to continue that tradition. These factors are especially powerful in developing countries. As an example, there is a strong preference for fabricating cut & bent rebar on-site in the Turkish construction industry. Using open-ended interviews, this study identifies the reasons for that preference and offers recommendations for improving off-site fabrication performance in Turkish construction. This study suggests that the preference for on-site fabrication of cut & bent rebar is based on the lack of management capability of contractors including the poor coordination capability and the defective ordering procedure, and it enables contractors to fiddle the numbers on workers and scrap in order to increase the money they receive from clients. The paper hopes to make a contribution to the theory and practice of lean implementation, especially in developing countries. KW - Developing countries KW - Implementation KW - Cut & bent rebar KW - On-site fabrication KW - Off-site fabrication. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/391/pdf L2 - http://iglc.net/Papers/Details/391 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Open Building/ Lean Construction Evaluation of a Case in Brazil C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 457 EP - 462 PY - 2005 AU - Cuperus, Ype AU - Napolitano, Paulo AD - Assistant Professor, Delft University of Technology, Faculty of Architecture, Building Technology, P.O.Box 5043, 2600 GA Delft, The Netherlands, y.j.cuperus@bk.tudelft.nl AD - Civil Engineer and Management Consultant, MSc.Campo Grande-MS Brazil, paulo@dengenharia.com.br AB - Open Building and Lean Construction are concepts that can be described in generic terms. Their practical applications depend on different circumstances, such as differences in culture, economy, project type and size, location, and moment in time. This paper explores the application of Open Building and Lean Construction in the Brazilian context. First the generic aspects of Open Building and Lean Construction are characterized as complementary concepts. Open Building aims to structure the process of constructing and managing the built environment along lines of decision-making, thus creating capacity for future change. Lean Construction aims to reduce waste by focusing on creating value for the customer. A building project typical for the Brazilian construction industry is analyzed. Per project different clients can be identified, all demanding their specific values to be created. For example, the investor is the contractor’s client, whereas the end user is the client of the investor. An Open Building inspired breakdown of the process and building costs suggests that the base building can be built for 57% of the total construction costs. Decisions about the remaining part can be postponed, thus saving on interest costs and can be built according to the end user’s demands, thus saving on reworks. In the final analysis the paper suggests to identify different Lean Construction inspired values that can be connected to different Open Building inspired decision-making parties. They in turn connect to sets of building parts, such as base building, fit out and furniture. KW - Open building KW - Chain of value for clients KW - Conversion KW - Behavior KW - Future value KW - Complexity PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/392/pdf L2 - http://iglc.net/Papers/Details/392 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Innovative Connecting System for Precast Concrete Planks on a Major Sports Stadium C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 463 EP - 470 PY - 2005 AU - Hardie, Mary AU - Miller, Graham AU - Manley, Karen AD - Research Associate, School of Construction, Property and Planning, University of Western Sydney, Locked Bag 1797, Penrith South, NSW, 1797. Phone +61 0 9852 4323, FAX +61 0 9852 4300, m.hardie@uws.edu.au AD - Associate Professor, School of Construction, Property and Planning, University of Western Sydney, Locked Bag 1797, Penrith South, NSW, 1797. Phone +61 0 9852 4315, FAX +61 0 9852 4300, g.miller@uws.edu.au AD - Research Fellow, School of Construction Management and Property, Queensland University of technology, GPO Box 2434 Brisbane Qld 4001. Phone +61 7 3864 1762, k.manley@qut.edu.au AB - Close integration of supply and design enabled the delivery of major material and labour cost savings at Suncorp Stadium in Brisbane. An integrated documentation and construction contract format permitted the use of polystyrene voided concrete planks with reliable composite connections to supporting steel beams. This system was substituted for in situ concrete beams and slabs previously assessed as the lowest cost option by the project quantity surveyor. A development of technology previously used in bridge building, the “Clever Plank” system allowed the elimination of in situ formwork with its attendant time, cost and safety disadvantages. Robust linkages were achieved between the supplier and the central project participants. Confidence in the detailed design enabled the production of the planks to commence before full testing of the prototype for code compliance was complete. This project represents an example of efficiencies achieved by minimising “flow activities” and concentrating on value-added “conversions” in accordance with lean production principles. KW - Precast concrete KW - Composite connections KW - Innovation PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/393/pdf L2 - http://iglc.net/Papers/Details/393 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Industrialised Housing: Definition and Categorization of the Concept C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 471 EP - 480 PY - 2005 AU - Lessing, Jerker AU - Stehn, Lars AU - Ekholm, Anders AD - M.Sc., Div. of Design Methodology, Lund Institute of Technology, Lund University PO Box 118, S-221 00 Lund, Sweden. Telephone +46 708 188213, Fax +46 46 2224719, j. lessing@tyrens.se AD - Prof., Div. of Structural Engineering - Timber structures, Luleå University of Technology, 971 87 Luleå, Sweden, Telephone +46 920 491976, Fax +46 920 491091, lars.stehn@ltu.se AD - Prof., Div. of Design Methodology, Lund Institute of Technology, Lund University PO Box 118, S-221 00 Lund, Sweden. Telephone +46 46 2224163, Fax +46 46 2224719, anders.ekholm@caad.lth.se AB - A new and developed concept of industrialised housing is emerging in the Swedish building industry today. The general opinion is that industrialised housing contains the answer to many of the problems in the building sector. The paper presents a comprehensive definition of industrialised housing, points at its corner stones and key characteristics and discusses how it relates to the paradigms of lean and agile production. Eight characteristic areas are identified: Planning and control of the processes, Developed technical systems, Off-site manufacturing of building parts, Long-term relations between participants, Supply chain management integrated in the construction process, Customer focus, Use of information and communication technology, Systematic performance measuring and re-use of experiences. A categorization model is developed that allows an assessment of the degrees of implementation and fulfillment for each area. The categorization aims at pointing out the areas of strengths and weaknesses of companies working with industrialised housing. The categorization model is tested on two leading Swedish industrialised housing companies working with different frame systems and different organisational set up. KW - Industrialised housing KW - Agile Production KW - Process KW - Industrialisation PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/394/pdf L2 - http://iglc.net/Papers/Details/394 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - What Should You Really Measure if You Want to Compare Prefabrication With Traditional Construction? C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 481 EP - 491 PY - 2005 AU - Pasquire, Christine AU - Gibb, Alistair AU - Blismas, Nick AD - Senior Lecturer, Department of Civil & Building Engineering; Loughborough University, UK c.l.pasquire@lboro.ac.uk AD - Professor of Construction Management, Department of Civil & Building Engineering, Loughborough University UK a.g.gibb@lboro.ac.uk AD - Research Fellow; School of Property, Construction and Project Management, RMIT University, Australia nick.blismas@rmit.edu.au AB - This paper presents the final part of the IMMPREST4 toolkit, describing in detail the measurement of risks and benefits of using prefabrication within a construction project. Based on extensive research in the UK and against a background of rising interest in prefabrication as a construction solution, this paper reinforces the need to make informed decisions which have auditable processes if the complexities of comparison are to be fully understood. The model field trials raise many questions about existing cost focussed approaches revealing barriers to innovation of any sort including the integration of Lean Thinking into construction. This paper builds on the work presented in three previous IGLC conferences. KW - Prefabrication KW - Preassembly KW - Measurement KW - Benefits KW - Risk KW - IMMPREST KW - Cost KW - Procurement KW - Innovation. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/395/pdf L2 - http://iglc.net/Papers/Details/395 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - An Application of Artificial Intelligence Planner for Bespoke Precast Concrete Production Planning: A Case Study C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 493 EP - 499 PY - 2005 AU - Benjaoran, Vacharapoom AU - Dawood, Nashwan AD - Researcher, Centre for Construction Innovation and Research, University of Teesside, Middlesbrough, TS1 3BA, UK, +44 (0) 1642-342406, FAX +44 (0) 1642-342401, b. vacharapoom@tees.ac.uk AD - Professor, Centre for Construction Innovation and Research, University of Teesside, Middlesbrough, TS1 3BA, UK, +44 (0) 1642-342405, n.n.dawood@tees.ac.uk AB - Precast concrete manufacturers are highly involved in the construction industry through the supply of bespoke products. Their workload is a complex combination of different and unique designed products, which have various delivery dates. The production process from design to manufacturing is complicated and contains uncertainties due to many factors such as: multi-disciplinary design, progress on construction sites, and costly purpose-built moulds. Lean construction concepts aim to identify and reduce all forms of wastes in the construction process including its supply chains. An integrated, comprehensive planning system called Artificial Intelligence Planner (AIP) has been proposed to improve the efficiency of the process by targeting on the production planning as a significant impact to the success of the business. Artificial intelligent techniques are used in AIP to enhance data analyses and decision supports for production planning. A case study for the implementation was conducted on a real bespoke precast concrete manufacturer. The difference between AIP and this factory setting was attended. Data from the studied were reformatted and the AIP configuration was customized. Finally, the successful implementation has showed the adaptability and flexibility of AIP to the real production conditions, and it has given the improvement of the resulted production schedules. The anticipated outcomes are the shortened customer lead-time and the optimum factory’s resource utilization. These consequently make the construction process lean. KW - Bespoke precast concrete products KW - Production planning KW - Genetic algorithm KW - Neural network. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/396/pdf L2 - http://iglc.net/Papers/Details/396 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Improving Work Flow Reliability Through Quality Control Mechanisms C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 503 EP - 511 PY - 2005 AU - Marosszeky, Marton AU - Karim, Khalid AU - Perera, Salinda AU - Davis, Steve AD - Professor, Multiplex Chair of Engineering Construction Innovation, School of Civil & Environmental Engineering, University of New South Wales, 2052, Phone +612 93857773, m.marosszeky@unsw.edu.au AD - Lecturer, School of Civil & Environmental Engineering, University of New South Wales, 2052, Phone +612 93855163, k.karim@unsw.edu.au AD - Postgraduate student, School of Civil & Environmental Engineering, University of New South Wales, 2052, Phone +612 9385 4290, s.perera@unsw.edu.au AD - Lecturer, School of Civil & Environmental Engineering, University of New South Wales, 2052, Phone +612 93855052, s.davis@unsw.edu.au AB - Lean construction relies on the distinction between value adding and non-value adding activities, and reducing workflow variability is one technique for reducing non-value adding activities. Planning controls such as the ‘last planner’ can go a long way in improving workflow reliability, but are limited in their capability to the extent they can expect the unexpected. The occurrence of specific defects in construction is, by the very fact of its happening, an unexpected event because whatever could be anticipated would be avoided. On the other hand, defects in construction have the compound effect of increasing workflow variability,as well as non-value adding activities in the form of rework.This paper explores two aspects of this problem, first of all a number of different tools were developed and trialed to explore their potential for improving defect avoidance, secondly the paper presents a generic analysis of the increase in rectification cost with time from an error being made. The paper outlines the implementation of trade start-up checklists; a management tool that was found to be particularly effective at improving quality outcomes on site. KW - Construction defects KW - Work flow variability KW - Time to rework KW - Defect incident record KW - Checklists PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/397/pdf L2 - http://iglc.net/Papers/Details/397 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Scheduling for Safety: Development of a Time-Dependent Risk Level Model C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 513 EP - 520 PY - 2005 AU - Sacks, Rafael AU - Rozenfeld, Ophir AU - Rosenfeld, Yehiel AD - Senior Lecturer, Faculty of Civil and Env. Eng., 840 Rabin Building, Technion—Israel Institute of Technology, Haifa 32000, Israel, Phone +972-4-8293190, Fax +972-4-8293190, cvsacks@technion.ac.il AD - Senior Lecturer, Faculty of Civil and Env. Eng., 840 Rabin Building, Technion—Israel Institute of Technology, Haifa 32000, Israel, Phone +972-4-8293190, Fax +972-4-8293190, cvsacks@technion.ac.il AD - Associate Professor, Faculty of Civil and Env. Eng., Technion—Israel Institute of Technology, Haifa 32000, Israel, roseny@technion.ac.il AB - This paper presents ongoing research toward a conceptual model to support an advanced proactive safety management approach that is efficient not only in terms of the resources it requires, but also in terms of its impact on construction process flow. The model is based on the understanding that the risk levels to which workers are exposed, change through time. Accident risk levels are dependent on human factors, physical hazards, environmental factors and organizational/business factors. Many of these are time-dependent and their values can be derived from construction schedules (at various levels of detail, from the master schedule down to the weekly work plan). The model enables forecasting of risk levels for work teams and individual workers as a function of time. Forecasts will be available at different levels of planning windows. In implementation, the model will enable two main enhancements to project planning. First, in planning activities, the safety level resulting from combinations of activities planned to be performed simultaneously can be evaluated and manipulated (lowered, or peaks avoided) by safety-conscious scheduling. In many instances process flow can be enhanced if accident prevention measures can be made redundant by avoiding particular combinations of simultaneous activities. For example, an acceptable impact on overall risk level may be added as a consideration for releasing work for execution in a Last Planner meeting. Second, the activities and effort of those responsible for site safety can be ‘pulled’ by peaks of high risk levels. The goal is a dynamic, ‘lean’ level of effort invested in safety management, eliminating the ‘wasted’ effort inherent in standard practice, where a steady and uniform investment of accident prevention effort is applied throughout the project duration. KW - Hazard KW - Risk level KW - Safety PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/398/pdf L2 - http://iglc.net/Papers/Details/398 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Cognitive Systems Engineering Perspective of Construction Safety C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 521 EP - 529 PY - 2005 AU - Saurin, Tarcisio A. AU - Formoso, Carlos T. AU - Cambraia, Fabricio B. AU - Howell, Gregory AD - Ph.D., Researcher at LOPP/UFRGS (Product and Process Optimization Laboratory, Federal University of Rio Grande do Sul). Praça Argentina nº 9, 2º andar. Porto Alegre, RS, Brasil. CEP 90040-020. Fax: 55-51-3316- 4007. E-mail: tasaurin@terra.com.br AD - Ph.D., Associate Professor at NORIE/UFRGS (Building Innovation Research Unit, Federal University of Rio Grande do Sul). Av. Osvaldo Aranha, 99, 3º andar. Porto Alegre, RS, Brasil. CEP 90040-020. Fax: 55-51-3316- 4054. E-mail: formoso@vortex.ufrgs.br AD - Ph.D. student at NORIE/UFRGS. Av. Osvaldo Aranha, 99, 3º andar. Porto Alegre, RS, Brasil. CEP 90040-020. E-mail: fabricio@ppgec.ufrgs.br AD - Executive Director, Lean Construction Institute, PO Box 1003, Ketchum, ID 83340-1003, Phone +1 208/726-9989, FAX 707/238-1369, ghowell@leanconstruction.org AB - In recent IGLC Conferences some papers have taken a cognitive systems engineering perspective of construction safety. The assumption underlying those papers has been that traditional safety management tools have failed to recognize that it is unavoidable to work close to edge where control is lost and that new mechanisms are necessary to increase the ability of workers to work safely under such circumstances. Based on data collected in five construction sites in which the authors have implemented a Safety Planning and Control model, this paper sets a preliminary discussion on the applicability of some cognitive systems engineering concepts to construction safety. Due to the nature of the data available, the discussion is structured in four topics: identification of pressures and performance migrations towards unsafe zones of work; pre-task safety planning as a mechanism to develop judgment in workers; visibility of the boundaries of safe performance; incident analysis from the cognitive perspective. A set of opportunities for future research is outlined, such as the development of mechanisms to both identify and monitor pressures and the development of structured protocols to carry out investigations from a cognitive perspective. KW - Safety KW - Cognitive engineering KW - Human error KW - Boundaries. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/399/pdf L2 - http://iglc.net/Papers/Details/399 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Culture of Quality and the Australian Construction Industry C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 531 EP - 538 PY - 2005 AU - Saha, Swapan AU - Hardie, Mary AD - Senior Lecturer, School of Construction, Property and Planning, University of Western Sydney, Locked Bag 1797, Penrith South, NSW, 1797. Phone +61 0 9852 4316, FAX +61 0 9852 4300, s.saha@uws.edu,au AD - Research Associate, School of Construction, Property and Planning, University of Western Sydney, Locked Bag 1797, Penrith South, NSW, 1797. Phone +61 0 9852 4323, FAX +61 0 9852 4300, m.hardie@uws.edu.au AB - The importance of quality control has long been recognised by Australian business. This is particularly true in the construction industry, where regulators are requiring quality assurance (QA) implementation for almost all capital works. Recently doubts have arisen as to whether quality systems are actually achieving positive results in Australia. Much of the existing literature suggests that any reported failure is due to cultural misalignment. The aim of this research is to test by questionnaire the degree of compatibility between prevailing attitudes and the cultural values required for the successful implementation of quality systems in Australian construction. The results show some cultural trends that support the introduction of QA to the building industry, however, it was also found that, while the industry will sometimes accept such theories, their introduction may result in cultural consequences that were not anticipated. QA has sometimes been found to generate a low level of worker commitment and participation, and may actually reduce the degree of pride in workmanship and increase the level of fear on building sites. The message for lean construction advocates is that they should seek to anticipate potential cultural misalignments between their theory and current industry practice in order to implement their principles holistically. KW - Culture of quality KW - Quality KW - Quality assurance KW - Total quality management KW - Australian construction industry. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/400/pdf L2 - http://iglc.net/Papers/Details/400 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Principles for Prefabrication in Green Design-Build (GDB) Projects C1 - Sydney, Australia C3 - 13th Annual Conference of the International Group for Lean Construction SP - 539 EP - 548 PY - 2005 AU - Luo, Yupeng AU - Riley, David R. AU - Horman, Michael J. AD - Ph.D. Candidate, Dept. of Architectural Engineering, Penn State Univ., 227 Engr. Unit A, University Park, PA, 16802, U.S.A. 814/863-8313, yzl119@psu.edu AD - Assoc. Prof., Dept. of Architectural Engineering, Penn State Univ., 220 Engr. Unit A, University Park, PA 16802, U.S.A. 814/863-2079, FAX 814/865-4789, driley@psu.edu AD - Asst. Prof., Dept. of Architectural Engineering, Penn State Univ., 211 Engr. Unit A, University Park, PA 16802, U.S.A. 814/863-2080, FAX 814/865-4789, mjhorman@engr.psu.edu. AB - Savings in construction costs through improved production and productivity can be critical on green building projects, as they can be used to offset the costs of high performance building components. Prefabrication of building components is often used by contractors to reduce costs. If employed effectively, prefabrication can enable process standardization, shorten lead times, improve quality control, and reduce material waste. Several tools have been developed to help select prefabrication strategies and most of them focus on design-bid-build project environments. This paper explores how benefits achieved in lean approaches to prefabrication can impact green project goals. More specifically, the paper examines the effects of how an expanded use of on-site/offsite prefabricated systems can contribute or detract from green building goals through evaluating the interplay between multiple economic, environmental, and social variables. Building on previous research that has developed tools for guiding the adoption of prefabrication practices, the design of new metrics for lean and green construction will be developed and presented to provide selection guidance for the use of prefabrication on green building projects in design-build environments. KW - Prefabrication KW - Sustainability KW - Green building. PB - T2 - 13th Annual Conference of the International Group for Lean Construction DA - 2005/07/19 CY - Sydney, Australia L1 - http://iglc.net/Papers/Details/401/pdf L2 - http://iglc.net/Papers/Details/401 N1 - Export Date: 28 March 2024 DB - IGLC.net DP - IGLC LA - English ER -