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EXPORT DATE: 19 April 2024

@CONFERENCE{Dahl2005,
author={Dahl, Peter K. and Horman, Michael J. and Riley, David R. },
editor={ },
title={Lean Principles to Inject Operations Knowledge Into Design}, 
journal={13th Annual Conference of the International Group for Lean Construction}, 
booktitle={13th Annual Conference of the International Group for Lean Construction}, 
year={2005},
pages={431-436},
url={http://www.iglc.net/papers/details/389},
affiliation={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 ; 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 ; 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 },
abstract={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. },
author_keywords={Sustainable Construction, Operations and Maintenance, Design for Maintenance, Design Process,Design Intent Document },
address={Sydney, Australia },
issn={ },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}