@CONFERENCE{Alarcón1996, author={Alarcón, Luis F. and Serpell, Alfredo }, editor={ }, title={Performance Measuring Benchmarking, and Modelling of Construction Projects}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/1}, affiliation={Department of Construction Engineering and management, School of Engineering, Pontificia Universidad Católica de Chile, Santiago, Chile ; Department of Construction Engineering and management, School of Engineering, Pontificia Universidad Católica de Chile, Santiago, Chile }, abstract={A research effort currently underway is described in this paper. The project comprises the design and implementation of project performance measurement systems in construction companies, with the dual purpose of supporting continuous improvement for company operations and to generate a database with empirical information on projects. This database will be useful to develop third party benchmarking to contribute to the improvement of the industry as a whole. This research proposes the development of computer models that combine empirical information with expert knowledge to perform model based benchmarking. The achievement of the objectives of this research should affect the way in which performance is measured and decisions are made in projects. The implementation of performance measurement systems, that include measures adapted to lean construction can be a real driver for continuous improvement of project processes. The compilation of empirical information, and its integration with the experience found in the industry and in project teams, will provide new evidence on project performance. This will assist in exploring the mechanisms and existing interactions through the use of simulation models. The proposed analysis may take a first step in deriving first principles on project performance. This research project lends itself to a collaborative research effort which could be carried out in different countries and locations. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Ballard1996, author={Ballard, Glenn and Carsten, Mike and Howell, Greg }, editor={ }, title={PARC: A Case Study}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/2}, affiliation={ }, abstract={ }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Barlow1996, author={Barlow, James }, editor={ }, title={Partnering, Lean Production and the High Performance Workplace}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/3}, affiliation={School of Construction, Housing and Surveying, University of Westminster, 35 Marylebone Road, London, NW1 5LS UK. Tel. 0171-911 5879. E-mail barlowj@westminster.ac.uk }, abstract={Undoubtedly, more attention is being paid in the British construction industry to the lessons that can be learnt from manufacturing for improving its production processes. These include such lean production concerns as teamwork, customer focus, quality control, JIT production and continuous improvement. Arguably, though, it is the ‘softer’, ‘cultural’ areas relating to inter-organisational collaboration that have become a particular focus of attention in the 1990s. The paper, based on research being carried out for the ESRC Innovation Programme, argues that ‘partnering’ has to be seen in a context of the search for new organisational practices covering a range of related issues. These include human resource management, information management and collaborative working practices. Underlying many of these are notions of ‘high-performance’ work systems emphasising the management of employees as away of improving performance. High-performance systems involve the devolution of responsibility for decision making to smaller business units, and teams within those units, in order to create a more flexible, customer-focused organisation. Using case studies of five partnering relationships, involving some 40 companies, the research explores the way the organisational changes arising from partnering are related to wider concerns, some of which draw on notions of lean and other high performance production systems. }, author_keywords={Partnering, Construction, High-performance production systems, Managerial practices }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Horman1996, author={Horman, Michael and Kenley, Russell }, editor={ }, title={The Application of Lean Production to Project Management }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/5}, affiliation={Faculty of Architecture, Building and Planning, The University of Melbourne, Parkville Victoria 3052 Australia. m.horman@architecture.unimelb.edu.au ; Faculty of Architecture, Building and Planning, The University of Melbourne, Parkville Victoria 3052 Australia. kenley@arbld.unimelb.edu.au }, abstract={Project management that solely focuses on the management of time, cost and quality cannot comprehensively ensure the satisfactory meeting of a customer’s needs. Project management performance with regard to this issue can be improved by enhancing project management’s ability to meet a customer’s needs. This paper introduces lean project management to address this concern. Lean project management forms a complementary approach to current project management practice and has been constructed by drawing together two approaches: management of projects and lean production. The management of project’s emphasis on meeting customer needs effectively and lean production’s emphasis on meeting customer needs efficiently are utilised in lean project management to improve project management performance. The amalgamation of lean production with management of projects to form lean project management is examined and justified at the methodological level. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Howell1996, author={Howell, Gregory and Ballard, Glenn }, editor={ }, title={Can Project Controls Do Its Job? }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/6}, affiliation={Civil Engineering, University of New Mexico, Albuquerque, NM 87131. 505 277 2328. Howell@UNM.EDU ; Construction Engineering & Management Program, Department of Civil Engineering, 215 McLaughlin Hall, Univerity of California, Berkeley, CA 94720. 510 530 8656. ballardz@euler.Berkeley.EDU }, abstract={Advanced practice is well out front of theory, the lack of which now inhibits further progress in practice. In order to bridge this gap, a production management model is proposed for project controls, in recognition of the dynamic nature of today’s projects and the new management challenges they pose. Projects that once were small, certain and simple are now becoming large, uncertain and complex. The models and techniques suited to the management of yesterday’s projects do not work on the projects of today. We need to control management processes, not only project outcomes. Traditional outcome measures such as cost and schedule can only be used for management decision making on dynamic projects when the project management systems are themselves in control. The primary indicator of such control is the reliability of production planning. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Howell1996, author={Howell, Greg and Miles, Robert and Fehlig, Charlie and Ballard, Glenn }, editor={ }, title={Beyond Partnering: Toward a New Approach to Project Management?}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/7}, affiliation={Associate Professor University of New Mexico, Albuquerque NM 87131 ; Mechanical Technology Coordinator & Corporate Senior Advisor,, Industrial Design Corporation ((IIDC)),, 2020 SW 4th Ave,, 3rd Floor,, Portland OR 97201. ; Captain USN,, Officer In Charge of Consstruction,, Portsmouth Naval Hospital Portsmouth VA ; Ballard Management Services,, 4536 Fieldbrook,, Oakland,, CA 94619. }, abstract={Partnering is a programmatic Band--Aid on the current construction management system. Claims caused by fundamental weaknesses in this system gave rise to partnering. These weaknesses are particularly apparent on today’s complex uncertain and quick projects. Partnering exposes and partially fills a gap in current practice but has had little impact on underlying mental models, the management off production or commercial contracting. Moving beyond partnering means challenging and revising current thinking and practice. This paper proposes that the construction process must be reconceived from the purchase of a product to a prototyping process. Changing the underlying mental model makes possible new approaches to managing production from concept through completion. In turn these approaches to approaches will suggest new ways to contract. Disputes will not vanish as they will remain an inevitable consequence of innovation but the frequency of commercial conflicts may be reduced. The paper argues that partnering is an attempt to install important aspects of the prototyping model into the current product purchase model. Examples drawn from practices show the limits of current practices. They suggest a shift away form the primary focus on disputes arising in commercial contracting to the management of a concurrent design and construction process. Early examples of these trends are discussed and the workshop responses from industry representatives are reported. The paper closes with suggestion for future trends and a suggestion that Partnering be viewed as one of many programmatic efforts working to reform construction management. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Koskela1996, author={Koskela, Lauri }, editor={ }, title={Towards the Theory of (Lean) Construction }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/8}, affiliation={VTT Building Technology, P.O. Box 1801, FI-02044 VTT, Finland }, abstract={Issues related to the formulation of the theory of construction are considered. The roles of a theory in science and in practice are discussed. It is argued that many theoretical problems related to construction are due to general deficiencies of engineering and production theories, caused by one of their conceptual foundations, the conversion model. The origin and evolution of the conversion model are discussed. The shortcomings of the conversion model are illustrated by the case of project management. The beginning of a transition from the conversion model to alternative models is observed in a number of engineering and production disciplines. A similar paradigm shift is needed also for construction. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Koskela1996, author={Koskela, Lauri and Lahdenperä, Pertti and Tanhuanpää, Veli-Pekka }, editor={ }, title={Sounding the Potential of Lean Construction: A Case Study}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/9}, affiliation={VTT Building Technology, P.O. Box 1801, FI-02044 VTT, Finland ; VTT Building Technology, P.O. Box 1801, FI-02044 VTT, Finland ; VTT Building Technology, P.O. Box 1801, FI-02044 VTT, Finland }, abstract={The paper gives an overview on the results of a case study, where the progress of a fast track office building project was monitored. Two main issues are considered: What were the time and cost consequences of the speeding up methods utilized? What would have been the potential of further speeding up? }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Love1996, author={Love, Peter E.D. and MacSporran, Carol and Tucker, Selwyn N. }, editor={ }, title={The Application of Information Technology by Australian Contractors: Toward Process Re-Engineering}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/10}, affiliation={Commonwealth Scientific and Industrial Research Organisation (CSIRO), Division of Building, Construction and Engineering, PO Box 56, Highett, Victoria 3190, Australia ; Commonwealth Scientific and Industrial Research Organisation (CSIRO), Division of Building, Construction and Engineering, PO Box 56, Highett, Victoria 3190, Australia ; Commonwealth Scientific and Industrial Research Organisation (CSIRO), Division of Building, Construction and Engineering, PO Box 56, Highett, Victoria 3190, Australia }, abstract={Information technology (IT) has been advocated as the key enabler of process re-engineering in the construction industry. Process re-engineering represents a philosophy of change which embraces a fundamental paradigm of rethinking and redesign of processes, including lean construction. Its potential application to the construction industry is gradually being recognised. The management of processes invariably requires information, and therefore the capacity for IT to enable process re-engineering in the construction industry needs to be investigated. However, it is suggested that before the potential benefits of IT and process reengineering can be realised, current work practices need to be explored. A recent survey of 47 contracting companies’ current and future applications of IT and the benefits and problems associated with its implementation are described. The results obtained suggest that advanced applications of IT such as simulation, expert systems, and supplier direct-link ordering were limited in their appeal to Australian contractors. This paper concludes that contractors do not foresee IT as having a significant impact on their current work practices, although it is suggested that contractors are possibly not aware of its potential application.The implementation of IT as the key enabler of process re-engineering is discussed. }, author_keywords={ information technology, process re-engineering, process, enabler. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Rooke1996, author={Rooke, John and Crook, Darryll }, editor={ }, title={Lean Construction Theory as an Exercise in Practical Reasoning }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/11}, affiliation={School of Civil Engineering, University of Birmingham, Edgbaston, Birmingham, B15 2TT, UK. E-mail J.A.Rooke@bham.ac.uk ; School of Civil Engineering, University of Birmingham, Edgbaston, Birmingham, B15 2TT, UK. E-mail D.J.Crook@bham.ac.uk }, abstract={Of the new production philosophy of Lean Construction (LC), Koskela (1992) has argued “The conceptual basis of construction management and engineering is obsolete. Formalization of the scientific foundations of construction management and engineering is a primary goal for the research community. […] The practical application of the new philosophy has commenced and diffused without any scientific, formalised basis […] The theoretical and conceptual understanding of the new production approach is still limited. […] [T]here is yet no unified, coherent and consistent theory. […] An explicit, preferably formalized theoretical basis is necessary for transfer of the new philosophy to new settings and for effective education.” Before successful efforts at development of this theoretical and conceptual understanding can be made, there is an a priori need to achieve a sound understanding of the philosophical underpinnings of what ‘Lean Construction Theory’ might consist of. We will argue that LC theorising is a form of social enquiry and hence empirical studies of the social interaction of managers involved in projects must be the starting point, the focus, the culmination and the ultimate and only basis of all theoretical activity in LC. We examine the nature of the phenomena LC theorists are investigating and as a result dispute that LC theory will necessarily have a scientific foundation. We therefore undertake a preliminary attempt to sketch out some ground rules for a consistent and coherent approach to LC Theory. We suggest that just as construction management is the practical accomplishment of the situated social action of managers, so management theorising is the practical accomplishment of the situated social action of management theorists. Drawing throughout on the respecification of sociology offered by ethnomethodology (Garfinkel, 1984), we will highlight the nature of theorising as an exercise in practical reasoning. Just as Lean Construction has respecified the construction process, ethnomethodology has respecified the process of social research and theorising. This approach highlights the similarity between the entirely practical exercise of theory-building and those activities the theory is about. }, author_keywords={Lean Construction, theory, methodology, ethnomethodology, interpretive paradigm }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Santos1996, author={Santos, Aguinaldo dos and Formoso, Carlos T and Hinks, John }, editor={ }, title={Method of Intervention on the Flow of Materials in Building Processes }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/12}, affiliation={M.Sc., PhD. student at University of Salford. A.SANTOS@SURVEYING.SALFORD.AC.UK ; M.Sc., PhD., NORIE, Universidade Federal do Rio Grande do Sul. FORMOSO@VORTEX.UFRGS.BR ; Bsc. (Hons), MA, PhD, The Research Centre for the Built and Human Environment, University of Salford. J.HINKS@SURVEYING.SALFORD.AC.UK }, abstract={This paper discusses some aspects of a method of intervention in building processes that proved to be an effective mechanism for the learning of new production concepts. The intervention technique is designed to act as a starting point in quality and productivity improvement programs, which companies adopt and operate alone and in a competitive manner. It is oriented to producing rapid results, based on low-cost improvements, made without the need for changes in technology. The method involves an intensive data collection, the group analysis and formulation of a plan of improvements related with the operations strategy. The entire process, including the application of the improvements and a second diagnosis, required around six months for the nineteen small and medium-sized building companies involved. The principal outcomes appear to be a motivation within the companies to continue the process of improvement which the intervention started coupled with changes in the site production culture. SANTOS, , M.Sc., PhD. student at University of Salford A.SANTOS@SURVEYING.SALFORD.AC.UK FORMOSO, Carlos T., HINKS, John, }, author_keywords={ TQM, productivity, lean production, operations management, building process, process change, learning culture }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Serpell1996, author={Serpell, Alfredo and Alarcón, Luis Fernando and Ghio, Virgilio }, editor={ }, title={A General Framework for Improvement of the Construction Process }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/13}, affiliation={Department of Construction Engineering and Management, School of Engineering, Pontificia Universidad Católica de Chile, Santiago, Chile. ; Department of Construction Engineering and Management, School of Engineering, Pontificia Universidad Católica de Chile, Santiago, Chile. ; Department of Construction Engineering and Management, School of Engineering, Pontificia Universidad Católica de Chile, Santiago, Chile. }, abstract={A general framework developed for construction improvement and waste reduction is presented. This framework has been successfully applied during the last three years to several construction sites in Chile, through consulting services and research studies. The approach includes a set of structured activities and tools that are performed and applied for the identification and evaluation of the problems that produce construction waste, and the causes associated to them. A second stage of the approach corresponds to the development of both short and mid-term solutions in order to act on the factors that produce these problems with the purpose of reducing or eliminating their effects. A summary of the major improvements achieved through the application of this framework is also included to show the potential of this approach. }, author_keywords={construction, construction management, change management, waste reduction, productivity improvement }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Seymour1996, author={Seymour, David }, editor={ }, title={Developing Theory in Lean Construction }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/14}, affiliation={School of Civil Engineering, University of Birmingham, Edgbaston, Birmingham, B15 2TT UK. E-mail D.E.Seymour@bham.ac.uk }, abstract={The consensus at the Third Annual Conference of IGLC was that a Lean Construction (LC) philosophy and practice, distinct from existing construction praxes, are beginning to emerge. The need was identified to articulate and refine LC theory. In an attempt to contribute to the pursuit of this aim , the paper elaborates the proposition that a characteristic of existing organization and management theory is its inability to provide an adequate account of its own praxis. This is so because such theory is rooted in the rationalist or Cartesian paradigm which assumes the possibility of distinguishing between objective and subjective, and is, therefore, unable to address the actual processes, dynamics and so on that currently exist. In particular, there is a need to clarify, through empirical study, the relationship between research and its associated theory building and practice. Thus, there follow two issues which must form part of the LC agenda. First, a much more detailed understanding of current practice is necessary. Second, LC researchers, in pursuing their essentially action-oriented or developmental approach, in which the demonstration of practical benefit is at a premium, must be careful not to fall into the rationalist trap. This will be achieved to the extent that whatever theory they develop reflects the empirical realities that constitute the processes in which they are involved. }, author_keywords={lean Construction, rationalist philosophy, theory, method, socio-technical systems, practical reasoning }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Cooper1996, author={Cooper, Rachel and Hinks, John and Allen, Stephen and Carmichael, Stuart }, editor={ }, title={Adversaries or Partners? A Case Study of an Established Long-Term Relationship Between a Client and Major Contractor }, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/15}, affiliation={University of Salford, Salford M5 4WT, UK. ; University of Salford, Salford M5 4WT, UK. ; University of Salford, Salford M5 4WT, UK. ; University of Salford, Salford M5 4WT, UK. }, abstract={The paper presents details from a pilot case study from an IMI EPSRC funded research project. The case study examines a 20 year relationship between a client and contractor during which 15 projects have been successfully completed. The paper also examines the traditional nature of relationships in the construction industry and contrasts this to those found in the manufacturing industry. Research findings from the case study are presented and examined and, combining this with recent literature from both construction and manufacturing, a conceptual model of business relationships is presented. The intention of the research is to test and develop this model in subsequent case studies with the intention of producing practical guidelines for effective working relationships between designated stakeholders on construction projects. }, author_keywords={long-term relationships, attitudes, culture, behaviour }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Smook1996, author={Smook, Roger A.F. and Melles, Bert and Welling, Derk Th. }, editor={ }, title={Co-Ordinating the Supply Chain - Diffussing Lean Production in Construction}, journal={4th Annual Conference of the International Group for Lean Construction}, booktitle={4th Annual Conference of the International Group for Lean Construction}, year={1996}, url={http://www.iglc.net/papers/details/16}, affiliation={Delft University of Technology, Faculty of Civil Engineering Department of Building Engineering and Construction Management Section Design- & Construction Management. Delft Lean Construction Group ; Delft University of Technology, Faculty of Civil Engineering Department of Building Engineering and Construction Management Section Design- & Construction Management. Delft Lean Construction Group ; Delft University of Technology, Faculty of Civil Engineering Department of Building Engineering and Construction Management Section Design- & Construction Management. Delft Lean Construction Group }, abstract={This paper discusses the importance of co-ordinating the supply chain in the building process in the Netherlands in the case of implementing the lean production philosophy. }, address={Birmingham, UK }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, }