https://doi.org/10.24928/2022/0102

Takt Planning Effectiveness Into One Billion Dollars Projects

Mohamed Abou El Fish¹, Diana Salhab², Mark Urizar³, Mohammed Shoeb⁴, Thirupal Neeraganti⁵ & Ali Majed⁶

¹ Lean Construction Manager, KEO International, Doha, Qatar, [email protected]
²2 Ph.D. student, Hole School of Construction Engineering, University of Alberta, Edmonton, Canada, [email protected], orcid.org/0000-0003-0307-6193
³Co-owner, AAAX architecture, Brunswick East, Victoria, Australia, [email protected]
⁴Lean Lead, TriConstruct, Doha, Qatar, [email protected]
⁵Lean Lead, Darwish Engineering, Doha, Qatar, [email protected]
⁶Lean Lead, TriConstruct, Doha, Qatar, [email protected]

Abstract

Takt Planning (TP) is a prominent Lean tool that is gaining wide applicability on construction projects; it helps assess project progress status from the beginning of a project until the end. TP techniques pinpoint the weaknesses in a project’s scope of work and assist in identifying appropriate ways to integrate resources into any given project. The approach has been thoroughly studied in building projects but not on infrastructure ones, and little empirical results have been reported. Hence, this paper presents results from a case study of applying TP in mega infrastructure projects in Qatar. The paper showcases issues faced by teams during the execution of work, their TP approach to remedy the situation, their approach for integrating TP into the existing system, and the corresponding outcomes. Results show that adoption of TP helped the construction team to properly control, organize, and place resources into projects to achieve desired goals. This study is an accurate example of how TP technique can resolve project problems and provide a clear ‘X-ray’ to scan large projects.

Keywords

Takt Planning, Infrastructure Projects, Lean tools

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Reference

Fish, M. A. E. , Salhab, D. , Urizar, M. , Shoeb, M. , Neeraganti, T. & Majed, A. 2022. Takt Planning Effectiveness Into One Billion Dollars Projects, Proc. 30th Annual Conference of the International Group for Lean Construction (IGLC) , 13-24. doi.org/10.24928/2022/0102

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