TY  - CONF
TI  - Lean Design Management in a Major Infrastructure Project in UK
AU  - Mota, Bruno
AU  - Biotto, Clarissa
AU  - Choudhury, Athar
AU  - Abley, Simon
AU  - Kagioglou, Mike
AD  - Senior Lean Consultant, Logikal Projects, Birmingham, UK, bmota@logikalprojects.com
AD  - Post-Doc Researcher, Federal University of São Carlos, São Carlos, Brazil, clerwice@gmail.com
AD  - Graduate Consultant, Logikal Projects, Birmingham, UK, achoudhury@logikalprojects.com
AD  - Regional Director, Logikal Projects, Birmingham, UK, sabley@logikalprojects.com
AD  - Dean, School of Art, Design and Architecture, University of Huddersfield, Huddersfield, UK, M.Kagioglou@hud.ac.uk
PY  - 2019
DA  - 2019/07/03
T2  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
C3  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
CY  - Dublin, Ireland
SP  - 37
EP  - 48
DO  - 10.24928/2019/0251
SN  - 2309-0979 (ISSN)
AB  - Lean Design Management (LDM) is a response from the lean construction community to overcome the chaotic design process in the AEC industry. Many tools, processes and methods were adapted to the context of design with limited success. This paper presents the use and adaptation of different lean design tools and processes in two phases of a major infrastructure project in the UK. The project is the new high-speed railway to be the backbone of the UK transport network, and it is considered Europe’s largest infrastructure project. The lean design implementation occurred in a Joint-Venture (JV) that had been awarded the main works civils contracts. This paper also compares the results of combined use of adapted last planner in phase 1 and adapted design structure matrix in phase 2, and identifies some of the practical challenges and benefits of the implementation of lean design management. The main contribution of this paper is the contextualisation of different project organisational structures and its influence on the success of the LDM tools implementation. Moreover, a common result for both phases is the enhancement of project communication, collaboration, and transparency of information for planning and control of the project activities.
KW  - Lean design management
KW  - last planner system
KW  - design structure matrix
L1  - https://www.iglc.net/papers/details/1659/pdf
UR  - https://www.iglc.net/papers/details/1659
DB  - IGLC.net
LA  - English
N1  - Export date: 04 October 2026
ER  -