There is increasing “acceptance” that compliance to International Organization for Standardization (ISO) Quality Management Systems is adequate to secure the full benefits of continuous improvement (CI) practice. This appears to detract construction organizations from developing CI practice that can significantly contribute to a culture of CI. This paper proposes that implementation of the Last Planner System (LPS) for improving construction project planning and scheduling (P&S), based on lean construction’s TFV theory, can contribute to CI culture within an ISO QMS compliance framework. It is argued that claims regarding lean construction as being amongst one of the many construction improvement ‘panaceas’ that are non-contextual, generic solutions that are reductionist ‘bolt-on’ models of change are rather unfounded. In order to substantiate the above argument a CI maturity model was developed based on CI critical success factors based on a Delphi survey, and the CI maturity level of ISOcertified and non-ISO certified construction contracting organizations in the P&S process was compared. 39 ISO-certified and 57 non-ISO certified contractor’s CI maturity was analyzed using independent t-test. Although the ISO-certified organizations’ CI maturity level was higher, the general maturity level was low, warranting serious consideration for the application of LPS.
{"title":"ISO and Lean Can Contribute to a Culture of Continuous Improvement","authors":"C. P. Gomez, H. Hamid","doi":"10.24928/2018/0270","DOIUrl":"https://doi.org/10.24928/2018/0270","url":null,"abstract":"There is increasing “acceptance” that compliance to International Organization for Standardization (ISO) Quality Management Systems is adequate to secure the full benefits of continuous improvement (CI) practice. This appears to detract construction organizations from developing CI practice that can significantly contribute to a culture of CI. This paper proposes that implementation of the Last Planner System (LPS) for improving construction project planning and scheduling (P&S), based on lean construction’s TFV theory, can contribute to CI culture within an ISO QMS compliance framework. It is argued that claims regarding lean construction as being amongst one of the many construction improvement ‘panaceas’ that are non-contextual, generic solutions that are reductionist ‘bolt-on’ models of change are rather unfounded. In order to substantiate the above argument a CI maturity model was developed based on CI critical success factors based on a Delphi survey, and the CI maturity level of ISOcertified and non-ISO certified construction contracting organizations in the P&S process was compared. 39 ISO-certified and 57 non-ISO certified contractor’s CI maturity was analyzed using independent t-test. Although the ISO-certified organizations’ CI maturity level was higher, the general maturity level was low, warranting serious consideration for the application of LPS.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129561484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Lack of sufficient attention to the possible benefits of adopting lean concept has hindered the performance of small and medium enterprise (SME) contractors in Sri Lanka. Insufficient knowledge on minimising non-value adding activities (NVAA) is considered as the major barrier to implementing lean. Moreover, there is a lack of empirical research identifying NVAA, in order to trigger lean adoption in Sri Lankan SME contractors. Hence, the paper investigates NVAA, their significance and the causes, which hinder lean implementation in Sri Lankan SME contractors. A literature review, followed by five case studies were carried out, and the data were analysed using 5-why analysis. According to findings, lean construction is still a relatively unfamiliar approach among SME contractors in Sri Lanka. Some organisations follow lean techniques in an ad-hoc manner without an adequate understanding of the concept. The studyfurther identified defects, inventory and waiting as major NVAA categories relevant to SME contractors. Lack of finance, insufficient training, cultural inertia, lack of individual capacities, lack of networking and collaboration, and lack of action learning were identified as the root causes for NVAA of SME contractors. Although respondents expressed their willingness to implement lean to enhance value, they identified lack of capacities as a major constraint against enabling lean adoption among SME contractors in Sri Lanka.
{"title":"Enabling Lean Among Small and Medium Enterprise (SME) Contractors in Sri Lanka","authors":"K. Ranadewa, Y. Sandanayake, M. Siriwardena","doi":"10.24928/2018/0428","DOIUrl":"https://doi.org/10.24928/2018/0428","url":null,"abstract":"Lack of sufficient attention to the possible benefits of adopting lean concept has hindered the performance of small and medium enterprise (SME) contractors in Sri Lanka. Insufficient knowledge on minimising non-value adding activities (NVAA) is considered as the major barrier to implementing lean. Moreover, there is a lack of empirical research identifying NVAA, in order to trigger lean adoption in Sri Lankan SME contractors. Hence, the paper investigates NVAA, their significance and the causes, which hinder lean implementation in Sri Lankan SME contractors. A literature review, followed by five case studies were carried out, and the data were analysed using 5-why analysis. According to findings, lean construction is still a relatively unfamiliar approach among SME contractors in Sri Lanka. Some organisations follow lean techniques in an ad-hoc manner without an adequate understanding of the concept. The studyfurther identified defects, inventory and waiting as major NVAA categories relevant to SME contractors. Lack of finance, insufficient training, cultural inertia, lack of individual capacities, lack of networking and collaboration, and lack of action learning were identified as the root causes for NVAA of SME contractors. Although respondents expressed their willingness to implement lean to enhance value, they identified lack of capacities as a major constraint against enabling lean adoption among SME contractors in Sri Lanka.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128679719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The importance of a collaborative environment to achieve success in projects has been widely discussed in the literature and different mechanisms have been developed and introduced to support a collaborative approach to construction projects, i.e. new forms of agreement, new office arrangements, financial incentives, a shared risk and reward approach, the development of shared goals, etc. However, the literature related to these mechanisms is predominantly prescriptive, with little evidence and justification on why some of these mechanisms might be important to support collaboration. In this paper, we focus on discussing the development of shared goals as a means to support collaboration. We collected findings from two case studies in which an explicit process for goal setting and tracking was used to emphasize a collaborative environment. The technique used in these projects are not new and have been documented elsewhere. However, the benefits of these kind of techniques to support collaboration have not been fully explored in the lean construction community. Thus, the intent of this paper is to report some of the benefits that a goal setting exercise brought to two construction projects while having a theoretical discussion to explain why such process can be beneficial and should also be considered along with other mechanisms as an important element to support collaboration.
{"title":"Explaining the Benefits of Team Goals to Support Collaboration","authors":"Annett Schöttle, P. Tillmann","doi":"10.24928/2018/0490","DOIUrl":"https://doi.org/10.24928/2018/0490","url":null,"abstract":"The importance of a collaborative environment to achieve success in projects has been widely discussed in the literature and different mechanisms have been developed and introduced to support a collaborative approach to construction projects, i.e. new forms of agreement, new office arrangements, financial incentives, a shared risk and reward approach, the development of shared goals, etc. However, the literature related to these mechanisms is predominantly prescriptive, with little evidence and justification on why some of these mechanisms might be important to support collaboration. In this paper, we focus on discussing the development of shared goals as a means to support collaboration. We collected findings from two case studies in which an explicit process for goal setting and tracking was used to emphasize a collaborative environment. The technique used in these projects are not new and have been documented elsewhere. However, the benefits of these kind of techniques to support collaboration have not been fully explored in the lean construction community. Thus, the intent of this paper is to report some of the benefits that a goal setting exercise brought to two construction projects while having a theoretical discussion to explain why such process can be beneficial and should also be considered along with other mechanisms as an important element to support collaboration.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123480278","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Lean Formwork","authors":"C. Ko, Jiun-De Kuo","doi":"10.24928/2018/0211","DOIUrl":"https://doi.org/10.24928/2018/0211","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"124 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121442980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
P. Arroyo, Annett Schöttle, R. Christensen, T. Alves, D. Costa, Kristen Parrish, C. Tsao
This paper examines findings from a gender bias study in the Owner, Architecture, Engineering, and Construction (OAEC) industry. By definition, a bias is a deviation from what is normal, which is defined by social norms. If different attitudes towards male vs. female co-workers exist, then one group may gain subtle yet impactful advantages in career development and work engagement. To what extent does this happen within the OAEC industry, including lean construction practice? While several industries studied the negative impact of gender bias on women in the workplace, this has not been studied in the lean construction community. Thus, this study fills the gap. Lean is based on respect for people and continuous improvement. Do these principles translate into more equitable experiences in promoting ideas, and in career development and work engagement for men and women in the OAEC industry? Regardless, if gender biases are acknowledged, then what programs exist or might exist to provide support to the disadvantaged group and level the playing field? The authors addressed these questions by administering a survey over social networks. This paper highlights initial results to raise awareness of the existence and impact of gender bias and begin exploring methods to overcome it.
{"title":"Impact of Gender Bias on Career Development &Work Engagement in the Oaec Industry & Lean Practice","authors":"P. Arroyo, Annett Schöttle, R. Christensen, T. Alves, D. Costa, Kristen Parrish, C. Tsao","doi":"10.24928/2018/0496","DOIUrl":"https://doi.org/10.24928/2018/0496","url":null,"abstract":"This paper examines findings from a gender bias study in the Owner, Architecture, Engineering, and Construction (OAEC) industry. By definition, a bias is a deviation from what is normal, which is defined by social norms. If different attitudes towards male vs. female co-workers exist, then one group may gain subtle yet impactful advantages in career development and work engagement. To what extent does this happen within the OAEC industry, including lean construction practice? While several industries studied the negative impact of gender bias on women in the workplace, this has not been studied in the lean construction community. Thus, this study fills the gap. Lean is based on respect for people and continuous improvement. Do these principles translate into more equitable experiences in promoting ideas, and in career development and work engagement for men and women in the OAEC industry? Regardless, if gender biases are acknowledged, then what programs exist or might exist to provide support to the disadvantaged group and level the playing field? The authors addressed these questions by administering a survey over social networks. This paper highlights initial results to raise awareness of the existence and impact of gender bias and begin exploring methods to overcome it.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125587082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sulyn Gomez, G. Ballard, Nader Naderpajouh, Santiago Ruiz
{"title":"Integrated Project Delivery for Infrastructure Projects in Peru","authors":"Sulyn Gomez, G. Ballard, Nader Naderpajouh, Santiago Ruiz","doi":"10.24928/2018/0506","DOIUrl":"https://doi.org/10.24928/2018/0506","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128184722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The concrete industry in India is subjected to challenges such as aggressive work schedules, space constraints and requirement of concrete with high strength and quality which has created an increasing awareness of Ready Mix Concrete (RMC) due to its many advantages. However, RMC Industry has been always being plagued by issues such as ensuring proper understanding of customer requirements, tracking of product delivery during transit from manufacturing plant to site, unceasing follow ups, and planning error free concrete pours. Improper handling of these issues leads to losses in man-hour, time and quality and cause customer dissatisfaction. In this age of digitization, a leading RMC company felt the need to formulate a customer service oriented mobile based application (App) for addressing customer concerns. In order to make the App relevant with real-time updates, the organisation mapped customer issues. This paper elaborates the journey for the development of RMC App and explains how it serves as a virtual assistant to enhance the customer experience by easy tracking and real-time product updates right from the concrete booking to delivery at project sites. The approach for App development based on Lean principles is brought out in the paper, covering strong orientation for customer value creation, innovative approach for operational efficiency and waste minimization by continuous improvement etc.
{"title":"Digitization for Customer Delight in Ready Mix Concrete Business in India","authors":"A. Mathew, Mehernosh Pooniwala","doi":"10.24928/2018/0427","DOIUrl":"https://doi.org/10.24928/2018/0427","url":null,"abstract":"The concrete industry in India is subjected to challenges such as aggressive work schedules, space constraints and requirement of concrete with high strength and quality which has created an increasing awareness of Ready Mix Concrete (RMC) due to its many advantages. However, RMC Industry has been always being plagued by issues such as ensuring proper understanding of customer requirements, tracking of product delivery during transit from manufacturing plant to site, unceasing follow ups, and planning error free concrete pours. Improper handling of these issues leads to losses in man-hour, time and quality and cause customer dissatisfaction. In this age of digitization, a leading RMC company felt the need to formulate a customer service oriented mobile based application (App) for addressing customer concerns. In order to make the App relevant with real-time updates, the organisation mapped customer issues. This paper elaborates the journey for the development of RMC App and explains how it serves as a virtual assistant to enhance the customer experience by easy tracking and real-time product updates right from the concrete booking to delivery at project sites. The approach for App development based on Lean principles is brought out in the paper, covering strong orientation for customer value creation, innovative approach for operational efficiency and waste minimization by continuous improvement etc.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115831538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Production management in construction is moving away from conventional construction management. The correctives to this model have been explicitly or implicitly based on flow and value principles. Supply Chain Management (SCM) is often presented as suitable for efficient management of construction production, but its successful implementation in the industry remains limited, particularly at the lower tiers of the construction supply chain. This paper takes a closer look at SCM – an analysis from the production perspective might help to create a better understanding of the concept and the key principles presented could be prescriptive in the further development of SCM in construction.
{"title":"Supply Chain Management in Construction From a Production Theory Perspective","authors":"R. Broft, L. Koskela","doi":"10.24928/2018/0538","DOIUrl":"https://doi.org/10.24928/2018/0538","url":null,"abstract":"Production management in construction is moving away from conventional construction management. The correctives to this model have been explicitly or implicitly based on flow and value principles. Supply Chain Management (SCM) is often presented as suitable for efficient management of construction production, but its successful implementation in the industry remains limited, particularly at the lower tiers of the construction supply chain. This paper takes a closer look at SCM – an analysis from the production perspective might help to create a better understanding of the concept and the key principles presented could be prescriptive in the further development of SCM in construction.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132539133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ABSTRACT The implementation of the Last Planner® System increases the reliability of planning and performance levels through the management of commitments. So far, the conversations during which commitments are set at planning meetings have not been analyzed in sufficient depth. However, this analysis is essential to generate reliable commitments that reduce the uncertainty and variability of projects. The research reported in this paper moves toward this analysis by developing indicators of commitments based on the Linguistic Action Perspective, developed by Fernando Flores. Indicators of commitments (i.e. definition of roles and responsibilities, declaration of the relevance of each commitment); requests and promises (i.e. making the deadline explicit); and foundations of trust (i.e. reliability), were developed and tested based on the methodology “Design Science Research”. To verify the feasibility of measuring these indicators, a pilot test was conducted, which consisted of a Villego® Simulation applied to a group of students. Given the nature of this simulation, only part of the indicators could be verified, while the remainder is currently being verified through observation on site. The indicators that were validated are a useful tool to measure, control and improve the management of commitments in planning meetings, as they provide fast and specific feedback on these aspects, which undoubtedly enriches implementation of the Last Planner® System.
Last Planner®系统的实施通过对承诺的管理，提高了计划和绩效水平的可靠性。到目前为止，在规划会议上作出承诺的对话还没有得到足够深入的分析。然而，这种分析对于产生减少项目的不确定性和可变性的可靠承诺是必不可少的。本文报告的研究通过基于费尔南多·弗洛雷斯(Fernando Flores)提出的语言行为视角(Linguistic Action Perspective)开发承诺指标，向这一分析迈进。承诺指标(即定义角色和责任，宣布每项承诺的相关性);请求和承诺(即明确截止日期);和信任的基础(即可靠性)，是根据“设计科学研究”的方法开发和测试的。为了验证测量这些指标的可行性，进行了一项试点测试，其中包括应用于一组学生的Villego®模拟。鉴于这一模拟的性质，只有部分指标可以得到核实，其余指标目前正在通过现场观察加以核实。经过验证的指标是衡量、控制和改进计划会议承诺管理的有用工具，因为它们在这些方面提供了快速和具体的反馈，这无疑丰富了Last Planner®系统的实施。
{"title":"Indicators for Observing Elements of Linguistic Action Perspective in Last Planner® System","authors":"L. A. Salazar, G. Ballard, P. Arroyo, L. Alarcón","doi":"10.24928/2018/0441","DOIUrl":"https://doi.org/10.24928/2018/0441","url":null,"abstract":"ABSTRACT The implementation of the Last Planner® System increases the reliability of planning and performance levels through the management of commitments. So far, the conversations during which commitments are set at planning meetings have not been analyzed in sufficient depth. However, this analysis is essential to generate reliable commitments that reduce the uncertainty and variability of projects. The research reported in this paper moves toward this analysis by developing indicators of commitments based on the Linguistic Action Perspective, developed by Fernando Flores. Indicators of commitments (i.e. definition of roles and responsibilities, declaration of the relevance of each commitment); requests and promises (i.e. making the deadline explicit); and foundations of trust (i.e. reliability), were developed and tested based on the methodology “Design Science Research”. To verify the feasibility of measuring these indicators, a pilot test was conducted, which consisted of a Villego® Simulation applied to a group of students. Given the nature of this simulation, only part of the indicators could be verified, while the remainder is currently being verified through observation on site. The indicators that were validated are a useful tool to measure, control and improve the management of commitments in planning meetings, as they provide fast and specific feedback on these aspects, which undoubtedly enriches implementation of the Last Planner® System.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130885773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
J. Dlouhy, Svenja Oprach, M. Binninger, Tobias Richter, Shervin Haghsheno
Takt Planning and Takt Control (TPTC) as a method for construction processes shows the potential for improving time aspects of construction sites in many practical examples. A first example of using the method of TPTC not only in construction but also in following processes such as equipment installation (production projects) indicates equal improvements. By analyzing 10 construction and seven equipment installation case studies, this paper gives an overview of similarities and differences in construction and equipment projects. Furthermore, it describes adjustments for using TPTC in the construction stage as well as in the equipment assembly stage and picturing each stage’s timetable in one common Takt Plan for increased clarity. Interlinking planning phases of both stages shows not only, that further time savings in implementation phases can be realized, but also that overall project planning can benefit from considering interfaces to upstream and downstream phases.
Takt Planning and Takt Control (TPTC)作为施工过程的一种方法，在许多实际实例中显示出改善施工现场时间方面的潜力。第一个使用TPTC方法的例子不仅在施工中，而且在设备安装(生产项目)等后续过程中也表明了同样的改进。本文通过对10个建筑和7个设备安装案例的分析，概述了建筑和设备项目的异同。此外，它还描述了在施工阶段和设备装配阶段使用TPTC的调整，并将每个阶段的时间表绘制在一个共同的Takt计划中，以增加清晰度。这两个阶段的相互关联的规划阶段不仅表明在实施阶段可以进一步节省时间，而且还表明考虑到上游和下游阶段的接口可以使整个项目规划受益。
{"title":"Using Taktplanning and Taktcontrol in Production Projects – Comparsion of Construction and Equipment Phases","authors":"J. Dlouhy, Svenja Oprach, M. Binninger, Tobias Richter, Shervin Haghsheno","doi":"10.24928/2018/0477","DOIUrl":"https://doi.org/10.24928/2018/0477","url":null,"abstract":"Takt Planning and Takt Control (TPTC) as a method for construction processes shows the potential for improving time aspects of construction sites in many practical examples. A first example of using the method of TPTC not only in construction but also in following processes such as equipment installation (production projects) indicates equal improvements. By analyzing 10 construction and seven equipment installation case studies, this paper gives an overview of similarities and differences in construction and equipment projects. Furthermore, it describes adjustments for using TPTC in the construction stage as well as in the equipment assembly stage and picturing each stage’s timetable in one common Takt Plan for increased clarity. Interlinking planning phases of both stages shows not only, that further time savings in implementation phases can be realized, but also that overall project planning can benefit from considering interfaces to upstream and downstream phases.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132206137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：