Refurbishment projects have shown declining productivity in the last decades. At the same time, refurbishment activity is increasing rapidly worldwide to achieve a more sustainable built environment. Thus, understanding reasons for the low productivity is a key aspect to reach environmental as well as economical sustainability. The aim of this research has been to identify Making-Do in refurbishment projects and the reasons behind it. A case study research approach has been used to collect data by actively participating in weekly Last Planner System meetings, observing work in progress on-site on three projects and conducting work sampling studies on six trades. The research showed that Making-Do is highly likely to be both the prevailing and lead waste form in all of the three cases, and that insufficient management of production was the main cause. This was found by firstly identifying an overlap between known impacts of Making-Do from literature and the most occurring negative impacts observed in the cases. Secondly, finding that talking generally contained the biggest potential for being reduced and that this potential had an apparent correlation with Making-Do. This research is an important step towards understanding Making-Do in refurbishment projects and how to detect and reduce lead waste in refurbishment, and to improve construction productivity.
{"title":"Towards Identifying Making-Do as Lead Waste in Refurbishment Projects","authors":"H. Neve, S. Wandahl","doi":"10.24928/2018/0236","DOIUrl":"https://doi.org/10.24928/2018/0236","url":null,"abstract":"Refurbishment projects have shown declining productivity in the last decades. At the same time, refurbishment activity is increasing rapidly worldwide to achieve a more sustainable built environment. Thus, understanding reasons for the low productivity is a key aspect to reach environmental as well as economical sustainability. The aim of this research has been to identify Making-Do in refurbishment projects and the reasons behind it. A case study research approach has been used to collect data by actively participating in weekly Last Planner System meetings, observing work in progress on-site on three projects and conducting work sampling studies on six trades. The research showed that Making-Do is highly likely to be both the prevailing and lead waste form in all of the three cases, and that insufficient management of production was the main cause. This was found by firstly identifying an overlap between known impacts of Making-Do from literature and the most occurring negative impacts observed in the cases. Secondly, finding that talking generally contained the biggest potential for being reduced and that this potential had an apparent correlation with Making-Do. This research is an important step towards understanding Making-Do in refurbishment projects and how to detect and reduce lead waste in refurbishment, and to improve construction productivity.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"493 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":"115861682","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":"Project Delivery Through Lean Principles Across All Disciplnes of Construction in a Developing Country Environment","authors":"Kaezad Karanjawala, D. Baretto","doi":"10.24928/2018/0420","DOIUrl":"https://doi.org/10.24928/2018/0420","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"32 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":"114664212","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}
Krishna Chauhan, A. Peltokorpi, O. Seppänen, Klas Berghede
Prefabrication and takt planning and control have been discussed a lot among lean construction researchers and practitioners. However, prefabrication and takt planning together as a way to promote industrialization in construction have been under explored in earlier research. Based on a literature review and two case analysis, this study explored the synergies between prefabrication and takt to promote the industrialization in construction. First case applied prefabrication and takt planning together and the second case applied takt planning, without prefabrication. Our results demonstrate that the two concepts together lead to better results and just implementing takt without prefabrication eventually moves the bottleneck of the project to drying times that could be solved with prefabrication. Therefore, both prefabrication and takt planning benefit from the combination and we argue that industrialization in construction requires both concepts.
{"title":"Combining Takt Planning With Prefabrication for Industrialized Construction","authors":"Krishna Chauhan, A. Peltokorpi, O. Seppänen, Klas Berghede","doi":"10.24928/2018/0542","DOIUrl":"https://doi.org/10.24928/2018/0542","url":null,"abstract":"Prefabrication and takt planning and control have been discussed a lot among lean construction researchers and practitioners. However, prefabrication and takt planning together as a way to promote industrialization in construction have been under explored in earlier research. Based on a literature review and two case analysis, this study explored the synergies between prefabrication and takt to promote the industrialization in construction. First case applied prefabrication and takt planning together and the second case applied takt planning, without prefabrication. Our results demonstrate that the two concepts together lead to better results and just implementing takt without prefabrication eventually moves the bottleneck of the project to drying times that could be solved with prefabrication. Therefore, both prefabrication and takt planning benefit from the combination and we argue that industrialization in construction requires both concepts.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"2 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":"117193409","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":"Buffer Management in Construction - a New Zealand Study","authors":"M. Poshdar, V. Gonzalez, B Kasiviswanathan","doi":"10.24928/2018/0517","DOIUrl":"https://doi.org/10.24928/2018/0517","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"160 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":"132760093","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}
Today, construction projects are increasing in complexity as a result of higher demands for quality in production and material choice, tougher competition in the market and increased use of digital tools. These factors are increasing the need for higher quality and competence in achieving project success. Changing the approach towards development of new and innovative solutions should play a key role to achieve competitive advantage in future projects. The team of the construction project Bispevika in Oslo, Norway is working on how creative collaborative practices can be performed in problem-solving processes, in order to develop improved, innovative solutions. This study considers following research questions through a case study of Team Bispevika: Which creative collaborative practices are implemented in Bispevika? What are the experiences of these practices? How to improve these practices in future projects? In addition to observations on site within design and procurement, interviews of project managers as well as a document study based on received project material is carried out to answer the research questions. A literature study on interaction, trust in collaboration, creativity, creative processes and creativity and innovation in lean is also presented. The engagement of an innovation manager as a facilitator combined with his own research on creative practices contributes to the overall vision of being an innovative project. The executed method is based on a three-phased process leading to the choice of best solution to a given issue. By using a strategy of creating winning teams and focusing on trust in these collaborations, the project is aiming at innovating the way projects are managed in the future. Identified creative collaborative practices with experiences and possible improvements are presented. Among successful practices are co-location of stakeholders, use of digital aids, ICE-meetings, discipline strategies and constraint-shattering practices, in addition to the development of Key Performance Indicators.
{"title":"Innovation with Creative Collaborative Practices","authors":"Ingrid Løvendahl Berg, S. Lombardo, O. Lædre","doi":"10.24928/2018/0397","DOIUrl":"https://doi.org/10.24928/2018/0397","url":null,"abstract":"Today, construction projects are increasing in complexity as a result of higher demands for quality in production and material choice, tougher competition in the market and increased use of digital tools. These factors are increasing the need for higher quality and competence in achieving project success. Changing the approach towards development of new and innovative solutions should play a key role to achieve competitive advantage in future projects. The team of the construction project Bispevika in Oslo, Norway is working on how creative collaborative practices can be performed in problem-solving processes, in order to develop improved, innovative solutions. This study considers following research questions through a case study of Team Bispevika: Which creative collaborative practices are implemented in Bispevika? What are the experiences of these practices? How to improve these practices in future projects? In addition to observations on site within design and procurement, interviews of project managers as well as a document study based on received project material is carried out to answer the research questions. A literature study on interaction, trust in collaboration, creativity, creative processes and creativity and innovation in lean is also presented. The engagement of an innovation manager as a facilitator combined with his own research on creative practices contributes to the overall vision of being an innovative project. The executed method is based on a three-phased process leading to the choice of best solution to a given issue. By using a strategy of creating winning teams and focusing on trust in these collaborations, the project is aiming at innovating the way projects are managed in the future. Identified creative collaborative practices with experiences and possible improvements are presented. Among successful practices are co-location of stakeholders, use of digital aids, ICE-meetings, discipline strategies and constraint-shattering practices, in addition to the development of Key Performance Indicators.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"330 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":"114801066","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}
Audrey M. Bascoul, I. Tommelein, P. Tillmann, Scott Muxen
The discipline of Facility Management (FM) emerged in the 1970s triggered by the concomitance of (1) increasing complexity in the workplace and (2) understanding of an interdependence between users’ behaviors and building design. Despite the existence of FM, a number of buildings today still fail to deliver value during the occupation phase. Although various causes contribute to such failures, this paper focuses on the lack of strategic involvement of Facilities Managers (FMs) in design. It uses the University of California, San Francisco (UCSF) as a case study to describe how an organization has-in the course of its Lean journey-learned the importance, not only of considering FM requirements during design, but more importantly of actively engaging FMs early in the design process. Benefits experienced by UCSF are multiple. One is that FMs understand, perhaps better than designers, the complexity of the programs housed by UCSF buildings and the constraints this complexity imposes on the design requirements. This helps FMs advise on trade-offs between their preferences for simple (e.g., easy-to-maintain) systems and the programs’ needs for complex systems.
{"title":"Towards Facility Management Participation in Design: A UCSF Case Study","authors":"Audrey M. Bascoul, I. Tommelein, P. Tillmann, Scott Muxen","doi":"10.24928/2018/0209","DOIUrl":"https://doi.org/10.24928/2018/0209","url":null,"abstract":"The discipline of Facility Management (FM) emerged in the 1970s triggered by the concomitance of (1) increasing complexity in the workplace and (2) understanding of an interdependence between users’ behaviors and building design. Despite the existence of FM, a number of buildings today still fail to deliver value during the occupation phase. Although various causes contribute to such failures, this paper focuses on the lack of strategic involvement of Facilities Managers (FMs) in design. It uses the University of California, San Francisco (UCSF) as a case study to describe how an organization has-in the course of its Lean journey-learned the importance, not only of considering FM requirements during design, but more importantly of actively engaging FMs early in the design process. Benefits experienced by UCSF are multiple. One is that FMs understand, perhaps better than designers, the complexity of the programs housed by UCSF buildings and the constraints this complexity imposes on the design requirements. This helps FMs advise on trade-offs between their preferences for simple (e.g., easy-to-maintain) systems and the programs’ needs for complex systems.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"7 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":"114656929","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, M. Binninger, Svenja Oprach, Shervin Haghsheno
When scheduling a construction project, resource consumption, efficiency of the trades, external influences and the possible changes within the construction process must be taken into account. Hence, the complexity of the construction schedule and an exact planning is difficult. So often the time buffers are balancing the unexpected events. That’s the reason the full potentials of the construction project are often missed. The approach of Takt Planning and Takt Control (TPTC) offers a possibility to dimension buffers and schedule them transparently. This approach is often seen as a rigid and complicated procedure. The planning has to be adapted with a huge effort to changes in the construction process and therefore often does not show the real image of the construction site. The three-level model tries to structure the method for all participants. This paper aims to improve the simplicity of dimensioning value, time and activities in Takt Planning. Performance indicators can provide information about the dimensioning and its adaptation to the construction process. Thus, TPTC can be seen as a flexible method for controlling the complexity of construction planning and excellerate efficiency of the hole project.
在安排建设项目时，必须考虑资源消耗、行业效率、外部影响以及施工过程中可能发生的变化。因此，施工进度的复杂性和精确的规划是困难的。所以时间缓冲通常是用来平衡意外事件的。这就是建设项目的全部潜力经常被忽视的原因。Takt Planning and Takt Control (TPTC)的方法提供了对缓冲区进行维度划分并透明地对其进行调度的可能性。这种方法通常被视为一种僵化和复杂的程序。规划必须付出巨大的努力来适应施工过程中的变化，因此往往不能显示施工现场的真实形象。三层模型试图为所有参与者构建方法。本文的目的是提高量化价值、时间和活动的简洁性。性能指标可以提供有关尺寸及其对施工过程的适应性的信息。因此，TPTC可以看作是一种控制施工规划复杂性和提高钻孔工程效率的灵活方法。
{"title":"Mastering Complexity in Takt Planning and Takt Control - Using the Three Level Model to Increase Efficiency and Performance in Construction Projects","authors":"J. Dlouhy, M. Binninger, Svenja Oprach, Shervin Haghsheno","doi":"10.24928/2018/0476","DOIUrl":"https://doi.org/10.24928/2018/0476","url":null,"abstract":"When scheduling a construction project, resource consumption, efficiency of the trades, external influences and the possible changes within the construction process must be taken into account. Hence, the complexity of the construction schedule and an exact planning is difficult. So often the time buffers are balancing the unexpected events. That’s the reason the full potentials of the construction project are often missed. The approach of Takt Planning and Takt Control (TPTC) offers a possibility to dimension buffers and schedule them transparently. This approach is often seen as a rigid and complicated procedure. The planning has to be adapted with a huge effort to changes in the construction process and therefore often does not show the real image of the construction site. The three-level model tries to structure the method for all participants. This paper aims to improve the simplicity of dimensioning value, time and activities in Takt Planning. Performance indicators can provide information about the dimensioning and its adaptation to the construction process. Thus, TPTC can be seen as a flexible method for controlling the complexity of construction planning and excellerate efficiency of the hole project.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"18 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":"125361980","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-Driven Passenger Experience Design","authors":"F. Bosi, M. Esposito, R. Sacks","doi":"10.24928/2018/0489","DOIUrl":"https://doi.org/10.24928/2018/0489","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"90 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":"125676643","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}
Construction projects can be modelled, using TFV theory of lean construction, as combination of main activity network that are primarily transformations and feeding flow processes which supply input material to main activities. These feeding processes may include one or more sub-processes/ and operations with varying cycle time (C/T). The lack of synchronization between these sub processes/ operations results into construction bottlenecks which delay the execution of main activities. Mechanization of few processes/ sub-processes or operations in isolation create large variation in cycle time and shifts the location of bottlenecks. Thus, limited benefits accrue from mechanization, automation, etc. The present study proposes a framework to locate the bottlenecks through hierarchical process analysis and discrete event simulation. These bottlenecks can be eliminated through modifying cycle time of selected sub process /operation by changing resources allocation and by eliminating waste with the ultimate aim to enhance overall productivity. The proposed framework is demonstrated utilizing data from an automated railway track construction project. The substantial improvement in construction productivity was observed after synchronization of cycle time.
{"title":"Optimizing Flow Process Through Synchronisation of Cycle Time","authors":"P. Pandey, Somil Agrawal, J. Maheswari","doi":"10.24928/2018/0497","DOIUrl":"https://doi.org/10.24928/2018/0497","url":null,"abstract":"Construction projects can be modelled, using TFV theory of lean construction, as combination of main activity network that are primarily transformations and feeding flow processes which supply input material to main activities. These feeding processes may include one or more sub-processes/ and operations with varying cycle time (C/T). The lack of synchronization between these sub processes/ operations results into construction bottlenecks which delay the execution of main activities. Mechanization of few processes/ sub-processes or operations in isolation create large variation in cycle time and shifts the location of bottlenecks. Thus, limited benefits accrue from mechanization, automation, etc. The present study proposes a framework to locate the bottlenecks through hierarchical process analysis and discrete event simulation. These bottlenecks can be eliminated through modifying cycle time of selected sub process /operation by changing resources allocation and by eliminating waste with the ultimate aim to enhance overall productivity. The proposed framework is demonstrated utilizing data from an automated railway track construction project. The substantial improvement in construction productivity was observed after synchronization of cycle time.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"30 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":"126995676","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 recurring poor performance and lack of collaborative culture in the UK construction industry has been a topic of debate for many years now. This has triggered an industry wide demand for performance improvement and innovation in the construction sector. Several studies over the years have reported and linked these concerns to fragmentation, deep-seated cultural resistance and negative commercial behaviours among project participants. Traditionally, Quantity Surveyors (QSs) within the UK system are popularly known for their commercial management functions i.e., contract advice and cost related roles. But, the lack of evidence on collaborative practice across the commercial roles often performed by the QSs in practice has revealed a separation within the construction model where QSs are formulated outside the core project production team (client, designers, and constructors). This continues with further practical implications like process waste, value loss, conflicts among others. However, recently, there were calls for industry-wide modernisation with an appeal specifically on QSs to create positive link within the value chain as against being a burden to it. Based on a literature review and a case study approach, the study further discovered other commercial factors deterring collaborative practice that is emanating from QSs position outside the production system. These factors among others are: commercial background &training, customer &safeguarding practice, excessive monthly reporting & commercial governance and balancing standards with innovation.
{"title":"Evaluating Why Quantity Surveyors Conflict With Collaborative Project Delivery System","authors":"Sa’id N. Ahmed, C. Pasquire, E. Manu","doi":"10.24928/2018/0391","DOIUrl":"https://doi.org/10.24928/2018/0391","url":null,"abstract":"The recurring poor performance and lack of collaborative culture in the UK construction industry has been a topic of debate for many years now. This has triggered an industry wide demand for performance improvement and innovation in the construction sector. Several studies over the years have reported and linked these concerns to fragmentation, deep-seated cultural resistance and negative commercial behaviours among project participants. Traditionally, Quantity Surveyors (QSs) within the UK system are popularly known for their commercial management functions i.e., contract advice and cost related roles. But, the lack of evidence on collaborative practice across the commercial roles often performed by the QSs in practice has revealed a separation within the construction model where QSs are formulated outside the core project production team (client, designers, and constructors). This continues with further practical implications like process waste, value loss, conflicts among others. However, recently, there were calls for industry-wide modernisation with an appeal specifically on QSs to create positive link within the value chain as against being a burden to it. Based on a literature review and a case study approach, the study further discovered other commercial factors deterring collaborative practice that is emanating from QSs position outside the production system. These factors among others are: commercial background &training, customer &safeguarding practice, excessive monthly reporting & commercial governance and balancing standards with innovation.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"36 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":"116060154","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}
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