Many authors identify flow and pull as key lean production principles. In lean construction (LC)these principles are embodied within the “Last Planner® System” (LPS) to create more reliable workflow which is the heart of Lean Project Delivery. LPS has continued to evolve and develop over the last 25 years with pull planning – identifying what tasks SHOULD be done the last major elementadded. However, “pull planning” is often misunderstood as the entirety of LPS and frequently referred to as “Last Planner”. The remaining levels of the Last Planner “System” – CAN; WILL; DID and LEARN are not being used as originally intended by LPS developers Ballard and Howell. The struggle often begins with Make Ready Planning (CAN). This paper is the first output of a two-year research project focused on implementing the CAN; WILL; DID; LEARN levels of LPS within organisation (X). It outlines how the 8 Flows of Lean Project Delivery andthe“Flow Walk” are being used as a structured approach to collaboratively identify constraints and incorporate them into the risk registers and Make Ready Planning. This approach was effective to identify constraints and also create a shared understanding of project scope within project teams.
{"title":"Make Ready Planning Using Flow Walks: A New Approach to Collaboratively Identifying Project Constraints","authors":"Paul J. Ebbs, L. Christine, Pasquire","doi":"10.24928/2018/0448","DOIUrl":"https://doi.org/10.24928/2018/0448","url":null,"abstract":"Many authors identify flow and pull as key lean production principles. In lean construction (LC)these principles are embodied within the “Last Planner® System” (LPS) to create more reliable workflow which is the heart of Lean Project Delivery. LPS has continued to evolve and develop over the last 25 years with pull planning – identifying what tasks SHOULD be done the last major elementadded. However, “pull planning” is often misunderstood as the entirety of LPS and frequently referred to as “Last Planner”. The remaining levels of the Last Planner “System” – CAN; WILL; DID and LEARN are not being used as originally intended by LPS developers Ballard and Howell. The struggle often begins with Make Ready Planning (CAN). This paper is the first output of a two-year research project focused on implementing the CAN; WILL; DID; LEARN levels of LPS within organisation (X). It outlines how the 8 Flows of Lean Project Delivery andthe“Flow Walk” are being used as a structured approach to collaboratively identify constraints and incorporate them into the risk registers and Make Ready Planning. This approach was effective to identify constraints and also create a shared understanding of project scope within project teams.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"105 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":"129850451","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}
M. Binninger, J. Dlouhy, Johannes Schneider, Shervin Haghsheno
Construction projects are complex and include various processes, which have to be managed by a construction team. The position of a site manager or project manager (below we will use the term construction manager (CM)) plays an important role for the success of projects, because this position has the responsibility for the process organisation within the project. Studies show construction managers are typically exposed to a high level of stress. One German study from 1997 shows clearly the degree and effects of a high stress level. A major factor for inefficiency and a catalyst for stress could be a lack of transparency and missing communication inside a construction team. The paper describes the results of a study of the daily activities of construction managers. Six individuals were accompanied and interviewed. In total 55 hours of observation have been undertaken to analyse the daily routine at this organisational level in projects. Based on the results of this analysis the authors propose improvements for construction managers. The proposal is based on the idea to structure the daily work routine of a construction manager. This helps to reduce the frequent changes and interruptions in activities, so construction managers can concentrate on value creating activities.
{"title":"Analysis of the Activities of Site and Project Managers – Implications From the Perspective of Creating Value","authors":"M. Binninger, J. Dlouhy, Johannes Schneider, Shervin Haghsheno","doi":"10.24928/2018/0315","DOIUrl":"https://doi.org/10.24928/2018/0315","url":null,"abstract":"Construction projects are complex and include various processes, which have to be managed by a construction team. The position of a site manager or project manager (below we will use the term construction manager (CM)) plays an important role for the success of projects, because this position has the responsibility for the process organisation within the project. Studies show construction managers are typically exposed to a high level of stress. One German study from 1997 shows clearly the degree and effects of a high stress level. A major factor for inefficiency and a catalyst for stress could be a lack of transparency and missing communication inside a construction team. The paper describes the results of a study of the daily activities of construction managers. Six individuals were accompanied and interviewed. In total 55 hours of observation have been undertaken to analyse the daily routine at this organisational level in projects. Based on the results of this analysis the authors propose improvements for construction managers. The proposal is based on the idea to structure the daily work routine of a construction manager. This helps to reduce the frequent changes and interruptions in activities, so construction managers can concentrate on value creating activities.","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":"130910737","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}
Poor productivity and inefficiencies in the production process are alarming issues in the construction industry that also erode the value proposition of projects. Value Stream Mapping (VSM) and Work Sampling (WS) are two important techniques in the ‘Lean’ philosophy that aim at reducing and minimizing ‘waste’ in the life cycle process of activities and thereby aide in maximizing productivity. In this paper, we discuss the implementation challenges and benefits of these two techniques in an industrial project in India through an action-based research methodology. While VSM was adopted for Vacuum Dewatering Concrete Flooring works, tour based WS was done for block-work activity. VSM helped to visualize the entire process and reduce time overrun by 2.5 days. Alternative materials were cost estimated and compared to reduce cost overrun. The WS technique helped the contractor to assess the productivity rate and identify reasons for below average productivity. Subsequent corrective action plans and recommendations led to reduce non-value added wastes and improve performance. This study lays a foundation for practitioners to systematically adopt these lean techniques in practice and thereby optimize the process, reduce wastes and enhance productivity.
生产过程中的低生产率和低效率是建筑行业令人担忧的问题，也侵蚀了项目的价值主张。价值流映射(VSM)和工作抽样(WS)是“精益”理念中的两种重要技术，旨在减少和最小化活动生命周期过程中的“浪费”，从而帮助最大限度地提高生产率。在本文中，我们通过基于行动的研究方法，讨论了这两种技术在印度一个工业项目中的实施挑战和好处。真空脱水混凝土楼板施工采用VSM，砌块作业采用tour - based WS。VSM帮助可视化整个过程，并减少了2.5天的超时时间。对替代材料进行了成本估算和比较，以减少成本超支。WS技术帮助承包商评估生产率，并确定生产率低于平均水平的原因。随后的纠正措施计划和建议减少了非增值浪费，提高了绩效。本研究为从业者在实践中系统地采用这些精益技术，从而优化流程，减少浪费，提高生产力奠定了基础。
{"title":"Applicability of Value Stream Mapping and Work Sampling in an Industrial Project in India","authors":"Lavina Susan Pothen, S. Ramalingam","doi":"10.24928/2018/0263","DOIUrl":"https://doi.org/10.24928/2018/0263","url":null,"abstract":"Poor productivity and inefficiencies in the production process are alarming issues in the construction industry that also erode the value proposition of projects. Value Stream Mapping (VSM) and Work Sampling (WS) are two important techniques in the ‘Lean’ philosophy that aim at reducing and minimizing ‘waste’ in the life cycle process of activities and thereby aide in maximizing productivity. In this paper, we discuss the implementation challenges and benefits of these two techniques in an industrial project in India through an action-based research methodology. While VSM was adopted for Vacuum Dewatering Concrete Flooring works, tour based WS was done for block-work activity. VSM helped to visualize the entire process and reduce time overrun by 2.5 days. Alternative materials were cost estimated and compared to reduce cost overrun. The WS technique helped the contractor to assess the productivity rate and identify reasons for below average productivity. Subsequent corrective action plans and recommendations led to reduce non-value added wastes and improve performance. This study lays a foundation for practitioners to systematically adopt these lean techniques in practice and thereby optimize the process, reduce wastes and enhance productivity.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"23 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":"131160718","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}
Christoph Paul Schimanski, C. Marcher, P. Dallasega, Elisa Marengo, Camilla Follini, Arif Ur Rahman, A. Revolti, W. Nutt, D. Matt
The research project »COCkPiT« Collaborative Construction Process Management aims at developing methodologies and tools to enhance time and budget control in construction projects, with a focus on small and medium-sized companies. The hypothesis is that the interplay of the three main phases of project management planning, scheduling, and monitoring can be improved by collecting highly detailed information early on in each phase, and making it available to the other phases at a high frequency. COCkPiT builds upon previous experiences in façade installation, where significant time and cost savings have been obtained by applying a normalized workload approach based on a collaborative process planning routine, an approach which is currently hardly supported by commercial project management tools. Thus, the objective of COCkPiT is to develop a methodology that supports i) collaborative process modelling as a basis for ii) a short-term rolling wave planning considering iii) real-time measurement of the progress on-site, to create highly reliable schedules and accurate forecasts. The focus of this paper is to present the conceptual fundamentals of integrating the modules of modelling, scheduling and monitoring, as well as involving the lean construction community to current considerations regarding the implementation in a self-containing IT-solution. 1 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, christoph.schimanski@fraunhofer.it 2 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, carmen.marcher@fraunhofer.it 3 Assistant Professor, Faculty of Science and Technology, Free University of Bolzano, patrick.dallasega@unibz.it 4 Assistant Professor, Faculty of Computer Science, Free University of Bolzano, elisa.marengo@unibz.it 5 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, camilla.follini@fraunhofer.it 6 Research Assistant, Faculty of Science and Technology, Free University of Bolzano, ArifUr.Rahman@unibz.it 7 Freelance Engineer and Architect in Trento, Italy,andrea.revolti87@gmail.com 8 Full Professor, Faculty of Computer Science, Free University of Bozen-Bolzano, Bolzano, Italy, nutt@inf.unibz.it 9 Head of Fraunhofer Italia, Fraunhofer Italia Research, Bolzano, Italy, dominik.matt@fraunhofer.it 10 Full Professor, Faculty of Science and Technology, Free University of Bozen-Bolzano, Bolzano, Italy, dominik.matt@unibz.it Promoting Collaborative Construction Process Management by Means of a Normalized Workload Approach Production Planning and Control 765
{"title":"Promoting Collaborative Construction Process Management by Means of a Normalized Workload Approach","authors":"Christoph Paul Schimanski, C. Marcher, P. Dallasega, Elisa Marengo, Camilla Follini, Arif Ur Rahman, A. Revolti, W. Nutt, D. Matt","doi":"10.24928/2018/0488","DOIUrl":"https://doi.org/10.24928/2018/0488","url":null,"abstract":"The research project »COCkPiT« Collaborative Construction Process Management aims at developing methodologies and tools to enhance time and budget control in construction projects, with a focus on small and medium-sized companies. The hypothesis is that the interplay of the three main phases of project management planning, scheduling, and monitoring can be improved by collecting highly detailed information early on in each phase, and making it available to the other phases at a high frequency. COCkPiT builds upon previous experiences in façade installation, where significant time and cost savings have been obtained by applying a normalized workload approach based on a collaborative process planning routine, an approach which is currently hardly supported by commercial project management tools. Thus, the objective of COCkPiT is to develop a methodology that supports i) collaborative process modelling as a basis for ii) a short-term rolling wave planning considering iii) real-time measurement of the progress on-site, to create highly reliable schedules and accurate forecasts. The focus of this paper is to present the conceptual fundamentals of integrating the modules of modelling, scheduling and monitoring, as well as involving the lean construction community to current considerations regarding the implementation in a self-containing IT-solution. 1 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, christoph.schimanski@fraunhofer.it 2 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, carmen.marcher@fraunhofer.it 3 Assistant Professor, Faculty of Science and Technology, Free University of Bolzano, patrick.dallasega@unibz.it 4 Assistant Professor, Faculty of Computer Science, Free University of Bolzano, elisa.marengo@unibz.it 5 Research Associate, Fraunhofer Italia Research, Bolzano, Italy, camilla.follini@fraunhofer.it 6 Research Assistant, Faculty of Science and Technology, Free University of Bolzano, ArifUr.Rahman@unibz.it 7 Freelance Engineer and Architect in Trento, Italy,andrea.revolti87@gmail.com 8 Full Professor, Faculty of Computer Science, Free University of Bozen-Bolzano, Bolzano, Italy, nutt@inf.unibz.it 9 Head of Fraunhofer Italia, Fraunhofer Italia Research, Bolzano, Italy, dominik.matt@fraunhofer.it 10 Full Professor, Faculty of Science and Technology, Free University of Bozen-Bolzano, Bolzano, Italy, dominik.matt@unibz.it Promoting Collaborative Construction Process Management by Means of a Normalized Workload Approach Production Planning and Control 765","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"1 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":"129796569","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}
A significant amount of capital has been invested in AECO industry for many decades to support public and private initiatives. Therefore, getting reasonable value from the investment is pivotal for any developing nation. Interpretation of the value varies according to the importance and influence of the stakeholders in the project hence knowing its perception is significant. Maximising value is one of the foundations of the lean construction approaches. On the other hand, as Indian construction industry is gearing up for lean construction and its applications, understanding the meaning of the value in local context become significant. Moreover, visual management and its applications in construction have shown promising results. Therefore, how well they can address value maximization in Indian construction context is answered via conducted research. This paper helps to understand the perception of the value in the Indian construction industry through semi-structured interviews of construction professionals. Additionally, value increasing factors are identified in the construction phase of the project, subsequently; lean visual tools are applied to identify factors. The results demonstrate that the visual management tools have potential to increase value in the construction phase of Indian construction projects.
{"title":"Identifying Value Enhancing Factors and Applicability of Visual Management Tools","authors":"Vyoma Patel, Nimitt Karia, D. Pandit","doi":"10.24928/2018/0239","DOIUrl":"https://doi.org/10.24928/2018/0239","url":null,"abstract":"A significant amount of capital has been invested in AECO industry for many decades to support public and private initiatives. Therefore, getting reasonable value from the investment is pivotal for any developing nation. Interpretation of the value varies according to the importance and influence of the stakeholders in the project hence knowing its perception is significant. Maximising value is one of the foundations of the lean construction approaches. On the other hand, as Indian construction industry is gearing up for lean construction and its applications, understanding the meaning of the value in local context become significant. Moreover, visual management and its applications in construction have shown promising results. Therefore, how well they can address value maximization in Indian construction context is answered via conducted research. This paper helps to understand the perception of the value in the Indian construction industry through semi-structured interviews of construction professionals. Additionally, value increasing factors are identified in the construction phase of the project, subsequently; lean visual tools are applied to identify factors. The results demonstrate that the visual management tools have potential to increase value in the construction phase of Indian construction projects.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"77 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":"129876705","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}
Lean construction (LC) is a production system with the potential to deliver exceptional performance within any organisation. LC is possible solution to the many problems faced by construction Small and Medium Enterprises (SMEs). However, Construction SMEs lack the needed resources which constraint their lean implementation efforts. A conceptual framework for capability and capacity building of Construction SMEs is developed based on the Toyota Way model. This research was conducted using systematic review of literature. The review suggests there is the need to build the capability and capacity of SMEs to fully adopt the LC philosophy. SMEs provide a challenging context for the implementation of LC due to their lack of the needed resources. The outcome of this study is to focus attention on building the capability and capacity of Construction SMEs to fully adopt LC. This will help reduce the incidence of high failure rates of LC implementation recorded amongst SMEs. Previous works have concentrated on what SMEs can and should do within their limited capacity. However, the use of the isolated tools and practices fail because lean is a system that has to be implemented holistically. A conceptual framework for building the capability and capacity of SMEs for LC adoption is therefore proposed.
{"title":"Conceptual Framework for Capability and Capacity Building of SMEs for Lean Construction Adoption","authors":"E. N. Ankomah, J. Ayarkwa, K. Agyekum","doi":"10.24928/2018/0495","DOIUrl":"https://doi.org/10.24928/2018/0495","url":null,"abstract":"Lean construction (LC) is a production system with the potential to deliver exceptional performance within any organisation. LC is possible solution to the many problems faced by construction Small and Medium Enterprises (SMEs). However, Construction SMEs lack the needed resources which constraint their lean implementation efforts. A conceptual framework for capability and capacity building of Construction SMEs is developed based on the Toyota Way model. This research was conducted using systematic review of literature. The review suggests there is the need to build the capability and capacity of SMEs to fully adopt the LC philosophy. SMEs provide a challenging context for the implementation of LC due to their lack of the needed resources. The outcome of this study is to focus attention on building the capability and capacity of Construction SMEs to fully adopt LC. This will help reduce the incidence of high failure rates of LC implementation recorded amongst SMEs. Previous works have concentrated on what SMEs can and should do within their limited capacity. However, the use of the isolated tools and practices fail because lean is a system that has to be implemented holistically. A conceptual framework for building the capability and capacity of SMEs for LC adoption is therefore proposed.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"102 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":"125764386","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}
Camille Salem, Cecile Lefèvre, Jun Li, R. Waters, I. Tommelein, Eshan Jayamanne, P. Shuler
So much attention is paid to starting construction activities, and starting new work at regular time intervals to a beat (aka. takt) that—not surprisingly—work to finish those very activities may fall behind. This paper focuses, not on the start-, the “leading edge, ”but on the end of activities, the “receding edge.” The receding edge articulates when work is “done-done” and the successor contractor may start their work, unimpeded by their predecessors’ unfinished work or “leftovers” (e.g., areas left dirty and cluttered with remnants). This paper describes receding-edge activities related to forming, placing, and finishing post-tensioned, cast-in-place concrete slabs, observed on a project in San Francisco, California. The researchers went to the gemba, described the current situation, and exchanged ideas with the contractor on means to keep the receding edge progressing at the pace of the leading edge, that is: to improve the cycle time from start, to not just finished or “done,” but to “done-done” completion of each slab. Findings include the need to define standard processes (e.g., for clean-up work) as those observed appeared defective (one of Ohno’s 7 wastes) or none existed, and to designate resources to accomplish them. This paper contributes to knowledge by articulating the receding edge concept, describing challenges in managing it, and documenting lean methods as countermeasures to those challenges. When managed considering the production impact of receding-edge work on the contractor responsible for it and on follow-on contractors, the case for cycle time reduction is easy to make and worth the money. 1 MS Student, Engineering and Project Management, University of California, Berkeley, camillesalem@berkeley.edu, orcid.org/0000-0003-2755-3951 2 MS Student, Engineering and Project Management, University of California, Berkeley, cecile_lefevre@berkeley.edu,orcid.org/0000-0002-3588-5553 3 MS Student, Energy, Civil Infrastructure, and Climate, University of California, Berkeley, gjli@berkeley.edu, orcid.org/0000-0002-8246-3193 4 MS Student, Engineering and Project Management, University of California, Berkeley, ruth11waters13@berkeley.edu, orcid.org/0000-0003-2755-3951 5 Professor, Civil and Envir. Engrg. Dept., Director, Project Production Systems Lab., University of California, Berkeley, CA 94720-1712, tommelein@berkeley.edu, orcid.org/0000-0002-9941-6596 6 Project Engineer, Webcor Builders, San Francisco, CA, ejayamanne@webcor.com, orcid.org/00000003-4990-9170 7 Performance Excellence Manager, Webcor Builders, San Francisco, CA, pshuler@webcor.com, orcid.org/0000-0003-0109-2309 Camille Salem, Cecile Lefèvre, Jun Li, Ruth Waters, Iris D. Tommelein, Eshan Jayamanne, and Patrick Shuler 714 Proceedings IGLC-26, July 2018 | Chennai, India
{"title":"Managing the “Receding Edge”","authors":"Camille Salem, Cecile Lefèvre, Jun Li, R. Waters, I. Tommelein, Eshan Jayamanne, P. Shuler","doi":"10.24928/2018/0414","DOIUrl":"https://doi.org/10.24928/2018/0414","url":null,"abstract":"So much attention is paid to starting construction activities, and starting new work at regular time intervals to a beat (aka. takt) that—not surprisingly—work to finish those very activities may fall behind. This paper focuses, not on the start-, the “leading edge, ”but on the end of activities, the “receding edge.” The receding edge articulates when work is “done-done” and the successor contractor may start their work, unimpeded by their predecessors’ unfinished work or “leftovers” (e.g., areas left dirty and cluttered with remnants). This paper describes receding-edge activities related to forming, placing, and finishing post-tensioned, cast-in-place concrete slabs, observed on a project in San Francisco, California. The researchers went to the gemba, described the current situation, and exchanged ideas with the contractor on means to keep the receding edge progressing at the pace of the leading edge, that is: to improve the cycle time from start, to not just finished or “done,” but to “done-done” completion of each slab. Findings include the need to define standard processes (e.g., for clean-up work) as those observed appeared defective (one of Ohno’s 7 wastes) or none existed, and to designate resources to accomplish them. This paper contributes to knowledge by articulating the receding edge concept, describing challenges in managing it, and documenting lean methods as countermeasures to those challenges. When managed considering the production impact of receding-edge work on the contractor responsible for it and on follow-on contractors, the case for cycle time reduction is easy to make and worth the money. 1 MS Student, Engineering and Project Management, University of California, Berkeley, camillesalem@berkeley.edu, orcid.org/0000-0003-2755-3951 2 MS Student, Engineering and Project Management, University of California, Berkeley, cecile_lefevre@berkeley.edu,orcid.org/0000-0002-3588-5553 3 MS Student, Energy, Civil Infrastructure, and Climate, University of California, Berkeley, gjli@berkeley.edu, orcid.org/0000-0002-8246-3193 4 MS Student, Engineering and Project Management, University of California, Berkeley, ruth11waters13@berkeley.edu, orcid.org/0000-0003-2755-3951 5 Professor, Civil and Envir. Engrg. Dept., Director, Project Production Systems Lab., University of California, Berkeley, CA 94720-1712, tommelein@berkeley.edu, orcid.org/0000-0002-9941-6596 6 Project Engineer, Webcor Builders, San Francisco, CA, ejayamanne@webcor.com, orcid.org/00000003-4990-9170 7 Performance Excellence Manager, Webcor Builders, San Francisco, CA, pshuler@webcor.com, orcid.org/0000-0003-0109-2309 Camille Salem, Cecile Lefèvre, Jun Li, Ruth Waters, Iris D. Tommelein, Eshan Jayamanne, and Patrick Shuler 714 Proceedings IGLC-26, July 2018 | Chennai, India","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"58 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":"126833475","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 logistics and production control can enhance project performance. Research addressing site material management mainlyaims at reducing hauling distances and transportation costs. Other studies address the effects of logistics on labor productivity, proposing partial solutions instead of comprehensive optimization.Moreover, previous research on logistics optimization covers various stages of supply chain, but stops once materials reach the construction site. However, different techniques can be used to haulthese materials from storage areas to workplaces, including push and just-in-time techniques.These methods along with the effects they can have on crew performance still need to be studied. Pull and push techniques have been studied and applied for production control purposes. However, zooming into the level of project locations, the effects of production control approaches on crew performancestill need to be studied. This paper reviews onsite construction logistics and production control techniques, studies them at the level of locations, and proposes hypothesesto be evaluated in future research, relating logistics mechanisms and production control systems to productivity. This research is valuable due to exposing additional factors affecting labor productivity, and recommending further optimization in production planning and construction logistics.
{"title":"A New Perspective of Construction Logistics and Production Control: An Exploratory Study","authors":"Malek Ghanem, F. Hamzeh, O. Seppänen, E. Zankoul","doi":"10.24928/2018/0540","DOIUrl":"https://doi.org/10.24928/2018/0540","url":null,"abstract":"Construction logistics and production control can enhance project performance. Research addressing site material management mainlyaims at reducing hauling distances and transportation costs. Other studies address the effects of logistics on labor productivity, proposing partial solutions instead of comprehensive optimization.Moreover, previous research on logistics optimization covers various stages of supply chain, but stops once materials reach the construction site. However, different techniques can be used to haulthese materials from storage areas to workplaces, including push and just-in-time techniques.These methods along with the effects they can have on crew performance still need to be studied. Pull and push techniques have been studied and applied for production control purposes. However, zooming into the level of project locations, the effects of production control approaches on crew performancestill need to be studied. This paper reviews onsite construction logistics and production control techniques, studies them at the level of locations, and proposes hypothesesto be evaluated in future research, relating logistics mechanisms and production control systems to productivity. This research is valuable due to exposing additional factors affecting labor productivity, and recommending further optimization in production planning and construction logistics.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"196 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":"123051824","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, Miguel Ricalde, Bernardo Cossio, Carlos Januncio
Takt planning and Takt control (TPTC) is a production system approach that is most commonly used in individual construction projects. The approach has not yet been implemented systematically in a large-scale project, like a Greenfield automotive plant (complete new plant from scratch) with all facilities. Furthermore, its use has not been documented in construction in Mexico. Most projects describing TPTC in research are single contractor projects, implemented by a single construction company. This paper describes a real project with over 15 different facilities using Takt planning and Takt control (TPTC), in a large scale green field automotive plant with 5 main general contractors collaborating together with the client. It shows the demands and the effects of large scale projects using the method of TPTC within a Lean philosophy and describes the system that was designed and implemented. As the main contribution from this paper, a system and its results for creating a Lean culture, collaboration, transparency, planning and overall project control within a multitasking flow is described and validated.
{"title":"Large Scale Project Using Takt Planning and Takt Control-Creating and Sustaining Multitasking Flow","authors":"J. Dlouhy, Miguel Ricalde, Bernardo Cossio, Carlos Januncio","doi":"10.24928/2018/0503","DOIUrl":"https://doi.org/10.24928/2018/0503","url":null,"abstract":"Takt planning and Takt control (TPTC) is a production system approach that is most commonly used in individual construction projects. The approach has not yet been implemented systematically in a large-scale project, like a Greenfield automotive plant (complete new plant from scratch) with all facilities. Furthermore, its use has not been documented in construction in Mexico. Most projects describing TPTC in research are single contractor projects, implemented by a single construction company. This paper describes a real project with over 15 different facilities using Takt planning and Takt control (TPTC), in a large scale green field automotive plant with 5 main general contractors collaborating together with the client. It shows the demands and the effects of large scale projects using the method of TPTC within a Lean philosophy and describes the system that was designed and implemented. As the main contribution from this paper, a system and its results for creating a Lean culture, collaboration, transparency, planning and overall project control within a multitasking flow is described and validated.","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":"124518231","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}
Mateus Flores Bordin, André Dall’agnol, A. Dall'Agnol, E. Lantelme, M. F. Costella
The A3 report is a Kaizen tool that must contain, on one side of an A3 paper sheet, a context, the current situation, the objective, an analysis, countermeasures, an action plan, the monitoring and an upgrade regarding the situation to be improved. This study seeks to analyze the post-implementation effects of the A3 tool, which is part of the Kaizen method. The research method consisted in the collection and evaluation of A3 reports produced in the past seven years in a company of pre-fabricated steel structures. Among the 154 developed A3 reports, it was observed that 76% were drafted by the engineering and manufacturing departments, which converged on the improvement of processes, services and innovative solutions. The manufacturing and assembly sectors had 60% of the improvements implemented by the A3 tool, but the impacts with the greatest economic significance for the company were found in other sectors, such as sales and logistics. The conclusion is drawn that the A3 report was effective in the deployment of Kaizen, resulting in the improvement of services and processes, and consequently in the direct reduction of the cost of the finished product. In addition, it influenced market and business expansion strategies throughout the company.
{"title":"Kaizen - Analysis of the Implementation of the A3 Reporting Tool in a Steel Structure Company","authors":"Mateus Flores Bordin, André Dall’agnol, A. Dall'Agnol, E. Lantelme, M. F. Costella","doi":"10.24928/2018/0265","DOIUrl":"https://doi.org/10.24928/2018/0265","url":null,"abstract":"The A3 report is a Kaizen tool that must contain, on one side of an A3 paper sheet, a context, the current situation, the objective, an analysis, countermeasures, an action plan, the monitoring and an upgrade regarding the situation to be improved. This study seeks to analyze the post-implementation effects of the A3 tool, which is part of the Kaizen method. The research method consisted in the collection and evaluation of A3 reports produced in the past seven years in a company of pre-fabricated steel structures. Among the 154 developed A3 reports, it was observed that 76% were drafted by the engineering and manufacturing departments, which converged on the improvement of processes, services and innovative solutions. The manufacturing and assembly sectors had 60% of the improvements implemented by the A3 tool, but the impacts with the greatest economic significance for the company were found in other sectors, such as sales and logistics. The conclusion is drawn that the A3 report was effective in the deployment of Kaizen, resulting in the improvement of services and processes, and consequently in the direct reduction of the cost of the finished product. In addition, it influenced market and business expansion strategies throughout the company.","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":"127756827","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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