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}
Bassem M. Ghossaini, Kazem Y. Dehaini, Mustafa A. Alruzz, Najib A. Fakhr Eddine, F. Hamzeh
Visual management (VM) is instrumental in implementing lean construction philosophy and principles. The lack of communication and sharing of information among construction professionals in construction projects hinders workflow. Visual management improves the performance of workers and optimizes workflow. This paper introduces a mobile application, Synclean, inspired by the virtual Obeya room of Toyota Production Systems (TPS) to ease the transfer of information between site personnel. Synclean will boast a user-based task manager, showing the weekly tasks schedule, covering task descriptions and constraints while including a Kanban-like notification system that addresses tasks for each participant. SyncLean provides the needed platform for signalling the end and start of tasks to those responsible directly, all while holding accessible information in the cloud associated with these tasks like drawings and work methods. These and other features will ensure Synclean is relevant to the very last planner on construction sites and will support collaborative value-adding, wasteminimizing work. The application mobile interface was tested by users and the impact of this application was tested by surveying site personnel of various positions for the application’s necessity. Results show the need for a visual tool like Synclean to bridge the communication and information sharing gap between site personnel. 1 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, bmg05@mail.aub.edu 2 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, kyd01@mail.aub.edu 3 Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, mar26@mail.aub.edu 4 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, naf14@mail.aub.edu 5 Assistant Professor, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, Phone +961 1 350000 Ext: 3616, Farook.Hamzeh@mail.aub.edu Bassem M. Ghossaini, Kazem Y. Dehaini, Mustafa A. Alruzz, Najib A. Fakhr Eddine and Farook R. Hamzeh 1196 Proceedings IGLC-26, July 2018 | Chennai, India
可视化管理(VM)是实施精益建设理念和原则的工具。在施工项目中，施工专业人员之间缺乏沟通和信息共享，阻碍了工作流程。可视化管理提高了工人的绩效，优化了工作流程。本文介绍了一个移动应用程序Synclean，它的灵感来自于丰田生产系统(Toyota Production Systems, TPS)的虚拟Obeya室，以简化现场人员之间的信息传递。Synclean将拥有一个基于用户的任务管理器，显示每周的任务时间表，包括任务描述和约束，同时包括一个类似看板的通知系统，为每个参与者处理任务。SyncLean提供了所需的平台，用于向直接负责的人员发出任务结束和开始的信号，同时在云中保存与这些任务相关的可访问信息，如图纸和工作方法。这些和其他功能将确保Synclean与建筑工地的最后规划人员相关，并将支持协作增值，减少浪费的工作。应用程序的移动界面由用户进行测试，应用程序的必要性通过调查现场各个岗位的人员来测试该应用程序的影响。结果表明，需要像Synclean这样的可视化工具来弥合现场人员之间的沟通和信息共享差距。1黎巴嫩贝鲁特美国大学土木与环境工程系本科生bmg05@mail.aub.edu 2黎巴嫩贝鲁特美国大学土木与环境工程系本科生kyd01@mail.aub.edu 3黎巴嫩贝鲁特美国大学土木与环境工程系研究生mar26@mail.aub.edu 4黎巴嫩贝鲁特美国大学土木与环境工程系本科生黎巴嫩，naf14@mail.aub.edu 5贝鲁特美国大学土木与环境工程系助理教授，贝鲁特Riad El-Solh 1107 2020，黎巴嫩，电话+961 135 50000 Ext: 3616, Farook.Hamzeh@mail.aub.edu Bassem M. Ghossaini, Kazem Y. Dehaini, Mustafa A. Alruzz, Najib A. Fakhr Eddine和Farook R. Hamzeh 1196 Proceedings igcl -26, 2018年7月|金奈，印度
{"title":"SyncLean: An Application for Improved Lean Construction Practice","authors":"Bassem M. Ghossaini, Kazem Y. Dehaini, Mustafa A. Alruzz, Najib A. Fakhr Eddine, F. Hamzeh","doi":"10.24928/2018/0242","DOIUrl":"https://doi.org/10.24928/2018/0242","url":null,"abstract":"Visual management (VM) is instrumental in implementing lean construction philosophy and principles. The lack of communication and sharing of information among construction professionals in construction projects hinders workflow. Visual management improves the performance of workers and optimizes workflow. This paper introduces a mobile application, Synclean, inspired by the virtual Obeya room of Toyota Production Systems (TPS) to ease the transfer of information between site personnel. Synclean will boast a user-based task manager, showing the weekly tasks schedule, covering task descriptions and constraints while including a Kanban-like notification system that addresses tasks for each participant. SyncLean provides the needed platform for signalling the end and start of tasks to those responsible directly, all while holding accessible information in the cloud associated with these tasks like drawings and work methods. These and other features will ensure Synclean is relevant to the very last planner on construction sites and will support collaborative value-adding, wasteminimizing work. The application mobile interface was tested by users and the impact of this application was tested by surveying site personnel of various positions for the application’s necessity. Results show the need for a visual tool like Synclean to bridge the communication and information sharing gap between site personnel. 1 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, bmg05@mail.aub.edu 2 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, kyd01@mail.aub.edu 3 Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, mar26@mail.aub.edu 4 Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, naf14@mail.aub.edu 5 Assistant Professor, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, Phone +961 1 350000 Ext: 3616, Farook.Hamzeh@mail.aub.edu Bassem M. Ghossaini, Kazem Y. Dehaini, Mustafa A. Alruzz, Najib A. Fakhr Eddine and Farook R. Hamzeh 1196 Proceedings IGLC-26, July 2018 | Chennai, India","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"22 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":"121585117","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 construction industry is facing increased challenges and becoming more and more complex due to number of factors. Whether it is constructing a Building, Infrastructure or Industrial plant, the challenges remain there in every type of the project. This results in delays, waste, overruns and claims. So we need to develop new ways of doing things to manage the construction process. Adopting lean manufacturing principles in construction industry is an effective approach to bring improvements in design, procurement and construction to reap benefits and add value to the project. Using Technology is critical in the advancement of Lean Construction. This paper aims to discuss the need of Lean for our construction business and how technology is used within our organisation to achieve lean principles.
{"title":"Using Technology to Achieve Lean Objectives","authors":"P. Babu, N. Babu","doi":"10.24928/2018/0543","DOIUrl":"https://doi.org/10.24928/2018/0543","url":null,"abstract":"The construction industry is facing increased challenges and becoming more and more complex due to number of factors. Whether it is constructing a Building, Infrastructure or Industrial plant, the challenges remain there in every type of the project. This results in delays, waste, overruns and claims. So we need to develop new ways of doing things to manage the construction process. Adopting lean manufacturing principles in construction industry is an effective approach to bring improvements in design, procurement and construction to reap benefits and add value to the project. Using Technology is critical in the advancement of Lean Construction. This paper aims to discuss the need of Lean for our construction business and how technology is used within our organisation to achieve lean principles.","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"185 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":"121260000","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}
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}
{"title":"Process-Based Cost Modeling Framework and Case Study","authors":"H. Nguyen, I. Tommelein, Paul Martin","doi":"10.24928/2018/0523","DOIUrl":"https://doi.org/10.24928/2018/0523","url":null,"abstract":"","PeriodicalId":419313,"journal":{"name":"26th Annual Conference of the International Group for Lean Construction","volume":"28 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":"134368551","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}
Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). OC can be defined as the shared values and beliefs of people, according to which they perceive, react and act in any situation. For sustained and effective adoption of Lean, it is important to institute Lean philosophy in the core culture of an organization. To enable effective adoption, it is important to analyze and understand the organizational culture and its dimensions before inducing a change management strategy for sustaining Lean. The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees. The paper presents, results and discussion of an exploratory study conducted using a case study approach. A construction company based in a metropolitan city in India was chosen based on its active program in Lean implementation. To analyze the cultural dimensions of the organization, Competing Values Framework (CVF) was chosen. The key dimensions based on which CVF assess the OC are dominant characteristics, management of employees, organizational leadership, organizational glue, criteria for success and strategic emphases. The data was collected through “Organizational Culture Assessment Instrument (OCAI)” and the target respondents were the top-management and middle-management staff. The data was analyzed by standard scoring mechanisms, to arrive at the particular type of organizational culture. Apart from the questionnaires, views, and opinions from the experts were also taken. From the study, it was found that the perception of employees about the organizational culture varies with different management levels, which might be a potential threat to sustain Lean philosophy. The study concludes by emphasizing the need for detailed understanding on the impacts of cultural dimensions in an organization. 1 Doctoral Research Scholar, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of TechnologyMadras, Chennai, Tamil Nadu, India.mannasimon92@gmail.com 2 Professor, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of Technology Madras, Chennai, Tamil Nadu, India. koshy@iitm.ac.in Assessment of Organizational Culture in Construction – A Case Study Approach People, Culture and Change 349
{"title":"Assessment of Organizational Culture in Construction – A Case Study Approach","authors":"S. Simon, K. Varghese","doi":"10.24928/2018/0396","DOIUrl":"https://doi.org/10.24928/2018/0396","url":null,"abstract":"Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). OC can be defined as the shared values and beliefs of people, according to which they perceive, react and act in any situation. For sustained and effective adoption of Lean, it is important to institute Lean philosophy in the core culture of an organization. To enable effective adoption, it is important to analyze and understand the organizational culture and its dimensions before inducing a change management strategy for sustaining Lean. The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees. The paper presents, results and discussion of an exploratory study conducted using a case study approach. A construction company based in a metropolitan city in India was chosen based on its active program in Lean implementation. To analyze the cultural dimensions of the organization, Competing Values Framework (CVF) was chosen. The key dimensions based on which CVF assess the OC are dominant characteristics, management of employees, organizational leadership, organizational glue, criteria for success and strategic emphases. The data was collected through “Organizational Culture Assessment Instrument (OCAI)” and the target respondents were the top-management and middle-management staff. The data was analyzed by standard scoring mechanisms, to arrive at the particular type of organizational culture. Apart from the questionnaires, views, and opinions from the experts were also taken. From the study, it was found that the perception of employees about the organizational culture varies with different management levels, which might be a potential threat to sustain Lean philosophy. The study concludes by emphasizing the need for detailed understanding on the impacts of cultural dimensions in an organization. 1 Doctoral Research Scholar, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of TechnologyMadras, Chennai, Tamil Nadu, India.mannasimon92@gmail.com 2 Professor, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of Technology Madras, Chennai, Tamil Nadu, India. koshy@iitm.ac.in Assessment of Organizational Culture in Construction – A Case Study Approach People, Culture and Change 349","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":"133877518","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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