This paper describes a brand of indirect light fixtures, developed by a process-oriented manufacturer whose product development efforts have supported supply-chain performance. To help explain the relationship between product and process design, the paper outlines the lightfixture supply chain with several key stakeholders and handoffs. The manufacturer’s choices are then viewed from the perspective of meeting requirements and creating value for customers, namely owners, designers, and electrical contractors. Electrical contractors have found this manufacturer’s short lead times, delivery reliability, and installation ease to be valuable in planning and executing work. Owners who select this manufacturer’s products appreciate the low total-installed-cost and the lead times that contribute to shortening the overall project schedule. The manufacturer’s strategic materials selection, outsourcing decisions, and modular design, supporting a commitment to a 10-day lead time for standard products, provide good examples of work-structuring contributions towards the implementation of a lean project delivery system.
lean construction, work structuring, product design, process design, operations design, methods analysis, indirect lighting, light fixture, electrical contractor, supply chain management, value, waste