Value Stream Mapping in Construction: A Case Study in a Brazilian Construction Company

Fernanda Pasqualini1 & Paulo Antônio Zawislak2

1Master in Business and Administration at PPGA/EA/UFRGS, Porto Alegre/RS, Brazil, fepasqualini@terra.com.br
2Professor at PPGA/EA/UFRGS, Porto Alegre/RS, Brazil, pazawislak@ea.ufrgs.br

Abstract

Since 1993 the ideas of Lean Production have been introduced in construction, creating Lean Construction. Although studies have demonstrated good results from the introduction of Lean Production in construction, these efforts have turned into a specifically isolated implementation, limiting possibilities of improvement along the value flow. A tool that has been widely used in manufacture, as a way to initiate a systemic implementation of Lean Production, is called Value Stream Mapping (VSM). Because VSM represents the main principles of Lean Production, makes it possible to identify throughout the value flow the main problems and process wastes, and to consider action for improvement. Aiming to introduce the ideas of Lean Production in construction in a more systematic way, identifying its main problems and proposing actions for improvement throughout the value flow, this article describes the modifications and application of the VSM in a Brazilian construction company. Modifications of VSM were necessary due to the difference between manufacture and construction. Through its application it was possible to identify problems and to consider some actions for improvement, turning it into a more fluid production, with fewer stops and increasing the planned flow versus the accomplished one.

Keywords

Value stream mapping, Systemic implementation

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Reference

Pasqualini, F. & Zawislak, P.A. 2005, 'Value Stream Mapping in Construction: A Case Study in a Brazilian Construction Company' In:, 13th Annual Conference of the International Group for Lean Construction. Sydney, Australia, 19-21 Jul 2005. pp 117-125

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