Lean Construction enhances cooperative project delivery with a focus on customer needs and the optimization of the project as a whole rather than pieces during the design phase, as well as, during construction. Several international case studies have been conducted. The hypotheses are: (1) Using the lean approach, project results will be positively influenced by a cooperative project delivery, in the areas of cost, time and quality.(2) The full application of the lean cooperative model is limited by strict design-bid-build tender regulations required for public clients.The existing Lean Project Delivery System in the USA and the corresponding contract - the Integrated Form of Agreement – and, the Australian Alliance Agreements have been analysed. The main focus of the analysis has been to identify the fundamental characteristics and factors of success concerning a cooperative project delivery. As a result, a Lean System which includes the key parts for cooperative project delivery from the client‘s perspective will be presented in this paper. It identifies which procurement rules are impediments to early cooperation and – hence - would have to be modified. The reasons for those modifications are given on the basis of the case studies. It was difficult to compare the results of different projects and to allocate the influence of different tools to the outcomes in terms of cost, time and quality. A matrix has been developed that measures qualitative results and correlates it to the use of the tools. The matrix will be presented at the end of this paper.
Lean project delivery, Early integration and cooperation, Relational contracting, Integrated form of agreement, Alliancing, Procurement rules, Tender regulations
Heidemann, A. & Gehbauer, F. 2010, 'Cooperative Project Delivery in an Environment of Strict Design-Bid-Build Tender Regulations' In:, Walsh, K. & Alves, T., 18th Annual Conference of the International Group for Lean Construction. Haifa, Israel, 14-16 Jul 2010. pp 581-587