Twenty years after the first annual conference of the International Group for Lean Construction, it is evident that Lean Construction (LC) concepts have been implemented in many projects at both operational and organisational levels. Several papers have analysed how to improve traditional management techniques through reducing wasteful practices and increasing collaboration among participants. However, there are still firms in which LC ideas have not been implemented. This paper presents the results of a study focused on formulating a proposal for a construction company in order to improve the performance of on-site activities in social housing projects. The aim is to develop a performance improvement strategy so that variability can be reduced in reinforced masonry tasks. The research involves processes related with masonry walls and concrete slabs construction. The project under analysis consists of 23 six-story buildings with 552 apartments in total. Data collection methods include survey-questionnaires, face-toface interviews, direct observations, and time-lapse recordings. The paper is divided in three parts. First, the procedures are characterised in terms of the Transformation Flow Value (TFV) theory. Subsequently, on-site operational improvements are suggested. These are directed towards increasing compliance with seismic, quality, and health-and-safety regulations. Thirdly, a discrete-event simulation model is designed in order to show the benefits of reducing variability within building processes. Conclusions offer guidelines to implement basic LC concepts and recommendations for applying LC tools.
Productivity improvement, reinforced masonry, discrete-event simulation
Guevara, J. , Prieto, J. & Muentes, C. 2012, 'Implementing a Performance Improvement Strategy for Reinforced Masonry Building Construction' In:, Tommelein, I.D. & Pasquire, C.L., 20th Annual Conference of the International Group for Lean Construction. San Diego, USA, 18-20 Jul 2012.