TY - CONF TI - A Framework of Five-Stream Production System for Megaprojects C1 - Heraklion, Greece C3 - 25th Annual Conference of the International Group for Lean Construction SP - 729 EP - 736 PY - 2017 DO - 10.24928/2017/0179 AU - Ibrahim, Michael W. AU - Berghede, Klas AU - Thomack, David AU - Lampsas, Panos AU - Kievet, Dave AU - Hanna, Awad S AD - Doctoral Student, Dept. of Civil and Environmental Engineering, Univ. of Wisconsin-Madison, 2256 Engineering Hall, 1415 Engineering Dr., Madison, WI 53706. E-mail: mwwilliam@wisc.edu AD - Senior Production Manager, The Boldt Company, Western Operations, 2150 River Plaza Drive, Suite 255, Sacramento, CA 95833. E-mail: klas.bergheded@Boldt.com AD - Vice President and General Manager, The Boldt Company, 455 Market Street, Suite 1670, San Francisco, CA 94105. E-mail: david.thomack@Boldt.com AD - Regional Program Manager, Sutter Health, 1200 Van Ness Ave, San Francisco, CA 94109. E-mail: lampsasp@sutterhealth.org AD - Division President for Western and Southern Division at The Boldt Company, 2525 N. Roemer Road, Appleton, WI 54911. E-mail: dave.kievet@boldt.com AD - Professor and Chair, Construction Engineering and Management, Univ. of Wisconsin-Madison, 2320 Engineering Hall, 1415 Engineering Dr., Madison, WI 53706. E-mail: ashanna@wisc.edu AB - Construction projects, particularly megaprojects, tend to frequently fail in satisfying their budget, schedule, quality, and safety objectives. Two of the most notable systems that have been developed to enhance project performance are the Last Planner® System and Location-Based Management System. This paper builds on combining these two systems through proposing an integrative production system that can play a significant role in enhancing project performance, especially in the case of megaprojects. The proposed production system incorporates five cohesive streams: production planning, material flow, Built in Quality (BIQ)/Information flow, tracking flow, and safety flow. This paper discusses each of these five streams, at five different implementation levels throughout the project lifecycle, in the context of an ongoing successful megaproject. Finally, the paper concludes by listing four main success pillars that are needed for the proposed production system to flourish. KW - Lean construction; Production system; Megaprojects; Case study; Integrated Lean Project Delivery® (ILPD) PB - T2 - 25th Annual Conference of the International Group for Lean Construction DA - 2017/07/09 CY - Heraklion, Greece L1 - http://iglc.net/Papers/Details/1471/pdf L2 - http://iglc.net/Papers/Details/1471 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER -