TY  - CONF
TI  - Process Versus Operations Workflow – Making the Case for Continuous Monitoring of Construction Operations
C1  - Dublin, Ireland
C3  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
SP  - 563
EP  - 572
PY  - 2019
DO  - 10.24928/2019/0197
AU  - Grau, David
AU  - Abbaszadegan, Amin
AU  - Assanair, Rizan
AD  - David Grau, Assistant Professor, School of Sustainable Engineering and the Built Environment, Arizona State University, 660 S College Avenue, Tempe, AZ 85281, USA, Phone +1 (480) 727-0665; email: david.grau@asu.edu
AD  - Amin Abbaszadegan, Ph.D., School of Sustainable Engineering and the Built Environment, Arizona State University, 660 S College Avenue, Tempe, AZ 85281, USA, Phone +1 (416) 347-7547; email: aabbasz1@asu.edu
AD  - Rizwan Assainar, MS, School of Sustainable Engineering and the Built Environment, Arizona State University, 660 S College Avenue, Tempe, AZ 85281, USA, Phone +1 (480) 727-0665; email: ruizwan.assanair@asu.edu
AB  - This article argues that an opportunity to leverage operations flow in construction exists. Operations flow represents the flow of work within a unit of production such as a worker or workstation. To date, construction has mostly neglected operations flow and solely focused on process flow. Process flow represents how the flow of work on a product moves through workstations or tasks. For example, the Last Planner System (LPS) exemplifies a successful approach to plan for tasks with resolved constraints, so that production units (e.g. crews) can flow smoothly through the built product or project. In order to spark a discussion in the construction community, this article provides a theoretical review of process and operations flow concepts and practices. In addition, interviews with subject matter experts in the automobile industry are leveraged in order to unveil how work and information flows are monitored in assembly lines. Based on the previous insights, a model for the continuous monitoring of operations in construction with the support of advanced technologies is discussed. The model is partially implemented in a healthcare project.
KW  - Project controls
KW  - variability
KW  - work flow
KW  - process flow
KW  - operations flow
KW  - value
KW  - takt-time planning.
PB  - 
T2  - Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)
DA  - 2019/07/03
CY  - Dublin, Ireland
L1  - http://iglc.net/Papers/Details/1668/pdf
L2  - http://iglc.net/Papers/Details/1668
N1  - Export Date: 19 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -