TY  - CONF
TI  - Incentives and Innovation to Sustain Lean Construction Implementation
C1  - Taipei, Taiwan
C3  - 17th Annual Conference of the International Group for Lean Construction
SP  - 583
EP  - 592
PY  - 2009
AU  - Alves, Thais da C.L.
AU  - Neto, Jose de P Barros
AU  - Heineck, Luis F.M.
AU  - Kemmer, Sergio L.
AU  - Pereira, Pedro E.
AD  - Assistant Professor, Structural Engineering and Construction Department, Federal University of Ceará, Campus do Pici, s/n, Bloco 710, Pici, CEP: 60455-760, Fortaleza, CE, Brazil, thaiscla@ufc.br
AD  - Professor, Structural Engineering and Construction Department, Federal University of Ceará, Campus do Pici, s/n, Bloco 710, Pici, CEP: 60455-760, Fortaleza, CE, Brazil, jpbarros@ufc.br
AD  - Professor, Department of Mechanical Production Engineering, Federal University of Ceará, Fortaleza -CE, Brazil
AD  - Construction Manager, Construtora C. Rolim Engenharia Ltda., Fortaleza-CE, Brazil, sergio@crolim.com.br
AD  - Civil Engineer, Consultant, Minformática, pedro@minformatica.com.br
ED  - Cuperus, Ype 
ED  - Hirota, Ercilia Hitomi 
AB  - The implementation of Lean Construction concepts, principles, and tools requires that different professionals be engaged in the process so that success is achieved. Also different initiatives have to be put into practice to keep the project’s participants motivated during the change from traditional production planning and control methods to the ones proposed by Lean Construction. Before the change to a Lean system can take place, traditional models have to be challenged and the gains related to the use of Lean concepts and principles have to be visible to everyone. Managers have to be creative and devise ways to educate project participants about Lean concepts and principles and to inform collaborators about the rewards that will result from the Lean implementation. This paper presents a study carried out in multiple construction sites in the city of Fortaleza, Brazil to identify different types of incentives and innovative methods put in place to motivate and engage participants of construction projects that have been implementing Lean. The authors have found that construction companies have put in place incentive systems and low-cost innovative methods based on classic theories of motivation combined with Lean concepts and tools, i.e., autonomation (jidoka), production leveling (heijunka), and kanban.
KW  - Innovation
KW  - incentives
KW  - lean construction
KW  - strategy.
PB  - 
T2  - 17th Annual Conference of the International Group for Lean Construction
DA  - 2009/07/15
CY  - Taipei, Taiwan
L1  - http://iglc.net/Papers/Details/622/pdf
L2  - http://iglc.net/Papers/Details/622
N1  - Export Date: 19 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -