https://doi.org/10.24928/2023/0127
Sustainability as Target Value – a Parametric Approach
Sebastiano Lombardo1, Arve Hindenes2, Sigmund Aslesen3 & Sigmund Reff4
1Associate Professor, Department of Strategy and Entrepreneurship, BI Norwegian Business School, Oslo, Norway, [email protected]2Design Manager, Veidekke Bygg Norge, Norway, [email protected]
3Development Manager, Veidekke Bygg Norge, Oslo, Norway, [email protected]
4Site Manager, Veidekke Bygg Norge, Oslo, Norway, [email protected]
Abstract
Our time is characterized by climate changes that impose sustainability in every industrial activity, an additional objective to our design and construction processes. The classic Lean Construction approach needs to be further developed to take sufficient care of the sustainability issue. The design of modern buildings is a work process that can be set up and run with tools that secure a more sustainable final product. This study proposes to extend the classic range of objectives pursued by the Lean construction approach, as to include sustainability in the design process, in a systematic and structured way. The case of a building project is analyzed. In the early design stages, advanced structural design tools are used to explore various alternative designs of the bearing structure. The structural design tools are combined with tools used to calculate embodied carbon in the construction. The levels of embodied carbon following each of the many possible, alternative, structural solutions are estimated. These insights are provided to the owner in a very early stage of the design process. Through these design practices owners and investors can add sustainability targets to the classical project targets (cost, quality, time), and include sustainability as a part of the fulfillment of the client’s functional needs.
Keywords
Lean construction, Target Value Delivery (TVD), sustainability.
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Reference
Lombardo, S. , Hindenes, A. , Aslesen, S. & Reff, S. 2023. Sustainability as Target Value – a Parametric Approach, Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31) , 445-453. doi.org/10.24928/2023/0127
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