TY - CONF TI - Simulation Exercise for Collaborative Planning System / Last Planner System (COLPLASSE) C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1002 EP - 1012 PY - 2018 DO - 10.24928/2018/0429 AU - Raghavan, N AU - Varghese, Koshy AU - Mahalingam, Ashwin AU - Delhi, Venkata S.K. AD - Professor of Practice, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India nraghavan@iitm.ac.in AD - Professor, Dept. of Civil Engineering, Indian institute of Technology Madras, Chennai, India koshy@iitm.ac.in AD - Associate Professor, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India, mash@iitm.ac.in AD - Assistant Professor, Civil Engineering Dept., Indian Institute of Technology Bombay, Mumbai, India, venkatad@iitb.ac.in AB - The Last Planner System (LPS) is becoming popular for project management all over the world. Though the practitioners are able to follow the concepts quite well, they sometimes find it difficult to develop the required processes and templates, particularly in organisations and environments where systematic planning practices are not that prevalent. Structured templates, simulations, or games for LPS are also not freely available in the open domain. A simulation exercise, COLPLASSE (COLlaborative PLAnning System Simulation Exercise), has been developed to cater to this felt need. COLPLASSE is based on simple Excel spreadsheets and uses work plans for developing Look Ahead Plans and Weekly planning over the many weeks required for project completion. It has provisions to simulate random delays due to inclement external environmental conditions or variations in productivity due to various causes. It computes PPC automatically and simultaneously draws continuous charts for PPC and Root Cause Analysis over the Project completion period. It is simple to use and with further improvements being planned, can develop into a powerful tool for training or simulation or actual use along with LPS. Further research is proposed to be done using this simulation with various groups to evaluate its capabilities for helping early practitioners to use LPS. KW - Collaborative Planning System KW - Simulation KW - Excel spreadsheet KW - Work plans template PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1494/pdf L2 - http://iglc.net/Papers/Details/1494 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Leveraging Advanced VDC Methods and Reality Capture to Increase the Predictability for Prefabrication C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 101 EP - 111 PY - 2018 DO - 10.24928/2018/0443 AU - Murphy, Zach AU - Saripally, Durga AU - Dhakla, Sahil AU - Trujillo, Rudy AU - Luttmann, Eric AU - Sreekumar, Aiswarya AD - Director, v Construct Private Limited, Pune, India, +1- 6504741450, ZachM@dpr.com AD - Operations Manager, vConstruct Private Limited, Pune, India, +91- 8446001611, durgas@vconstruct.in AD - Project Engineer, v Construct Private Limited, Pune, India, +91- 9464955401, sahild@vconstruct.in AD - Design Manager, Digital Building Components, Phoenix, Arizona, +1- 6023294255, rudyt@digitalbuilding.com AD - BIM Project Engineer, Digital Building Components, Phoenix, Arizona, +1- 2159138611, ericlu@digitalbuilding.com AD - Sr. Project Engineer, v Construct Private Limited, Pune, India, +91- 8826367246, aiswaryas@vconstruct.in AB - Construction processes happen in partially controlled environment; resulting in prefabricated components being vulnerable to variances resulting from deviation in quality of work put in place. However, wider adoption of VDC methods and advances in Reality Capture technology has opened up avenues for adopting prefabrication in construction projects by enhancing predictability using two methodologies. First, the use of advanced VDC methods to create highly detailed and coordinated models. Second, incorporating deviations in installed/existing building components using as-built 3D models created from laser scans of the construction site. This paper focuses on case studies of commercial projects in the USA that have prefabricated interior wall partitions, resulting in higher productivity and quality. Further, it would outline the processes and workflows used by a global team, located in the USA and India; concluding with quantitative and qualitative benefits observed on these KW - Lean Construction KW - Prefabrication KW - Reality Capture KW - VDC KW - digital fabrication KW - assembly PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1495/pdf L2 - http://iglc.net/Papers/Details/1495 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Evolution of Lean Construction Education (Part 1 of 2): At US-Based Universities C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1013 EP - 1023 PY - 2018 DO - 10.24928/2018/0447 AU - Rybkowski, Zofia K. AU - Forbes, Lincoln H. AU - Tsao, Cynthia C.Y. AD - Associate Professor, Department of Construction Science, Texas A&M University, College Station, TX 77845-3137, USA, +1 979 845-4354, zrybkowski@tamu.edu AD - Adjunct Professor, Florida International University and East Carolina University, USA, +1 305 546- 6239, lhforbes@gmail.com AD - Owner, Navilean, Brookline, MA 02445, USA, Phone +1 510 593-4884, research@navilean.com AB - Effectively transferring lean knowledge and skills to owners, architects, engineers, and constructors (OAEC) requires behavioral changes within an industry that has been legitimately criticized for entrenched practices and low productivity. Documenting how successful that knowledge transfer is taking place can be helpful to those wishing to efficiently introduce lean into their own OAEC organizations. Lean educational efforts within academic settings have been brought to light through earlier publications. This research identifies the content of lean construction courses from five US-based universities to add to the seven previously documented. Tabulated results revealed that: (a) the content of lean curricula is evolving as grading formats, types of readings, and numbers and types of simulations have grown; and (b) lean curricula as defined by the Associated General Contractors (AGC) lean certification program is starting to permeate academic coursework. This may be a testament that AGC lean certification is providing some advantage in career placement for students. Investigation of the evolution of lean education within academia helps us better understand a driver of change as students enter the OAEC industry following graduation. The intent of this paper is to document this moment in time, as well as to raise a question about the potential impact of curriculum standardization on future continuous improvement initiatives with respect to lean construction philosophy, methods, and tools, in the OAEC industry. KW - Lean construction education KW - lean in academia KW - US-based universities KW - lean certification PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1496/pdf L2 - http://iglc.net/Papers/Details/1496 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Evolution of Lean Construction Education (Part 2 of 2): At US-Based Companies C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1024 EP - 1034 PY - 2018 DO - 10.24928/2018/0463 AU - Forbes, Lincoln H. AU - Rybkowski, Zofia K. AU - Tsao, Cynthia C.Y. AD - Adjunct Professor, East Carolina University, Greenville, NC, USA; and Lean Researcher, Harding Associates Inc., Miami, FL, USA, lhforbes@gmail.com +1 305 546-6239. AD - Associate Professor, Department of Construction Science, Texas A&M University, College Station, TX 77845-3137, USA, +1 979 845-4354, zrybkowski@tamu.edu AD - Owner, Navilean, Brookline, MA 02445, USA, Phone +1 510/593-4884, research@navilean.com AB - The benefits of lean projects such as reduced schedules and budgets are well documented; construction organizations accomplish lean project delivery through the practices of project teams, yet the backgrounds of many participants have relatively little involvement with lean methodology due to its relative newness. Many participants in the lean movement such as members of the Lean Construction Institute (LCI) attribute project success to the training that is typically conducted to create an awareness and capability among participants and align the team with the priorities of the project. A study of leading firms was undertaken to examine this linkage by reviewing how training is provided for project teams, including the work force. A cross-section of established construction firms, design firms, and consultants were surveyed to determine the best practices that are currently in use. These organizations are all members of LCI or the Associated General Contractors (AGC). Many important lessons were learned, including: the successful approaches taken by AGC to provide industry training; the best practices of the companies surveyed; and future opportunities for improvement in lean training at the industry level. Notably, some of the approaches used in academia such as simulations, were used, but some companies were developing their own training, emphasizing leadership over tools. KW - Lean construction education KW - Lean Construction Institute KW - Associated General Contractors KW - CM-lean certificate KW - leadership. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1497/pdf L2 - http://iglc.net/Papers/Details/1497 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Relook at Plan Reliability Measurements in Lean Construction and New Metrics From Digitized Practical Implementation C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1037 EP - 1046 PY - 2018 DO - 10.24928/2018/0216 AU - Nguyen, Thi Qui AU - Waikar, Sharath Sridhar AD - R&D Manager, Lean Station Ptd. Ltd., 73 JTC LauncPad Ayer Rajah Crescent, #02-27, Singapore, S139952, +6587483827, qui@leanstation.com AD - CEO, Co-founder, Lean Station Ptd. Ltd., 73 JTC LauncPad Ayer Rajah Crescent, #02-27, Singapore, S139952, +6597508940, sharath@leanstation.com AB - Lean construction is increasingly being adopted in many countries as a means to improve construction project performance and productivity. Measuring the various improvements towards achieving the outcomes of reliability, preparedness, commitment and collaborative culture is crucial for a sustained successful practical implementation of Lean. Among various Lean techniques and tools, the Last Planner System (LPS) method has been widely used in construction projects for its simplicity and applicability to the construction environment. With LPS, the plan reliability is measured by Percent Plan Complete (PPC). The PPC as a single metric has been found to be insufficient in providing actionable information in understanding the root cause of challenges faced in different projects nor in improving the reliability nor in getting valid commitment of key project parties. It is also ineffective to symbolize as the metric to represent the preparedness, capacity or performance of the different sub-contractors. This paper aims to provide an in-depth review of PPC and other reliability measurements and their advantages and shortfalls for practical implementation. It reviews the symbolic representation of PPC to improvement through the application of Lean methods in construction from a planning and management perspective. From these analysis, this paper introduces a framework for practical implementation of Lean construction. It also proposes new metrics to supplement PPC to accurately represent plan reliability for better understanding of the root causes. The proposed indices are validated using data obtained from the digital application of Lean construction processes using Lean PlanDo. Lean PlanDo is digital tool embedded with Lean principles for construction planning and management based on LPS with a key emphasis on Value Stream Mapping (VSM) and constraint management. The proposed indices will provide the project teams with practical measurements and to build upon their understanding of Lean, measure the effectiveness of planning and the application of Lean methods in the project. KW - Lean construction KW - percent plan complete (PPC) KW - construction productivity KW - digital construction KW - data analysis KW - reliable planning KW - valid commitment PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1498/pdf L2 - http://iglc.net/Papers/Details/1498 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Digitization for Customer Delight in Ready Mix Concrete Business in India C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1047 EP - 1057 PY - 2018 DO - 10.24928/2018/0427 AU - Mathew, Anup AU - Pooniwala, Mehernosh AD - Senior Vice President and Business Head - Godrej Construction, Godrej & Boyce Mfg. Co Ltd, Mumbai, India; +91- 9820080896; apm@godrej.com. AD - Senior General Manager - Godrej Construction, Godrej & Boyce Mfg. Co Ltd, Mumbai, India; +91- 9820159462; pmn@godrej.com AB - The concrete industry in India is subjected to challenges such as aggressive work schedules, space constraints and requirement of concrete with high strength and quality which has created an increasing awareness of Ready Mix Concrete (RMC) due to its many advantages. However, RMC Industry has been always being plagued by issues such as ensuring proper understanding of customer requirements, tracking of product delivery during transit from manufacturing plant to site, unceasing follow ups, and planning error free concrete pours. Improper handling of these issues leads to losses in man-hour, time and quality and cause customer dissatisfaction. In this age of digitization, a leading RMC company felt the need to formulate a customer service oriented mobile based application (App) for addressing customer concerns. In order to make the App relevant with real-time updates, the organisation mapped customer issues. This paper elaborates the journey for the development of RMC App and explains how it serves as a virtual assistant to enhance the customer experience by easy tracking and real-time product updates right from the concrete booking to delivery at project sites. The approach for App development based on Lean principles is brought out in the paper, covering strong orientation for customer value creation, innovative approach for operational efficiency and waste minimization by continuous improvement etc. KW - Lean Construction KW - Collaboration KW - Continuous Improvement KW - Digitization KW - customer value creation PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1499/pdf L2 - http://iglc.net/Papers/Details/1499 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Ad Hoc Data Analytics and Business Intelligence Service Framework for Construction Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1058 EP - 1068 PY - 2018 DO - 10.24928/2018/0535 AU - Wang, Frank L. AU - Rischmoller, Leonardo AU - Reed, Dean AU - Khanzode4, Atul AD - Business Intelligence Lead, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, Frankwan@dpr.com AD - Business Analyst, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, LeonardoR@dpr.com AD - Lean/Integration Advocate, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, DeanR@dpr.com AD - Technology and Innovation Leader, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, AtulK@dpr.com AB - This paper presents a framework of an ad-hoc data analytic and Business Intelligence service tailored to a construction project. Mandates of delivering integrated information solutions and effective reporting are commonly required nowadays in large capital projects. Due to the nature of construction projects with schedule and budget constraints, poorly defined business problems prohibited the team to deploy full scale data analytic and Business Intelligence (BI) services on site. On the other hand, the increasingly complex data coming from multiple applications and organizations on projects requires more powerful data integration tools and techniques. The proposed framework outlines an agile and ad hoc best practice for job site data analytics and effective reporting based on a real use case from a large pharmaceutical project. Processes in the framework include data alignment, Level of Detail (LoD) data articulation and analytical model establishment. It also illustrates how to resolve complex data analytic challenges for unforeseen cost disputes and how to deliver solutions within a short period of time. KW - Integration KW - waste KW - customization KW - complex KW - Integrated Information KW - Data Analytics PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1500/pdf L2 - http://iglc.net/Papers/Details/1500 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using Technology to Achieve Lean Objectives C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1069 EP - 1078 PY - 2018 DO - 10.24928/2018/0543 AU - Babu, P.R. Surendhra AU - Babu, N. Hayath AD - Head-Digital Engineering, Larsen & Toubro Limited, Chennai, India, prs-ecc@Lntecc.com AD - Head-BIM Implementation, Larsen & Toubro Limited, Chennai, India, hayathbabu@gmail.com AB - The construction industry is facing increased challenges and becoming more and more complex due to number of factors. Whether it is constructing a Building, Infrastructure or Industrial plant, the challenges remain there in every type of the project. This results in delays, waste, overruns and claims. So we need to develop new ways of doing things to manage the construction process. Adopting lean manufacturing principles in construction industry is an effective approach to bring improvements in design, procurement and construction to reap benefits and add value to the project. Using Technology is critical in the advancement of Lean Construction. This paper aims to discuss the need of Lean for our construction business and how technology is used within our organisation to achieve lean principles. KW - Lean construction KW - BIM KW - Leveraging Technology KW - Augmented Reality KW - Value additions PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1501/pdf L2 - http://iglc.net/Papers/Details/1501 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Governing Flat-Roof Constructions: A Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1079 EP - 1089 PY - 2018 DO - 10.24928/2018/0314 AU - Engebø, Atle AU - Andenæs, Erlend AU - Kvande, Tore AU - Lohne, Jardar AD - Ph.D. student, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology, Trondheim, Norway, +4790571902, atle.engebo@ntnu.no AD - Ph.D. student, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology, Trondheim, Norway, erlend.andenas@ntnu.no AD - Professor, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology, Trondheim, Norway, tore.kvande@ntnu.no AD - Research scientist, dr. art. Department of Civil and Environmental Engineering, Norwegian University of Science and Technology, Trondheim, Norway, jardar.lohne@ntnu.no AB - A lean construction process depends on reliable procuring and governing of materials. This paper examines the case of flat roof constructions. It is based on an assumption that current practice might lead to a risk of premature roof failures. Within the case of flat roof constructions, we seek to answer the following research questions:  What are the main threats to the value for the client in the case of flat-roof constructions?  How does the client govern in order to oversee that requirements are met regarding construction materials- and assembling? The research was explorative in nature and limited to the Norwegian context; based on a scoping literature study and seven semi-structured in-depth interviews with experienced industry actors. The findings show that in a short-term perspective, the divergence of stakeholder interest and premature roof failures present a great threat to the value of the building. Poor procuring and handling threatens the construction process. It is a source of disputes between the contractor and the client. Furthermore, it constitutes an obstacle in creating long-term value for the client. Flat-roof constructions are particularly exposed. We propose that clients should implement a more structured approach to overseeing that client requirements are met. To ensure a lean project delivery and maximizing value, mitigating unwanted events related to suppliers and materials are crucial. KW - Lean Construction KW - Value KW - Waste KW - Supply chain management KW - governance KW - safeguarding problems PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1502/pdf L2 - http://iglc.net/Papers/Details/1502 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Knowledge Management and Its Application in Developing Lean Culture C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1090 EP - 1100 PY - 2018 DO - 10.24928/2018/0415 AU - Giridhar, R AU - Gaikwad, Deepak AU - Lad, Jayadatta AD - Executive Director (Technical), Afcons Infrastructure Ltd, India, giridharr@afcons.com AD - Dy. General Manager, Afcons Infrastructure Ltd, India, deepak@afcons.com AD - EA to Executive Director (Technical), Afcons Infrastructure Ltd, India, jayadatta.lad@afcons.com AB - Construction projects generate a lot of learning during their lifecycle. However, it is common to see this learning go underutilized in subsequent projects. If an organization learns to control the “waste of knowledge” during the project lifecycle and utilize this knowledge in subsequent projects, it can form a significant competitive advantage for the organization. Knowledge management (KM) is defined as the process of capturing, managing, and disseminating the knowledge of an organization. This paper presents our experience of implementing of an award-winning knowledge management system for construction projects and explores how knowledge management activities facilitate and enable to build lean culture within an organization. It shows how our KM system allows for “information pulling” by project team members to get the correct information, to the right people, in the relevant form, at the appropriate time. We show how different facets of KM aid in promoting Lean Principles and through examples from our projects, how Lean Culture can be developed by sharing best practices and learning from past projects. KW - Knowledge management KW - Lean Culture KW - Lean Principles KW - Knowledge Enterprise PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1503/pdf L2 - http://iglc.net/Papers/Details/1503 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Building a Lean Culture Into an Organization C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1101 EP - 1110 PY - 2018 DO - 10.24928/2018/0439 AU - Kalyan, Vaidyanathan AU - Pratap, Vasipalli AU - Singh, Srikanth Chouhan AD - CEO, Nadhi Information Technologies Pvt. Ltd., 22 Venkatraman Street, T. Nagar, Chennai 600017. India, +91 97910 41483, kalyanv@nadhi.in AD - Consultant, Nadhi Information Technologies Pvt. Ltd., 22 Venkatraman Street, T. Nagar, Chennai 600017. India, +91 98841 12759, pratapv@nadhi.in AD - Senior Consultant, Nadhi Information Technologies Pvt. Ltd., 22 Venkatraman Street, T. Nagar, Chennai 600017. India, +91 86527 00139, srikanths@nadhi.in AB - The Indian construction industry is in need for a change; a change that can help its people and organizations discard the conventional project management approach of ‘Command and control’; a change that can create better collaboration between project teams and reduce blame games. Lean construction and the Last Planner System™ is a potent and proven solution that offers the change. This paper suggests/proposes an approach for an organizational lean transformation. The approach is based on real life experience of the authors working with both Owner and Contractor organizations. The approach is based on building experience in lean tools at the site level that can be scaled across projects as a bottoms-up model. This is complemented with a top down approach that builds awareness, empathy, and knowledge at the leadership level. Together, the goal is to build capability and confidence in the organization to adopt and adapt lean into the organization. This paper explains in detail about the program and evolution of it from Indian experience. The authors will share their experience and their learning making the change in organizations. They will share the successes and the limitations of the approach. KW - Lean construction KW - Indian Construction KW - Lean Implementation KW - Last Planner System KW - Organisational Culture. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1504/pdf L2 - http://iglc.net/Papers/Details/1504 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Lean Approach to Improve Productivity in a Coke Oven Refurbishment Project: A Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1112 EP - 1121 PY - 2018 DO - 10.24928/2018/0254 AU - Etges, Bernardo Martim Beck da Silva AU - Pereira, Bruno Bronzatto AU - Silveira, Thiago José Salgado da AD - M.Sc. Eng, Project Manager, Steinbock Consulting, Etges Engenharia, Porto Alegre, Brazil; bernardo.m.etges@gmail.com AD - Mechanical Eng., RIP-Kaefer, Indaiatuba, Brazil; bruno.bronzatto@kaefer.com AD - Lean Coordinator., RIP-Kaefer, Indaiatuba, Brazil; thiago.silveira@kaefer.com AB - This paper presents a 3-phased Lean Construction Project (LCP) implemented in a specialized and integrated service company. The purpose of the LCP was to increase productivity and to re-structure Production Planning and Control routines. It was undertaken by a group of internal and external consultants for a period of four months of workshops and more four months of sustainability on-site. The construction project focused by the LCP was the refurbishment of a Coke Oven in a Brazilian Steel Mill. The three workshops regarding the Lean Construction background were: (a) Analysing the construction activities and support process (Planning, Contract Management, Supply, Warehouse, Safety); (b) Redesigning Production Planning and Control tools, routines and responsibilities; and defining a new Work plan schedule regarding takt-time; and (c) a Productivity Workshop implemented through wastes identification, activities reorganization and work provision. For all these workshops, a work group was formed covering consultants, managers, engineers, team-leaders and front-line workers. Finally, the workshop results were assessed through comparison of the productivity indicators with the base-line defined in the Analysis Stage. After the LCP, the project achieved its main objective with the walls assembly productivity improvement by 20%. This result was reached with fewer people performing more efficiently (less time). Moreover, the operational efficiency improvement guaranteed a 46% increase in the gross margin of the contract. KW - Production Planning and Control KW - Productivity KW - Lean Construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1505/pdf L2 - http://iglc.net/Papers/Details/1505 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - An Exploration of BIM and Lean Interaction in Optimizing Demolition Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 112 EP - 122 PY - 2018 DO - 10.24928/2018/0474 AU - Elmaraghy, Ahmed AU - Voordijk, Hans AU - Marzouk, Mohamed AD - MSc Student, Integrated Engineering Design and Management Program (IEDM), Faculty of Engineering, Cairo University, +20 10 2222 6978, ahmedelmaraghy92@gmail.com AD - Associate Professor of Supply Chain Management, Department of Construction Management and Engineering, Twente University, The Netherlands, + 31 53 489 4214, jtvoordijk@utwente.nl AD - Professor of Construction Engineering and Management, Structural Engineering Department, Faculty of Engineering, Cairo University, Egypt, +20 2 35678425, mm_marzouk@yahoo.com AB - Construction and demolition wastes have an adverse environmental impact. The demolition wastes are resulted from the linear economic behaviour that the Construction industry is currently adopting. IT-enabled processes like BIM have been used to eliminate wastes in Construction Projects. The alignment of these processes with Lean Construction principles was seen to reap high benefits. This research investigates the possibility of extending BIM functionalities to support deconstruction processes in alignment with Lean Principles. Based on the existing interaction matrix between BIM functionalities and Lean Principles and its subsequent extensions, the synergies between BIM and Lean are explored from a deconstruction perspective. The evidence of using BIM capabilities in deconstruction projects is mainly interpreted from research in addition to the current initiatives in the demolition and renovation projects in The Netherlands. The main aim is to integrate discrete efforts in industry and academia towards leveraging the recovery rate of salvaged elements. The evidence is then validated against Lean principles and the results reveal a major conformity between BIM and Lean. This exploratory research may contribute to the adoption of a structured framework in deconstruction projects that exploits BIM and Lean capabilities towards achieving a circular economy. KW - Lean construction KW - Building Information Modelling (BIM) KW - Pull KW - Deconstruction KW - Waste PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1506/pdf L2 - http://iglc.net/Papers/Details/1506 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Project Delivery Through Lean Principles Across All Disciplnes of Construction in a Developing Country Environment C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1122 EP - 1132 PY - 2018 DO - 10.24928/2018/0420 AU - Karanjawala, Kaezad AU - Baretto, Diamond AD - Associate Vice President – Godrej Construction, Godrej & Boyce Mfg Co. Ltd, Vikhroli, Mumbai, India; +91- 9820509237; kaezad@godrej.com AD - Assistant General Manager - Godrej Construction, Godrej & Boyce Mfg Co. Ltd, Vikhroli, Mumbai, India; +91- 9819345312; diamond@godrej.com AB - Construction Industry has to counter many challenges and research studies have indicated that large projects across various asset classes typically take longer to finish than scheduled and tend to overshoot the budgeted cost. Improving labour productivity in all trades of construction has been found to be very challenging as compared to the manufacturing industry due to migrant labour, low skills and lower penetration of technology and mechanisation at the work sites. The high percentage of wastes generated in construction projects also puts tremendous pressure on natural and human resources. In order to mitigate the above-mentioned challenges and risks and to improve our way of working, an organization embarked on the Lean journey starting with its Residential Towers using Partnering and other Lean principles for multiple stakeholder management across all our projects. Also, to make the planning process predictable and create commitment based culture the organization amalgamated Lean into Critical Path Method by creating a Milestone Schedule given by the Top management. The Phase Schedule is derived from the Milestone Schedule and further broken down for weekly tracking into Look Ahead Plans (LAP). The LAP is prepared by field teams and is reviewed using Last Planner Meetings (LPS) and other lean tools and methodologies. This paper portrays an organisation’s Lean journey from residential to industrial projects using case studies with key learnings to explain how the success of Lean implementation is possible only when there is a cultural change brought among all the project stakeholders to strengthen team spirit and drive improvement initiatives with strong support from the Top Management. A focussed approach and imbibing the cultural changes in the organisation help to overcome all the barriers faced in the Lean Journey. KW - Lean construction KW - collaboration KW - value stream KW - Last Planner KW - customer delight PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1507/pdf L2 - http://iglc.net/Papers/Details/1507 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Short Takt Time in Construction – a Practical Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1133 EP - 1143 PY - 2018 DO - 10.24928/2018/0472 AU - Binninger, Marco AU - Dlouhy, Janosch AU - Müller, Mathias AU - Schattmann, Marco AU - Haghsheno, Shervin AD - Research Fellow, Karlsruhe Institute of Technology, Germany, marco.binninger@googlemail.com AD - Research Fellow, Karlsruhe Institute of Technology, Germany, janosch.dlouhy@bmw.de AD - Site Manager, weisenburger bau gmbh, Germany, mathias.mueller@weisenburger.de AD - Department Leader, Heinrich Schmid GmbH&Co. KG, Germany, m_schattmann@heinrich-schmid.de AD - Professor, Karlsruhe Institute of Technology, Germany, shervin.haghsheno@kit.edu AB - Takt Planning and Takt Control (TPTC), as a method of Lean Construction, has been developed over years and has increasing applications in construction practice over the last years. The collective understanding is that this method can only be implemented when there is a high level of repetition in the structure of a building project and in fact it is frequently used in such kind of projects. A case study shows how this method was implemented on a construction site with no obvious repetition in the structure. Takt Time was reduced to a level of one hour and the single room construction site was split into small areas. A high collaborative approach of the TPTC was used. The completion time was reduced from over ten days to three days. This paper documents the steps of the implementation, the integration of the team and subcontractors and also compares the typical approach before the optimization with the results after the Takt Time integration. KW - Takt Time Reduction KW - Takt Planning KW - Takt Control PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1508/pdf L2 - http://iglc.net/Papers/Details/1508 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Reaping the Rewards of Production Tracking C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1144 EP - 1149 PY - 2018 DO - 10.24928/2018/0494 AU - Cleary, John AU - Munoz, Anthony AD - DPR Construction, 4665 MacArthur Court, Newport Beach, Ca. JohnCl@dpr.com AD - DPR Construction, 4665 MacArthur Court, Newport Beach, Ca. AnthonyM@dpr.com AB - Traditionally, project controls translate to “monitoring results.” In a true lean project, it is redefined as “making things happen,” with a measured and improved planning process to assure reliable workflow and predictable project outcomes (Lean Construction Institute). By monitoring productivity, a Project Team can more effectively identify and respond to “hot topics” that may hinder flow and predictability. The consistent communication of this information provides the transparency needed for decentralized decision-making, empowering the Project Team to take action and maximize value. Through an Integrated Form of Agreement on a Southern California healthcare project, self-performing Constructors tracked and reported productivity. This information was used to provide real-time updates to schedule, production planning, and budget forecasting. These metrics were compared to the original rates, serving as key performance indicators. Underperforming critical activities would be earmarked to conduct a Deming Cycle for improvement. Activities with high measures would be assessed to identify factors contributing to their success or if the baseline was ill defined. Ultimately, this information was used for Continuous Improvement with a goal of reducing overall schedule in productivity improvements, reducing overall budget by way of production savings, and contributing to and maintaining a positive work environment. KW - production planning controls KW - Integrated Form of Agreement KW - job-sequencing KW - target cost KW - team morale PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1509/pdf L2 - http://iglc.net/Papers/Details/1509 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Visual Planning for Supply Chain Management of Prefabricated Components in Construction C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1150 EP - 1159 PY - 2018 DO - 10.24928/2018/0419 AU - Tiwari, Saurabh AU - Pawar, Girish AU - Luttmann, Eric AU - Trujillo, Rudy AU - Sreekumar, Aiswarya AD - Director, vConstruct Private Limited, Pune, India, +91- 8446001610, saurabht@vconstruct.in AD - Sr. Project Engineer, vConstruct Private Limited, Pune, India, +91- 9403976679, girishp@vconstruct.in AD - BIM Project Engineer, Digital Building Components, Phoenix, Arizona, +1- 2159138611,ericlu@digitalbuilding.com AD - Design Manager, Digital Building Components, Phoenix, Arizona,+1- 6023294255, rudyt@digitalbuilding.com AD - Sr. Project Engineer, vConstruct Private Limited, Pune, India, +91- 8826367246, aiswaryas@vconstruct.in AB - One of the challenges in the supply chain management of prefabricated components is the communication gap between the jobsite and the fabrication shop to coordinate on the deliveries. The context is the supply chain of light gauge metal stud panels that are digitally fabricated using BIM and CNC Robots in the US construction industry. The solution implemented was a cloud-based ordering application. the superintendent in the field interface with the BIM of Metal Stud Panels on an iPad, sequences the panels in the order he/she wishes to install. The order placed by the superintendent is received by the fabrication shop, which then initiates the fabrication of the panel from the same BIM, in the same sequence using the CNC robots. Once fabricated, the panels are divided into batches and transported to the site for installation. This helps in prioritizing fabrication, assembly and shipping of panels as per the needs of various jobsites. The just-in-time fabrication and delivery enables lean workflow of construction material, and minimizes waste in over-production, transportation and inventory. The paper will focus on the process in detail and benefits from this approach KW - flow KW - visual management KW - job sequencing KW - logistics KW - supply chain management PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1510/pdf L2 - http://iglc.net/Papers/Details/1510 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Respect for People’S Well-Being: Meditation for Construction Workers C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1160 EP - 1169 PY - 2018 DO - 10.24928/2018/0256 AU - Filho, João Bosco Pinheiro Dantas AU - Neto, José de Paula Barros AU - Mourão, Alexandre AU - Rocha, Andréa Benício da AU - Luccas, Andre Vieira AU - Saggin, Angela AD - Architect, Federal Institute of Education, Science and Technology of Ceará, Researcher of GERCON, Federal University of Ceará, Fortaleza, Brazil, arquibosco@gmail.com AD - Full Professor, Department of Structural Engineering and Civil Construction, Leader of the GERCON, Federal University of Ceará, Fortaleza, Brazil, barrosneto@gercon.ufc.br AD - Civil Engineer, Technical Director of C. RolimEngenharia Ltda., Brazil, alexandre@crolim.com.br AD - Yoga and meditationinstructor, Ayurveda therapist, Espaço Tenda, Fortaleza, Brazil,dea_benicio@hotmail.com AD - Civil Engineer, Researcher of GERCON, Fortaleza, Brazil,andreluccas90@gmail.com AD - Civil Engineer, Lean & Green Coordinator of C. RolimEngenharia Ltda., Brazil, angela@crolim.com.br AB - Stressful environments are often found in construction industry which makes important to study the relation between stress and work. Alcohol or illicit drugs were reported to be common short-term alternatives to reduce anxiety in male-dominated industries and have long-term implications for health and well-being. "What countermeasures can be used by construction workers?" A set of emotion-focused coping strategies is identified, such as physical exercise, recreational activities and meditation. According to the Brazilian Ministry of Health, meditation is an instrument of physical, emotional, mental, social and cognitive strengthening that promotes concentration, stimulates well-being, relaxation, reduces stress, hyperactivity and depressive symptoms. "But would construction workers be willing to meditate?" The purpose of this paper is to assess the initial perceptions of construction workers under meditation training. This research has a qualitative approach and its strategy is a unique case study. Four meditation sessions were applied at the construction site during lunch break. Multiple sources of evidence were used: interviews and videos. The data analysis was qualitative. The results indicate: (1) construction workers consider that meditation values them and (2) they also recommend its implementation. This research gives some information that there is viability for meditation in construction. KW - Lean Construction KW - Safety KW - meditation KW - workers’ health KW - well-being PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1511/pdf L2 - http://iglc.net/Papers/Details/1511 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Behavior-Based Quality, Case Study of Closing the Knowing-Doing Gap C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1170 EP - 1181 PY - 2018 DO - 10.24928/2018/0532 AU - Spencley, Rodney AU - Pfeffer, George AU - Gordon, Elizabeth AU - Hain, Fritz AU - Reed, Dean AU - Marosszeky, Marton AD - Director for Quality, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, RodneyS@dpr.com AD - President, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, GeorgeP@dpr.com AD - Quality Leader, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, ElizabethG@dpr.com AD - RISQ Group Leader, DPR Construction, 2000 Aerial Center Parkway, Suite 118, Morrisville, NC 27560, USA, FritzH@dpr.com AD - Lean/Integration Advocate, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, DeanR@dpr.com AD - Managing Director, Marosszeky Associates P.L., 40 Maligan Lane, Mandalong NSW 2264, Australia, marton@marosszekyassociates.com AB - This is a case study of a large US general contractor’s efforts to rethink and implement a new behavior-based approach to quality to achieve zero errors, zero defects, zero rework, and zero surprises. This GC has a long history of building a culture of Behavior-Based Safety and has approached quality the same way. Recognition of upstream behaviors that resulted in quality issues and unpredictable results during construction led to a focus on changing the mindset and behaviors of all project stakeholders to enable the team to achieve the intended results. While owners and designers have an indirect connection to safety results, their behavior and actions directly affect quality outcomes. Although developed independently of Quality Function Deployment (QFD), this GC’s approach is similar. Its approach focuses on understanding the customer’s expectations and what is required technically in detail from suppliers to achieve them. It focuses on understanding and describing in technical terms what are the ‘distinguishing’ features of the work from each stakeholder’s perspective, and on aligning its teams on measurable acceptance criteria to achieve customer expectations. This process for making knowledge explicit in order to agree on what quality means to the customer allows the team to fabricate and install its products correctly in such a way as to close the ‘knowing-doing’ gap that plagues most companies and projects. KW - Quality KW - workflow KW - indicators KW - Behavior-Based Safety (BBS) KW - Behavior-Based Quality (BBQ) KW - Quality Function Deployment (QFD) KW - Rework PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1512/pdf L2 - http://iglc.net/Papers/Details/1512 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Identification of Lean Opportunities in a South African Public-Sector Projects Cost Management Framework C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1185 EP - 1194 PY - 2018 DO - 10.24928/2018/0207 AU - Monyane, Thabiso G. AU - Emuze, Fidelis A. AU - Crafford, Gerrit AD - Doctoral candidate, Built Environment Dept., CUT, FS - Central Univ. of Technology, Free State, RSA, +2751 507-3537, tmonyane@cut.ac.za AD - Associate Professor, Built Environment Dept., CUT, FS - Central Univ. of Technology, Free State, RSA, +2751 507-3089, femuze@cut.ac.za AD - Associate Professor, NMU – Nelson Mandela University, Port Elizabeth, South Africa, +2741 504 2153, gerrit.crafford@nmu.ac.za AB - The prevalence of cost overruns in public sector construction projects in South Africa has been observed. This has been attributed to ineffectual approaches to cost management within these projects. The prior study by the authors has made sense of these observations an understanding of existing cost management approaches. Accordingly, this study seeks to identify Lean opportunities from existing cost management practices. Such opportunities will enable identification of effective cost management during project delivery. Adopting a qualitative case study research design, the study relies on data obtained from a purposively selected list of interviewees from a cadre of cases, i.e., recently completed public sector construction projects in South Africa. These interviews will be juxtaposed with evidence from project-related documents. Based on the data, the study will provide a vignette of lean-led cost management frameworks applied to these projects. Encompassing various stages of the project delivery lifecycle, this vignette will enable an identification lean lead cost management on these projects. Subsequently, the vignette will be validated by interviewees. The expectation is that findings from this study will provide a brief picture of cost management frameworks and enable the introduction of probable lean-based solutions to reverse this unbecoming trend. KW - Construction Projects KW - Cost Management KW - Public Sector KW - Vignette KW - South Africa PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1513/pdf L2 - http://iglc.net/Papers/Details/1513 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - SyncLean: An Application for Improved Lean Construction Practice C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1195 EP - 1205 PY - 2018 DO - 10.24928/2018/0242 AU - Ghossaini, Bassem M. AU - Dehaini, Kazem Y. AU - Alruzz, Mustafa A. AU - Eddine, Najib A. Fakhr AU - Hamzeh, Farook R. AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, bmg05@mail.aub.edu AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, kyd01@mail.aub.edu AD - Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, mar26@mail.aub.edu AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, naf14@mail.aub.edu AD - Assistant Professor, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, Phone +961 1 350000 Ext: 3616, Farook.Hamzeh@mail.aub.edu AB - Visual management (VM) is instrumental in implementing lean construction philosophy and principles. The lack of communication and sharing of information among construction professionals in construction projects hinders workflow. Visual management improves the performance of workers and optimizes workflow. This paper introduces a mobile application, Synclean, inspired by the virtual Obeya room of Toyota Production Systems (TPS) to ease the transfer of information between site personnel. Synclean will boast a user-based task manager, showing the weekly tasks schedule, covering task descriptions and constraints while including a Kanban-like notification system that addresses tasks for each participant. SyncLean provides the needed platform for signalling the end and start of tasks to those responsible directly, all while holding accessible information in the cloud associated with these tasks like drawings and work methods. These and other features will ensure Synclean is relevant to the very last planner on construction sites and will support collaborative value-adding, wasteminimizing work. The application mobile interface was tested by users and the impact of this application was tested by surveying site personnel of various positions for the application’s necessity. Results show the need for a visual tool like Synclean to bridge the communication and information sharing gap between site personnel. KW - SyncLean KW - lean construction KW - application KW - Information Technology (IT) KW - visual management (VM) PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1514/pdf L2 - http://iglc.net/Papers/Details/1514 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Improving Design Coordination With Lean and BIM, an Indian Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1206 EP - 1216 PY - 2018 DO - 10.24928/2018/0479 AU - Bhat, Vaibhav AU - Trivedi, Jyoti Sneha AU - Dave, Bhargav AD - Masters Student, Centre for Environment Planning and Technology, Ahmedabad: India Phone +91 9818442856;vaibhav.bhat.mtech16@cept.ac.in AD - Assistant Professor, Centre for Environment Planning and Technology, Ahmedabad: India Phone 079- 26302470-311;jyoti@cept.ac.in AD - Research Fellow, School of the Built Environment, University of Salford; UK. Phone +44 161 2953431; B.Dave@salford.ac.uk AB - Building Information Modeling (BIM) and Lean construction principles have been used independently as significant methods to construction process improvement. Their combination presents challenges and opportunities in implementation, especially when applied in the field. This study explores two perspectives, firstly identifying factors and issues in design coordination of construction projects; secondly, applying lean and BIM functions simultaneously to overcome some of the problems in design coordination. Relative Importance Index (RII) method was adopted to identify major critical factors of design coordination and their effect on the three categories viz; design management, time management and cost management. Subsequently, BIM and lean functions such as 4D simulation integrated with Look ahead planning, Quantity take off, Clash detection during look-ahead and weekly work planning, to reduce change orders and RFIs for additional value to customer were applied in an integrated fashion. This improvised BIMLean process facilitates the design co-ordination during construction phase for all project stakeholders. Finally a matrix is drafted based on previous research that shows integration of Lean Principles and BIM functionalities adopted for the case study. KW - Lean construction KW - Building Information Modelling (BIM) KW - Request for Information (RFI) KW - Clash Detection KW - 4D Scheduling PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1515/pdf L2 - http://iglc.net/Papers/Details/1515 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Development of an Integrated BIM and Lean Maturity Model C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1217 EP - 1228 PY - 2018 DO - 10.24928/2018/0507 AU - Mollasalehi, Sajedeh AU - Aboumoemen, Ahmed Adel AU - Rathnayake, Anushka AU - Fleming, Andrew AU - Underwood, Jason AD - PhD Candidate, University of Salford, UK, s.mollasalehi1@edu.salford.ac.ukAnon AD - PhD Candidate, University of Salford, UK, a.a.aboumoemen@edu.salford.ac.uk AD - PhD Candidate, University of Salford, UK, prasadini88salford@gmail.com AD - Senior Lecturer, School of the Built Environment, University of Salford, UK, a.j.fleming@salford.ac.uk AD - Professor, School of the Built Environment, University of Salford, UK, j.underwood@salford.ac.uk AB - The level of Building Information Modelling (BIM) and Lean adoption has been rapidly increased. The benefits of integrating these two approaches have also been identified. However, to achieve the maximum benefits of the interaction of these two approaches, there needs to be assessment tools to analyse their performances collectively. Because understanding and analysing the performances of these approaches would provide value to the entire project in terms of lessons learned, more value generation, and continuous improvements. Therefore, this paper aims to propose an integrated BIM and Lean Maturity Model based on reviewing the literature around current maturity models. This paper proposes an Integrated BIM and Lean Maturity Model named “IDEAL” which could serve as a basis in terms of assessing the performances of the projects implementing BIM and Lean together. KW - Maturity Models KW - Maturity Assessments KW - Lean Construction KW - Building Information Modelling (BIM) PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1516/pdf L2 - http://iglc.net/Papers/Details/1516 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Application of 4D Bridge Information Model as a Lean Tool for Bridge Infrastructure Projects: A Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1229 EP - 1239 PY - 2018 DO - 10.24928/2018/0508 AU - Vilventhan, Aneetha AU - Rajadurai, R AD - Assistant Professor, Department of Civil Engineering, NIT Warangal, aneetha@nitw.ac.in. AD - M.Tech Construction Engineering and Management student, SRM University, rajadurairc@gmail.com. AB - Construction projects require the coordination of multiple organizations. The production flow of these projects is often hampered through sources of wastes such as improper utilization of the skills of the labours and lack of coordination with the multiple organizations involved in these projects. Bridge information modelling provides a powerful platform for visualizing work flow and collaboration between organizations throughout the life cycle of the project. In this paper, 4D bridge information models for a concrete bridge (flyover) construction project was built through integrating 3D BrIM model with the schedule. The developed 4D bridge information model enabled value addition through improved visualization, co-ordination and communication among project participants. This study provides a practical contribution by showing that project stakeholders can use 4D BrIM models as a lean tool to prevent undesirable situations and reduce the overruns, rework and improve the effective utilisation of labours in Bridge construction projects. KW - Lean tool KW - bridge information modelling KW - visualisation KW - coordination KW - 4D BrIM model PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1517/pdf L2 - http://iglc.net/Papers/Details/1517 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - ‘Site Layout Planning Waste’ Typology and Its Handling Through AR-BIM Concept: A Lean Approach C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 123 EP - 133 PY - 2018 DO - 10.24928/2018/0475 AU - Singh, Abhishek Raj AU - Delhi, Venkata Santosh Kumar AD - Ph.D. Scholar, Department of Civil Engineering, Indian Institute of Technology Bombay, India, arsingh@iitb.ac.in AD - Assistant Professor, Department of Civil Engineering, Indian Institute of Technology Bombay, India, venkatad@iitb.ac.in AB - Site layout planning (SLP) aims at the efficient placement of temporary facilities on a construction site. Improper planning can lead to tremendous wastes in terms of unnecessary transport of materials and other resources around the site. A plethora of research has presented SLP as an optimization problem, but a few have focused on the wastes involved and that occur due to an improper layout of the construction site. To develop the ‘SLP waste’ typology, a comprehensive literature review was done, and the experts of SLP were interviewed. The identified wastes were found to be resulting due to inefficient layouts, improper coordination and collaboration among the project stakeholders and conflict of their interest. The interviewed experts highlighted the inefficiency of two-dimensional (2D) drawings and requirement of three-dimensional (3D) visualization that can aid in envisioning the future site scenarios. Therefore, utilizing Augmented Reality (AR) integrated Building Information Modeling (BIM), a conceptual tool ‘AR-BIM’ is proposed, and the anticipated working is briefed out in this study. The tool is under development and is expected to ease out the planning of site layouts and will aid in enabling lean, along with value generation in construction projects. KW - Lean Construction Sites KW - Site Layout Planning KW - Team Collaboration KW - Waste Elimination PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1518/pdf L2 - http://iglc.net/Papers/Details/1518 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - What Is Lean Construction: Another Look - 2018 C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1240 EP - 1250 PY - 2018 DO - 10.24928/2018/0309 AU - Mossman, Alan AD - Director, The Change Business Ltd, 19 Piccadilly, Stroud, GL5 1HB, UK; +44 7968 485 627; alanmossman@mac.com AB - There is no agreed definition of lean construction. This is a problem for some and not for others in the lean construction community and beyond. Answers to the question “what is lean construction?” from a simple survey reported here, on the web and in the formal and informal literature reveal a diversity of views. The purpose of the survey was to get a sense of the definitions-in-use in the lean construction community. Some of the implications for the community are outlined and suggestions made for further study. KW - lean construction KW - lean KW - definition PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1519/pdf L2 - http://iglc.net/Papers/Details/1519 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Lean E-Governance Approach to Mitigate Corruption Within Official Processes in the Construction Industry C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1251 EP - 1260 PY - 2018 DO - 10.24928/2018/0210 AU - Daramsis, Alaa AU - Faour, Karim AU - Ahad, Lynn Richa Abdel AU - Salami, Ghadeer AU - Hamzeh, Farook AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, Phone +961 71 637 393, akd12@mail.aub.edu AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, Phone +961 71 112 886, knf03@mail.aub.edu AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, Phone +961 3 538 176, gjs08@mail.aub.edu AD - Undergraduate Student, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, Phone +961 70 425 750, lar09@mail.aub.edu AD - Assistant Professor, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, Phone +961 1 350000 Ext: 3616, Farook.Hamzeh@mail.aub.edu AB - Delays in construction projects lead to litigation-related issues and waste of money, in addition to rescheduling task and deliveries to fit the newly delayed plan, which is no easy task to accomplish given the hundreds of activities on a typical construction site. One of the factors that subject the schedule to delays is the official processes performed at the public sectors. Lebanon is a country that has been plagued by corruption; official processes run at suboptimal levels and delay the day-to-day activities of citizens and projects across all industries. The concept of applying lean methods to mitigate this corruption is promising; as this is the first study in Lebanon to address this issue by employing a lean perspective. The aim of this paper is to analyze, assess, and formulate frameworks of official processes based on interviews conducted with professionals in the field who have experienced unexplained delays in their construction documents. In addition, this study develops a tailored e-governance strategy that would effectively lead to a lean revamp in the public sector in terms of service quality, transparency, and reliability. Moreover, it serves as the theoretical foundation for the transformative shift in the official processes in the Lebanon. KW - E-Governance; Lean IT; Work flow; Standardization KW - Work Structuring PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1520/pdf L2 - http://iglc.net/Papers/Details/1520 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Factors Affecting Implementation of Lean Construction C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1261 EP - 1271 PY - 2018 DO - 10.24928/2018/0234 AU - Torp, Olav AU - Knudsen, Jens Biermann AU - Rønneberg, Ingeborg AD - Associate Professor, Norwegian University of Science and Technology, Trondheim, Norway, +47 934 226 73, olav.torp@ntnu.no AD - Assistant Construction Manager, Backe Entreprenør Holding AS, Oslo, Norway, +47 476 06 270, jens.biermanknudsen@backe.no AD - Assistant Construction Manager, Backe Entreprenør Holding AS, Oslo, Norway, +47 934 97 227, ingeborg.ronneberg@backe.no AB - Research has shown advantages an organization can obtain by implementing lean methodology. However, when implementing new philosophies like Lean Construction, there are always some challenges to overcome. Examples could be lack of basic knowledge about the theory/philosophy behind lean, lack of willingness to change, implementation process in an organization, lack of clear objectives/visions with the implementation and top management involvement. The authors of this paper have worked with implementation of lean principles in a Norwegian contractor company. The contractor is split into several sister-companies, acquired over the past 40 years. Some of the sister-companies have succeeded in implementing lean, while others have not succeeded well. The authors will evaluate how the organization have planned to implement lean in an efficient and sustainable way, and what factors that have affected the implementation. The research methodology used is case study, where the different sister-companies are the cases. Research from the case study of lean implementation will give a better understanding for similar cases. It will also address how to overcome challenges related to the implementation process in similar cases. KW - Lean construction KW - Implementation KW - factors of success KW - organizational transformation PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1521/pdf L2 - http://iglc.net/Papers/Details/1521 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Evaluating Why Quantity Surveyors Conflict With Collaborative Project Delivery System C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1272 EP - 1282 PY - 2018 DO - 10.24928/2018/0391 AU - Ahmed, Sa’id N. AU - Pasquire, Christine AU - Manu, Emmanuel AD - PhD Candidate, Centre for Lean Projects, School of Architecture, Design and Built Environment, Nottingham Trent University, UK, +44(0)7592030388, said.ahmed@ntu.ac.uk AD - Professor, School of Architecture, Design and Built Environment, and Director Centre for Lean Projects, Nottingham Trent University, UK, +44(0) 115 848 2095, christine.pasquire@ntu.ac.uk AD - Senior Lecturer, School of Architecture, Design and Built Environment, Projects, Nottingham Trent University, Nottingham NG1 4FQ, UK, +44(0) 7735083823, emmanuel.manu@ntu.ac.uk AB - The recurring poor performance and lack of collaborative culture in the UK construction industry has been a topic of debate for many years now. This has triggered an industry wide demand for performance improvement and innovation in the construction sector. Several studies over the years have reported and linked these concerns to fragmentation, deep-seated cultural resistance and negative commercial behaviours among project participants. Traditionally, Quantity Surveyors (QSs) within the UK system are popularly known for their commercial management functions i.e., contract advice and cost related roles. But, the lack of evidence on collaborative practice across the commercial roles often performed by the QSs in practice has revealed a separation within the construction model where QSs are formulated outside the core project production team (client, designers, and constructors). This continues with further practical implications like process waste, value loss, conflicts among others. However, recently, there were calls for industry-wide modernisation with an appeal specifically on QSs to create positive link within the value chain as against being a burden to it. Based on a literature review and a case study approach, the study further discovered other commercial factors deterring collaborative practice that is emanating from QSs position outside the production system. These factors among others are: commercial background &training, customer &safeguarding practice, excessive monthly reporting & commercial governance and balancing standards with innovation. KW - Lean construction KW - collaboration KW - collaborative production system KW - quantity surveying PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1522/pdf L2 - http://iglc.net/Papers/Details/1522 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Formwork C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1283 EP - 1290 PY - 2018 DO - 10.24928/2018/0211 AU - Ko, Chien-Ho AU - Kuo, Jiun-De AD - Professor, Department of Civil Engineering, National Pingtung University of Science and Technology, Pingtung 91201, Taiwan, +886 8 770-3202, ko@mail.npust.edu.tw; President, Lean Construction Institute-Taiwan; Research Director, Lean Construction Institute-Asia. AD - MS, Department of Civil Engineering, National Pingtung University of Science and Technology, Pingtung 91201, Taiwan. AB - Formwork materials and worker payments are one of the main expenditures in reinforced-concrete structures. Formwork engineering is thus one main factor impacting project success. In current practice, formwork construction including non-value-adding activities results rework and inventory waste. The aim of the paper is to adopt the lean manufacturing ideas to reduce unnecessary waste in the formwork engineering. A lean formwork construction model is developed to achieve this goal. In the lean formwork construction model, an on-site quality control culture is established by using Andon. Using the Andon system, form workers could receive support right away when problem occurs. Moreover, using Andon, operations in formwork engineering are pulled using the Kanban system to lower mold inventory level and create a continuous formwork construction flow. To validate the feasibility of the lean formwork model, a real case is tested. Experimental data demonstrate the developed method could banish unnecessary worker-hours in the formwork’s operational flow and enhance formwork’s value. KW - Formwork KW - lean manufacturing KW - kanban KW - andon. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1523/pdf L2 - http://iglc.net/Papers/Details/1523 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Mapping of BIM Process for Teaching Lean C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1291 EP - 1301 PY - 2018 DO - 10.24928/2018/0258 AU - Ramalingam, Shobha AD - Ph.D, Assistant Professor, National Institute for Construction Management and Research (NICMAR), Pune, Maharashtra, India. Email: sramalingam@nicmar.ac.in AB - Value Stream Mapping (VSM), a Lean tool and Building Information Modelling (BIM) are two contemporary approaches that aim to reduce waste and enhance collaboration in the realization of construction projects. While the principles and practices of both are found to benefit construction processes; there are limited studies that elucidate their synergies and demonstrate the value for teaching lean in construction management programs. VSM visually maps a process and identifies areas for possible improvement. However, it is directly applicable on assembly line operations in a manufacturing industry, an environment which the civil engineering students may not be familiar with, and therefore require experiential learning. To this end, the process of conversion of 2- dimensional (2D) design drawings to a 3D building information model of a construction project was foremost captured through VSM technique in an experimental study consisting of 4 student teams. The action learning methodology allowed the teams to generate the current state map, identify wastes in the process and aim for an ideal future state through kaizen efforts and brainstorming sessions. The experiment helped to reinforce the VSM technique in teaching lean and allowed the students to present appropriate opportunities for improvement. Lessons learnt can further act as a stepping stone to benefit professionals in actual practice. KW - Value stream KW - Process improvement KW - Lean construction KW - Action learning KW - Teaching PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1524/pdf L2 - http://iglc.net/Papers/Details/1524 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Comparison of Competitive Dialogue and Best Value Procurement C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 13 EP - 22 PY - 2018 DO - 10.24928/2018/0248 AU - Wondimu, Paulos Abebe AU - Klakegg, Ole Jonny AU - Lædre, Ola AU - Ballard, Glenn AD - PhD Candidate, Department of Civil and Environmental Engineering (DCEE) , Norwegian University of Science and Technology (NTNU), Trondheim, Norway/Senior Engineer, Norwegian Public Roads Administration, Norway, +47 901 11 814, paulos.wondimu@ntnu.no/ paulos.wondimu@vegvesen.no AD - Professor, DCEE, NTNU, ole.jonny.klakegg@ntnu.no AD - Associate Professor, DCEE, NTNU,ola.ladre@ntnu.no AD - Professor, DCEE, NTNU/Professor DCEE, University of California Berkeley glenn.ballard@ntnu.no /ballard@ce.berkeley.edu AB - Competitive Dialogue (CD) and Best Value Procurement (BVP) are two different approaches to early contractor involvement (ECI) in public projects. However, it is not clear which approach is best suited for what kind of project situations, and which is better for implementing lean in public procurement. The purpose of this paper is to explore the similarities and differences of these approaches to develop recommendations for how to match approach with project situations. In addition to literature study, two large infrastructure projects were studied through 12 in-depth semi-structured interviews and review of documents. The findings from this study indicate that the two approaches have several similarities; e.g., both give a better result when they are used together with a design-build contract than design-bid-build contract, and they give clients possibilities to meet suppliers and clarify projects before contract signing. However, they also have a number of differences such as the number of competitors that develop a project and a supplier selection premises varies. The study concludes that BVP is a more effective procurement process than CD as regards procurement phase. However, CD gives more room for the clients to influence supplier solutions than BVP. KW - Best value procurement (BVP) KW - competitive dialogue (CD) KW - lean KW - early contractor involvement (ECI) KW - public procurement PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1525/pdf L2 - http://iglc.net/Papers/Details/1525 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Laminated Timber Versus on-Site Cast Concrete: A Comparative Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1302 EP - 1312 PY - 2018 DO - 10.24928/2018/0313 AU - Østnor, Torstein AU - Faanes, Sigbjørn AU - Lædre, Ola AD - Student M.Sc. Civil Engineering., Norwegian University of Science and Technology, Trondheim, Norway, +47 958 59 145, E-mail: torstein.ostnor@veidekke.no AD - Project Developer/ Design Manager, Veidekke Entreprenør Trøndelag, Trondheim, Norway, E-mail: sigbjorn.faanes@veidekke.no AD - Associate Professor, Dr. Ing., Norwegian University of Science and Technology, Trondheim, Norway, +47 911 89 938, E-mail: ola.ladre@ntnu.no AB - Laminated-timber is a relatively new construction material for multi-story buildings. With this type of structural engineered wood product, timber is glue laminated to increase its constructive strength. Laminated-timber represents an opportunity to lower GHGemissions, while traditional on-site cast concrete is believed to be cheaper. The study examines differences between construction in laminated timber and cast concrete, and pros and cons associated with construction in laminated timber. The study began with a literature review. Then the construction of two neighboring apartment buildings that used Last-Planner during both design and construction were studied. Takt-planning was used in the production planning. Twelve interviews represent the main source of data and was supplemented with a study of documents and direct observations in design meetings. Use of laminated timber requires more resources in the design phase compared with the use of cast concrete. Fire and acoustic regulations, in particular, demand new construction guidelines. However, use of laminated timber saves time and provides a cleaner working environment during construction. Under the right circumstances, laminated timber appears to outperform on-site cast concrete. This study suggests Lean measures for contractors that want to benefit from the advantages of laminated timber and improve such construction. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1526/pdf L2 - http://iglc.net/Papers/Details/1526 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Role of Slack in Standardized Work in Construction: An Exploratory Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1313 EP - 1322 PY - 2018 DO - 10.24928/2018/0213 AU - Fireman, Marcus C.T. AU - Saurin, Tarcísio A. AU - Formoso, Carlos T. AD - PhD Student, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil. marcus@climbgroup.com.br AD - Associate Professor, Industrial Engineering and Transportation Department. Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil, saurin@ufrgs.br. AD - Professor, Industrial Engineering and Transportation Department. Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, RS, Brazil, formoso@ufrgs.br. AB - Standardized work (SW) is a type of action-oriented procedure that sets a basis for continuous improvement in the Toyota Production System. However, the usefulness and applicability of this practice to construction is still unclear. Furthermore, while some studies have addressed the key elements of SW, the role played by the concept of slack as a fundamental element of operations design is rarely discussed in an explicit way. This is a drawback since slack resources allow for the system to cope with variability from different sources. Considering the context of the construction industry, the aim of this study is to carry out an exploratory investigation of the role played by slack in SW. This analysis is mostly based on a matrix that checks strategies for the deployment of slack resources against sources of variability in construction. Results indicate that SW, in construction, should account for a broader range of slack resources in comparison to what is accounted for in manufacturing. In addition, we propose that slack resources and the corresponding variability sources be explicitly anticipated when designing SW for construction operations. KW - Slack KW - Standardized Work KW - Variability. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1527/pdf L2 - http://iglc.net/Papers/Details/1527 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Value-Adding Activities Level in Brazilian Infrastructure Construction Companies - 9 Cases Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1323 EP - 1333 PY - 2018 DO - 10.24928/2018/0252 AU - Etges, Bernardo Martim Beck da Silva AD - M.Sc. Eng, Project Manager, Steinbock Consulting, Etges Engenharia, Climb Consulting, Porto Alegre, Brazil; bernardo.m.etges@gmail.com AB - This paper presents an approach to answer the question of what is the level of valueadding activities that infrastructure projects usually operates. Considering the Lean Construction concepts, waste definitions and Value Stream Mapping, added to an Operational Excellence perspective, the paper bring the result of nine infrastructure projects conducted by a consultancy company in seven Brazilian Construction Companies. In the presented analysis, eight projects took place in Brazil and one in Trinidad and Tobago. The methodological analysis here presented consists of two standard phases of the referred consultancy projects where on-site and data analysis, construction value stream mapping, and “gemba-walk” are used to understand the project and quantify the level of value-adding activities and wastes in the construction process. The Multi Moment Analysis will be used to measure wastes and value added in operations performed on-site. The results show a low level of value-adding activities, representing, in the general analysis, 26% percent of the total available time. The results are also divided for project and type of operation, i.e. earthworks, steel assembly, pre-fab, for example. That analysis brings the possibility to understand specifics characteristics of each project product and different approaches towards planning and production control and a new managing attitude in each company. This understanding was hold in those construction companies and may be a great improvement opportunity for the infrastructure construction sector. KW - Value-adding activities KW - Gemba KW - Value stream map KW - Multi Moment Analysis PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1528/pdf L2 - http://iglc.net/Papers/Details/1528 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Large Scale Project Using Takt Planning and Takt Control-Creating and Sustaining Multitasking Flow C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1334 EP - 1343 PY - 2018 DO - 10.24928/2018/0503 AU - Dlouhy, Janosch AU - Ricalde, Miguel AU - Cossio, Bernardo AU - Januncio, Carlos AD - Process Specialist, Construction Department, BMW AG, Munich, Germany, Janosch.dlouhy@bmw.de AD - Lean Construction Specialist, AECOM, Mexico, San Luis Potosi, miguel.ricalde@gmail.com AD - Lean Consultant, ITN Mexico, Mexico City, bcossio@itnmexico.com AD - Lean Construction Specialist, AECOM, Brasil, carlosjanuncio@gmail.com AB - Takt planning and Takt control (TPTC) is a production system approach that is most commonly used in individual construction projects. The approach has not yet been implemented systematically in a large-scale project, like a Greenfield automotive plant (complete new plant from scratch) with all facilities. Furthermore, its use has not been documented in construction in Mexico. Most projects describing TPTC in research are single contractor projects, implemented by a single construction company. This paper describes a real project with over 15 different facilities using Takt planning and Takt control (TPTC), in a large scale green field automotive plant with 5 main general contractors collaborating together with the client. It shows the demands and the effects of large scale projects using the method of TPTC within a Lean philosophy and describes the system that was designed and implemented. As the main contribution from this paper, a system and its results for creating a Lean culture, collaboration, transparency, planning and overall project control within a multitasking flow is described and validated. KW - Lean construction KW - Takt planning KW - Takt control KW - Collaboration KW - large-scale projects. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1529/pdf L2 - http://iglc.net/Papers/Details/1529 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Envision of an Integrated Information System for Projectdriven Production in Construction C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 134 EP - 143 PY - 2018 DO - 10.24928/2018/0511 AU - Antunes, Ricardo AU - Poshdar, Mani AD - The University of Auckland, Auckland, New Zealand, +64 20 40 12 4793, rsan640@aucklanduni.ac.nz AD - Lecturer, The Auckland University of Technology, Auckland, New Zealand, +64 921 9999 ext. 8956, mani.poshdar@aut.ac.nz AB - Construction frequently appears at the bottom of productivity charts with decreasing indexes of productivity over the years. Lack of innovation and delayed adoption, informal processes or insufficient rigor and consistency in process execution, insufficient knowledge transfer from project to project, weak project monitoring, little crossfunctional cooperation, little collaboration with suppliers, conservative company culture, and a shortage of young talent and people development are usual issues. Whereas work has been carried out on information technology and automation in construction their application is isolated without an interconnected information flow. This paper suggests a framework to address production issues on construction by implementing an integrated automatic supervisory control and data acquisition for management and operations. The system is divided into planning, monitoring, controlling, and executing groups clustering technologies to track both the project product and production. This research stands on the four pillars of manufacturing knowledge and lean production (production processes, production management, equipment/tool design, and automated systems and control). The framework offers benefits such as increased information flow, detection and prevention of overburdening equipment or labor (Muri - 無 理 ) and production unevenness (Mura - 斑), reduction of waste (Muda - 無駄), evidential and continuous process standardization and improvement, reuse and abstraction of project information across endeavors KW - Lean construction KW - SCADA KW - machine learning KW - LiDAR KW - BIM. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1530/pdf L2 - http://iglc.net/Papers/Details/1530 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - MDM-Based Buffer Estimation in Construction Project C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1344 EP - 1353 PY - 2018 DO - 10.24928/2018/0530 AU - Singhal, Rohan AU - Maheswari, J. Uma AU - Charlesraj, V. Paul C. AU - Pal, Aritra AD - Graduate Student, Indian Institute of Technology Delhi, New Delhi, India, rohanssinghal@gmail.com AD - Assistant Professor, Indian Institute of Technology Delhi, New Delhi, India, umapaul@civil.iitd.ac.in AD - Associate Professor, RICS School of Built Environment, Delhi NCR, India, vpcharlesraj@ricssbe.edu.in AD - Assistant Professor, RICS School of Built Environment, Mumbai, India, aritra.pal.1989@gmail.com AB - Schedule delay and cost overrun are the two major challenges for the successful project delivery in construction. It has been reported that significant delays in construction projects are caused by rework and there are several reasons for rework. A framework has been proposed to assess the delay due to two primary reasons for rework, (i.e. design changes and non-conformances), using Multiple Domain Matrix (MDM), a matrix-based technique. This methodology would help the project planners to create an as-adjusted schedule that is more appropriate compared to as-planned or as-built schedules. Further, it is possible to arrive at a meaningful estimate of activity buffer time in order to account for delays due to rework. Eventually, this would lead to successfully implement one of the key principles of lean, namely, elimination of time-related “waste” that is due to defect and/or delay. KW - Buffer KW - delay assessment KW - job-sequencing KW - multiple domain matrix KW - waste PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1531/pdf L2 - http://iglc.net/Papers/Details/1531 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Towards Identifying Making-Do as Lead Waste in Refurbishment Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1354 EP - 1364 PY - 2018 DO - 10.24928/2018/0236 AU - Neve, H.H. AU - Wandahl, S. AD - PhD Student, Department of Engineering, Aarhus University, Nordre Ringgade 1, 8000 Aarhus C, Denmark, +45 28791838, hn@eng.au.dk AD - Professor, Department of Engineering, Aarhus University, Nordre Ringgade 1, 8000 Aarhus C, Denmark, +45 41893216, swa@eng.au.dk AB - Refurbishment projects have shown declining productivity in the last decades. At the same time, refurbishment activity is increasing rapidly worldwide to achieve a more sustainable built environment. Thus, understanding reasons for the low productivity is a key aspect to reach environmental as well as economical sustainability. The aim of this research has been to identify Making-Do in refurbishment projects and the reasons behind it. A case study research approach has been used to collect data by actively participating in weekly Last Planner System meetings, observing work in progress on-site on three projects and conducting work sampling studies on six trades. The research showed that Making-Do is highly likely to be both the prevailing and lead waste form in all of the three cases, and that insufficient management of production was the main cause. This was found by firstly identifying an overlap between known impacts of Making-Do from literature and the most occurring negative impacts observed in the cases. Secondly, finding that talking generally contained the biggest potential for being reduced and that this potential had an apparent correlation with Making-Do. This research is an important step towards understanding Making-Do in refurbishment projects and how to detect and reduce lead waste in refurbishment, and to improve construction productivity. KW - Lean Construction KW - Refurbishment KW - Work Sampling KW - Waste KW - Making-Do PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1532/pdf L2 - http://iglc.net/Papers/Details/1532 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Mastering Complexity in Takt Planning and Takt Control - Using the Three Level Model to Increase Efficiency and Performance in Construction Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1365 EP - 1374 PY - 2018 DO - 10.24928/2018/0476 AU - Dlouhy, Janosch AU - Binninger, Marco AU - Oprach, Svenja AU - Haghsheno, Shervin AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608-42168, janosch.dlouhy@kit.edu AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608-44124, marco.binninger@kit.edu AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608- 44124,svenja.oprach@kit.edu AD - Professor, Karlsruhe Institute of Technology, Germany, +49-721-608-42646, shervin.haghsheno@kit.edu AB - When scheduling a construction project, resource consumption, efficiency of the trades, external influences and the possible changes within the construction process must be taken into account. Hence, the complexity of the construction schedule and an exact planning is difficult. So often the time buffers are balancing the unexpected events. That’s the reason the full potentials of the construction project are often missed. The approach of Takt Planning and Takt Control (TPTC) offers a possibility to dimension buffers and schedule them transparently. This approach is often seen as a rigid and complicated procedure. The planning has to be adapted with a huge effort to changes in the construction process and therefore often does not show the real image of the construction site. The three-level model tries to structure the method for all participants. This paper aims to improve the simplicity of dimensioning value, time and activities in Takt Planning. Performance indicators can provide information about the dimensioning and its adaptation to the construction process. Thus, TPTC can be seen as a flexible method for controlling the complexity of construction planning and excellerate efficiency of the hole project. KW - Lean construction KW - Takt KW - three-level model KW - complexity PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1533/pdf L2 - http://iglc.net/Papers/Details/1533 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Review of Rework Causes and Costs in Housing Construction Supply Chain C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1375 EP - 1384 PY - 2018 DO - 10.24928/2018/0514 AU - Shahparvari, Mehdi AU - Fong, Daniel AD - PhD Student, Division of Construction, Property & Surveying, School of Engineering and the Built Environment. London South Bank University, SE1 0AA, United Kingdom, +44 (0) 77 53 444 327, shahparm@lsbu.ac.uk AD - Associate Professor, Division of Construction, Property & Surveying, School of the Built Environment and Architecture, London South Bank University, SE1 0AA, United Kingdom, fongd@lsbu.ac.uk AB - Rework in construction projects can cause significant waste of cost and time. Within lean construction practice, rework minimisation is of most interest among project managers. However, less attention has been paid to investigating rework reduction or avoidance in the housing supply chain. Given the increasing costs incurred due to rework generation, innovative approaches to reduce and avoid rework throughout the housing supply chain has never been more urgently required. Elaborating the root causes of rework is essential as it clearly highlights the role of various supply chain contributors. This paper investigates the root causes of rework in construction projects in general and in housing projects in particular. More specifically, the impact of rework on the entire housing supply chain will be explained. KW - Rework reduction KW - Housing Construction KW - Lean Construction KW - Housing Supply Chain KW - Lean Strategies. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1534/pdf L2 - http://iglc.net/Papers/Details/1534 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Teaching Choosing by Advantages: Learnings & Challenges C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1385 EP - 1394 PY - 2018 DO - 10.24928/2018/0445 AU - Devkar, Ganesh AU - Trivedi, Jyoti AU - Pandit, Devanshu AD - Associate Professor, Faculty of Technology, CEPT University, Ahmedabad - 380009, India, +919099010303, ganesh.devkar@cept.ac.in AD - Assistant Professor, Faculty of Technology, CEPT University, Ahmedabad - 380009, India, +919925009609, jyoti@cept.ac.in AD - Professor, Faculty of Technology, CEPT University, Ahmedabad - 380009, India, +919909956661, devanshu@cept.ac.in AB - Choosing by Advantages (CBA) is a promising lean tool for fostering collaboration, value generation, cost optimization and reduction of waste in the design phase of construction project. This paper describes the experience with teaching of this tool to the students of masters programme in Construction Engineering and Management in an Indian university. As part of the exercise of Choosing by Advantages, the students were asked to select design problems for a construction project. The students group comprised of engineers and architects, which facilitated the role play of real life industry stakeholders - contractor, designer and client. A participant observation of the role play was conducted to understand their learning from this CBA exercise. The analysis indicated that the students learned about necessity of collaboration, design complexity and systematic decision making. Although, the concepts can be articulated in much better manner after overcoming the cognitive barriers and perceptions about prevailing construction industry environment. KW - Lean construction KW - choosing by Advantages (CBA) KW - collaboration KW - action learning PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1535/pdf L2 - http://iglc.net/Papers/Details/1535 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - An Exploratory Study on Lean Teaching Adoption Rate Among Academia and Industry in Indian Scenario C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 1395 EP - 1404 PY - 2018 DO - 10.24928/2018/0498 AU - S, Anandh K AU - K, Prasanna AU - K, Gunasekaran AU - S, Aravinth K AD - Assistant Professor, Department of Civil Engineering, SRM Institute of Science and Technology, Kattankulathur, India. +91979074077, anandh.k@ktr.srmuniv.ac.in AD - Assistant Professor, Department of Civil Engineering, SRM Institute of Science and Technology, Kattankulathur , India. +919444455715, prasanna.k@ktr.srmuniv.ac.in AD - Professor, Department of Civil Engineering, SRM Institute of Science and Technology, Kattankulathur India. +919443353507, gunasekaran.k@ktr.srmuniv.ac.in AD - Deputy Project Manager, Land Transport Authority, Singapore. +6597964037, aravinthks@live.com AB - Construction sector is undergoing a paradigm shift with the adoption and implementation of new technologies concepts. One among these concepts is Lean Construction, which improves productivity, allocation of construction drawings, detailing, time management, costs control, people management and safety at construction sites. For the effective adoption of Lean construction, professionals require basic understanding of the concepts. To facilitate this, construction and engineering management programs need to introduce Lean concepts in their curriculum, educating students about relevant thoughts and philosophy. The Lean approaches would take them a notch higher concerning productive future career prospects in the construction industry. For this study, data has been collected from various colleges and universities of South India. Research data was collected through semi-structured questionnaires in addition to semi-structured interview. Results of this study provided extraordinary views which is beneficial for curriculum designers and even the top management of construction. The main aim of the study is to determine the current scenarios of Lean teaching and practicing in the industry and demand rate/ awareness about the Lean Teaching. This paper helps in understanding the current status of Lean adoption in academia and also in construction industry. KW - Lean Theories KW - Teaching KW - Construction Management KW - Engineering education KW - Game learning PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1536/pdf L2 - http://iglc.net/Papers/Details/1536 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using BIM-Based Sheets as a Visual Management Tool for on-Site Instructions: A Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 144 EP - 154 PY - 2018 DO - 10.24928/2018/0520 AU - Matta, Gabriela AU - Herrera, Rodrigo F. AU - Baladrón, Cristóbal AU - Giménez, Zulay AU - Alarcón, Luis F. AD - BIM/Lean Project Consultant, Master student, Production Management Consulting – GEPRO, Santiago, Chile, gmatta@gepro.cl AD - PhD candidate, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Professor, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Chile, +56 9 4413 2109, rodrigo.herrera@pucv.cl AD - BIM/Lean Project Consultant, M.Sc., Production Management Consulting – GEPRO, Santiago, Chile, cbaladron@gepro.cl AD - PhD candidate, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Professor, Civil Engineering, Universidad Centrooccidental Lisandro Alvarado, Barquisimeto, Venezuela, zmgimenez@ing.puc.cl AD - Professor, Ph.D., Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, lalarcon@ing.puc.cl AB - In recent decades, design and construction have had to specialize, which has gradually fragmented the industry. This scenario is relevant in hospital projects, where a large number of specialties interact, especially when the operation of the center must be guaranteed. For this reason, it is essential to reduce the communication time between workers and decision-makers to respond quickly to unexpected problems. The purpose of this article is to describe the use of Visual Management using Building Information Modeling (BIM) to deliver task instructions in the field. A case study of a Chilean healthcare center is described, whereby through the active participation of the consulting team, the use of BIM-based sheets as visual instructions was gradually implemented, taking as input the BIM product and process models. The most relevant results were the fulfillment of the initially estimated deadlines without the delays that historically occurred in these types of projects and the reduction of response times for requests for information. It can be concluded that the use of these BIM-based sheets directly addresses the root causes of information management problems in construction and that it is essential to use technology within a Lean collaborative methodology. KW - Visual Management KW - BIM KW - on-site instructions KW - Lean KW - healthcare PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1537/pdf L2 - http://iglc.net/Papers/Details/1537 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Modelling and Simulating Time Use of Site Workers With 4d BIM C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 155 EP - 165 PY - 2018 DO - 10.24928/2018/0536 AU - Vrijhoef, Ruben AU - Dijkstra, Jan Tjerk AU - Koutamanis, Alexander AD - Senior Researcher, Delft University of Technology, and Professor, Utrecht University of Applied Sciences, PO Box 5043, NL-2600 GA Delft, The Netherlands, +31639251420, r.vrijhoef@tudelft.nl AD - Master Graduate, Delft University of Technology, PO Box 5043, NL-2600 GA Delft, The Netherlands, +31639251420, J.T.Dijkstra@student.tudelft.nl AD - Associate Professor, Delft University of Technology, PO Box 5043, NL-2600 GA Delft, The Netherlands, +31639251420, A.Koutamanis@tudelft.nl AB - This paper presents a research endeavouring to model site work in a 4D BIM model. Next simulations are performed with this model in 5 scenarios including specific interventions in work organisation, notably changing positons of facilities for site workers. A case study has been done in a construction project in the Netherlands. The research has showed the possibility to model time use of site workers in 4D BIM. Next the research has showed potential to perform and calculate specific interventions in the model, and prospect realistic changes in productive time use as a result. KW - BIM KW - time use KW - simulation KW - site work KW - labour optimisation PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1538/pdf L2 - http://iglc.net/Papers/Details/1538 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Tolerance Compliance Measurement Using Terrestrial Laser Scanner C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 166 EP - 176 PY - 2018 DO - 10.24928/2018/0539 AU - Talebi, Saeed AU - Koskela, Lauri AU - Tzortzopoulos, Patricia AD - Lecturer and PhD Researcher , School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. Saeed.Talebi@hud.ac.uk AD - Professor, School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. L.Koskela@hud.ac.uk AD - Professor, School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. P.Tzortzopoulos@hud.ac.uk AB - Terrestrial laser scanning (TLS) provides remote sensing and a quick and comprehensive technique for deviation analyses. Its application for precision surveying purposes is becoming a common practice. There are many interdependent parameters that determine whether the accuracy obtained during the data collection and registration is appropriate to perform deviation analyses. Also, the accuracy of deviation analyses is reflected on visualisation/demonstration of results. However, the focus of previous research works has often been on either data acquisition, data registration, deviation analyses, or visualisation of results. The research described in this paper consolidates and formalises the existing methods in the literature and practice for data acquisition and data processing. In doing so, the aim is to develop a holistic method termed Tolerance Compliance Measurement (TCM) using TLS to obtain results from deviation analyses with the desired accuracy. Moreover, unlike the previous research works that mainly focus on assessment of flatness of surfaces, the appropriateness of the most common algorithms for assessment of different types of geometric variation is explored. The results show that the application of TLS and commercially available software are versatile although not complete for analyses of different types of geometric variation. KW - Laser scanning KW - deviation analyses KW - data acquisition KW - data registration KW - visualisation of deviation maps KW - demonstration of deformation analyses KW - geometric variations KW - enabling Lean with IT. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1539/pdf L2 - http://iglc.net/Papers/Details/1539 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Believing Is Seeing: Paradigms as a Focal Point in the Lean Discourse C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 177 EP - 186 PY - 2018 DO - 10.24928/2018/0208 AU - Korb, Samuel AU - Ballard, H. Glenn AD - PhD Student, Faculty of Civil and Environmental Engineering, Technion – Israel Institute of Technology, Haifa, Israel, shmuel.korb@technion.ac.il AD - Research Director, Project Production Systems Laboratory, University of California Berkeley, mailto:ballard@ce.berkeley.edu AB - In many ways, the transition from traditional modes of management thinking and behavior to Lean approaches is what Kuhn referred to as a “paradigm shift”. Not only surface artifacts like behavior are different in a Lean organization – the most basic assumptions and patterns of thought are fundamentally different than those that have guided organizations for decades. The resulting paradigm gap between traditional thinkers and Lean thinkers may help to explain the conceptual disconnect between the two groups; the two have no common assumptions on which to base a productive dialogue about what degree of organizational excellence is possible. In this paper, we explain what paradigms are and why Lean management represents a paradigm shift. We then apply lessons learned from successful paradigm shifts in other fields to suggest what the Lean Construction community can do to nurture an industry-wide paradigm shift to Lean. By discussing this topic, we hope to bring the concept of paradigms to a position of greater prominence in the Lean discourse, in part helping Lean enthusiasts to understand why those mired in the traditional management paradigm just can’t seem to “get it” no matter how hard the latter group tries to explain. KW - Lean construction KW - Lean management KW - paradigms KW - paradigm shift PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1540/pdf L2 - http://iglc.net/Papers/Details/1540 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Methods to Improve End User Satisfaction in Higher Education Buildings C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 187 EP - 198 PY - 2018 DO - 10.24928/2018/0250 AU - Hatoum, Makram Bou AU - Mustapha, Reina El AU - Nassar, Christelle AU - Zaheraldeen, Hayyan AU - Hamzeh, Farook AD - Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Beirut, Lebanon, mnb23@mail.aub.edu AD - Graduate Student, Civil and Environmental Engineering Department. American University of Beirut, Beirut, Lebanon, rse33@mail.aub.edu AD - Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Beirut, Lebanon, cjn07@mail.aub.edu AD - AD - AB - End user satisfaction is one of the major indices that attest to the success of a project in terms of adding value to the client. Therefore, in order to rate the overall functions of a facility, the fulfilment of end users' needs is to be taken into consideration during the whole project phase (i.e. design through operation). Many clients believe that allocating more resources to the project automatically guarantees the success of the project. What they fail to realize is that in most cases, success, which should be translated in end user satisfaction, relies more on how the project was thought of, planned, constructed and delivered. This paper presents the case study of a high-budget engineering complex. In this study, different end users of the facility were prompted to fill a comprehensive survey about the overall quality of the complex. Interviews were also conducted with the client representative and other parties who were involved during the design/construction phases. After results were analysed and compared, an evident contradiction was detected: end user satisfaction rates were relatively low whereas client’s representative overall satisfaction was optimistically high. Lean methods and tools were suggested that could be used to improve the design and delivery of similar facilities and establish a higher end user satisfaction rate. KW - Post-Occupancy Evaluation KW - End User Satisfaction KW - Higher Education KW - Lean Construction KW - Building Performance PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1541/pdf L2 - http://iglc.net/Papers/Details/1541 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Evaluation of Customer Value by Building Owners in the Construction Process C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 199 EP - 208 PY - 2018 DO - 10.24928/2018/0393 AU - Dlouhy, Janosch AU - Wans, Stephan AU - Haghsheno, Shervin AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608-42168, janosch.dlouhy@kit.edu AD - M.Sc. Student, Karlsruhe Institute of Technology, Germany, +49-163-249-7705, stephan.wans@alumni.kit.edu AD - Professor, Karlsruhe Institute of Technology, Germany, +49-721-608-42646, shervin.haghsheno@kit.edu AB - Lean Construction is mainly linked to the creation of value for the client/customer. Rarely do construction publications address methods or models to understand, determine, or define the core concept of this value. This paper gives an overview of existing approaches outside the construction sector and their applicability to the construction process is analyzed. The Means-End Model – widely used in scientific customer studies outside the Lean Construction context – is then investigated further and the Customer Value in the construction process is structured according to it. KW - Value KW - Customer KW - Client KW - Building Owner KW - Value Management KW - Means-End Model. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1542/pdf L2 - http://iglc.net/Papers/Details/1542 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using Design Science Research and Action Research to Bridge the Gap Between Theory and Practice in Lean Construction Research C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 209 EP - 219 PY - 2018 DO - 10.24928/2018/0409 AU - Khan, Sheriz AU - Tzortzopoulos, Patricia AD - PhD (Architecture), University of Huddersfield, United Kingdom, Telephone: +1 (321) 674-0309, sherizkhan@yahoo.com AD - Professorof Integrated Design/Associate Dean of Research and Enterprise, School of Art, Design and Architecture, University of Huddersfield, United Kingdom. Fax: (+44) 01484 472440, p.tzortzopoulos@hud.ac.uk AB - The descriptive approaches, like case study, interview, survey, observation and document analysis, widely used by the lean construction community to investigate managerial problems in the construction industry, typically provide explanations of problems and not solutions to them, leaving a gap between theory and practice. Two prescriptive approaches—design science research and action research—are therefore recommended. Design science research and action research offer alternative approaches for studying, understanding and solving practical problems and testing innovative solutions in design and construction management, for bridging the gap between theory and practice and for making academic research more relevant to practice.They can be used to develop and/or test solutions to managerial problems in the construction industry and generate new knowledge and/or theory.The purpose of this paper is to describe design science research and action research and discuss three cases of lean construction research in which these approaches were used effectively. KW - Design Science Research (DSR) KW - Action Research (AR) KW - Lean Construction (LC) KW - the Last Planner System (LPS) KW - Benefit Realization PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1543/pdf L2 - http://iglc.net/Papers/Details/1543 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Determining Benefit - Understanding Buildings as Production System Assets C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 220 EP - 230 PY - 2018 DO - 10.24928/2018/0484 AU - Drevland, Frode AU - Gonzalez, Vicente AD - Assistant Professor, NTNU - Norwegian University of Science and Technology, Trondheim, Norway, +47 920 64 262, frode.drevland@ntnu.no AD - Senior Lecturer, Department of Civil and Environmental Engineering, The University of Auckland, Auckland, New Zealand, v.gonzalez@auckland.ac.nz AB - Maximizing the client value delivered from construction projects is to large degree a matter of maximizing the benefit in use of the built asset. To do so, we must be able to accurately assess the benefits of a proposed solution at the time of design. While some authors have looked at simulation solutions for examining this issue, we believe that this research is putting the proverbial cart before the horse. A more fundamental understanding of what answers we seek is needed before considering how this technically speaking could be done. In this paper, we first develop an understanding of buildings as production assets from a production theoretical point of view by reviwing relevant production theory in the context of buildings. Therafter, we discuss what questions we must be able to answer to optimize building as production assets in light of the previously developed theoretical foundation. Finally, we discuss how these questions can principally be answered through different evaluation approaches. KW - Fitness for purpose KW - theory KW - value PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1544/pdf L2 - http://iglc.net/Papers/Details/1544 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Best Value Procurement (BVP) in a Mega Infrastructure Project C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 23 EP - 33 PY - 2018 DO - 10.24928/2018/0285 AU - Narmo, Mikkel AU - Wondimu, Paulos Abebe AU - Lædre, Ola AD - M.Sc. Student, Department of Civil and Transport Engineering, Norwegian University of Science and Technology (NTNU)/Project Engineer, Veidekke AS, Phone +47 99415674, narmo@live.no AD - PhD Candidate, NTNU, Trondheim, Norway/Senior Engineer, Norwegian Public Roads Administration (NPRA), Norway, +4790111814, paulos.wondimu@ntnu.no/ paulos.wondimu@vegvesen.no AD - Assoc. prof., Dr.Ing., NTNU, Trondheim, Norway, +4791189938, ola.ladre@ntnu.no AB - The Norwegian Government recently established a new public company called New Roads with the aim to create more value for money within road investment. To meet government expectations, New Roads has started to use Best Value Procurement (BVP) in mega infrastructure projects. BVP emphasizes contractor selection and risk management from the beginning of the project to add value and reduce waste in all project phases. The purpose of this research is to explore the experience of client and vendor personnel with the implementation of BVP so recommendations can be given for future application. In addition to a literature review, one of the first BVP projects was studied through 11 in-depth semi-structured interviews with key informants. Both client and vendor applauded the approach. Three significant shared positive experiences with the method were found: better risk management, realistic performance expectations, and efficient procurement procedure. BVP is one of several approaches that can be used to award contracts based on qualification rather than price. In addition, the method brings risk management to the beginning of the project. KW - Best Value Procurement (BVP) KW - Public Procurement KW - Infrastructure projects KW - Lean KW - ECI PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1545/pdf L2 - http://iglc.net/Papers/Details/1545 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Conceptual Framework for Capability and Capacity Building of SMEs for Lean Construction Adoption C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 231 EP - 239 PY - 2018 DO - 10.24928/2018/0495 AU - Ankomah, Emmanuel N. AU - Ayarkwa, Joshua AU - Agyekum, Kofi AD - Lecturer, Building Tech. Dept., Sunyani Technical University, Kumasi, Ghana, +233 244 590 709, bd310nsiah@gmail.com AD - Professor, Building Tech. Dept., KNUST, Kumasi, Ghana, +233 246 010 870, ayarkwajosh@yahoo.com AD - Lecturer, Building Tech. Dept., KNUST, Kumasi, Ghana, +233 246 761 879, agyekum.kofi1@gmail.com AB - Lean construction (LC) is a production system with the potential to deliver exceptional performance within any organisation. LC is possible solution to the many problems faced by construction Small and Medium Enterprises (SMEs). However, Construction SMEs lack the needed resources which constraint their lean implementation efforts. A conceptual framework for capability and capacity building of Construction SMEs is developed based on the Toyota Way model. This research was conducted using systematic review of literature. The review suggests there is the need to build the capability and capacity of SMEs to fully adopt the LC philosophy. SMEs provide a challenging context for the implementation of LC due to their lack of the needed resources. The outcome of this study is to focus attention on building the capability and capacity of Construction SMEs to fully adopt LC. This will help reduce the incidence of high failure rates of LC implementation recorded amongst SMEs. Previous works have concentrated on what SMEs can and should do within their limited capacity. However, the use of the isolated tools and practices fail because lean is a system that has to be implemented holistically. A conceptual framework for building the capability and capacity of SMEs for LC adoption is therefore proposed. KW - SMEs KW - Lean Construction KW - Capability and Capacity Building KW - Process KW - Value PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1546/pdf L2 - http://iglc.net/Papers/Details/1546 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Integration Enabled by Virtual Design & Construction as a Lean Implementation Strategy C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 240 EP - 249 PY - 2018 DO - 10.24928/2018/0521 AU - Rischmoller, Leonardo AU - Reed, Dean AU - Khanzode, Atul AU - Fischer, Martin AD - Business Analyst, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, LeonardoR@dpr.com AD - Lean/Integration Advocate, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, DeanR@dpr.com AD - Technology and Innovation Leader, DPR Construction, 1450 Veterans Boulevard, Redwood City, CA 94063, USA, AtulK@dpr.com AD - Kumagai Professor of Engineering and Professor of Civil and Environmental Engineering and Director, Center for Integrated Facility Engineering (CIFE), Stanford University, Stanford, CA, fischer@stanford.edu AB - This theory paper probes the intersections of Lean, Mass Production and conventional Construction, Lean Construction, the Simple Framework for Integrating Project Delivery model, and Virtual Design and Construction (VDC). The authors argue that Toyota recognized that integration was necessary to achieve the goal of global optimization in design and production and that this imperative confronts Lean Construction today. They briefly describe the Simple Framework for Integrating Project Delivery as a system model to achieve the high level of integration required to deliver a valuable, highperforming building. Then they focus on how VDC fits within and enables the Simple Framework model, explaining each element of VDC and how project teams can leverage it to consistently deliver high-performing buildings. KW - Theory KW - production KW - Lean Construction KW - Simple Framework for Integrating Project Delivery KW - Virtual Design &Construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1547/pdf L2 - http://iglc.net/Papers/Details/1547 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Why Visual Management? C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 250 EP - 260 PY - 2018 DO - 10.24928/2018/0527 AU - Koskela, Lauri AU - Tezel, Algan AU - Tzortzopoulos, Patricia AD - Professor, School of Art, Design and Architecture, University of Huddersfield, l.koskela@hud.ac.uk AD - Lecturer, School of Art, Design and Architecture, University of Huddersfield, a.tezel@hud.ac AD - Professor, School of Art, Design and Architecture, University of Huddersfield, p.tzortzopoulos@hud.ac.uk AB - From early on, visual management (VM) has been an intrinsic ingredient of the Toyota Production System (TPS) and its derivatives like lean production. Akin to the evolution of most other parts of the TPS, it has been developed through practitioner efforts rather than being propelled by theoretical insights. Recently, scholars have started to create a theoretical knowledge base for VM. Besides taxonomies of visual devices and their functions, there is only one fully fledged theory of VM, based on the concept of affordance. It is contended here that the scholarly field of visual management has been too narrowly defined. In fact, research on (or bearing on) visual devices has been carried out in several other, mostly small fields, often with little mutual awareness. A review on the theoretical explanation of VM is provided, based on this wider literature. The concept of affordance has been used in this context already in early 1990s. This focuses attention especially to the human cognitive capabilities and corresponding features of visual devices. Generally, VM is argued to provide a more rapid and reliable mode of communication in comparison to traditional alternatives. VM is thus compatible with the lean tenets of time compression and variability reduction. This explains its central role in lean production. KW - Visual management KW - lean production KW - cognition PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1548/pdf L2 - http://iglc.net/Papers/Details/1548 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Value for Whom? C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 261 EP - 270 PY - 2018 DO - 10.24928/2018/0533 AU - Drevland, Frode AU - Tillmann, Patricia A. AD - Assistant Professor, NTNU - Norwegian University of Science and Technology, Trondheim, Norway, +47 920 64 262, frode.drevland@ntnu.no AD - Senior Lean Manager, University of California San Francisco, California, +14152799102, patricia.andretillmann@ucsf.edu AB - Designing, building and optimising projects as production systems producing value can be said to be the aim of construction management from an engineering perspective. However, the question is whose value are we optimising the system for? The lean philosophy tells we should deliver value to all the projects customers. However, here anyone that is impacted by the project is considered a customer, not just the paying client. Do all customers matter and is delivering value for all of them of equal importance? In this paper, we explore this matter by first looking into the literature on stakeholder management. Finding no suitable answers there we attack the question by considering the motivations for delivering value by a literature review and interviews with industry professionals. Finally, we discuss the implications that considering the perspective of multiple stakeholders brings to project management. The paper argues that the key to deciding whose value matter lies in understanding the motivation for why valueis delivered. However, to what degrees different factors motivates someone will be highly dependent on their philosophical outlook, thus making the matter of value for whom a philosophical question. KW - Lean construction KW - value KW - theory KW - value philosophy KW - stakeholder management PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1549/pdf L2 - http://iglc.net/Papers/Details/1549 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Supply Chain Management in Construction From a Production Theory Perspective C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 271 EP - 281 PY - 2018 DO - 10.24928/2018/0538 AU - Broft, Rafaella D. AU - Koskela, Lauri AD - PhD Candidate, The Bartlett School of Construction and Project Management, University College London, United Kingdom, r.d.broft@gmail.com AD - Professor, School of Art, Design and Architecture, University of Huddersfield, United Kingdom, l.koskela@hud.ac.uk AB - Production management in construction is moving away from conventional construction management. The correctives to this model have been explicitly or implicitly based on flow and value principles. Supply Chain Management (SCM) is often presented as suitable for efficient management of construction production, but its successful implementation in the industry remains limited, particularly at the lower tiers of the construction supply chain. This paper takes a closer look at SCM – an analysis from the production perspective might help to create a better understanding of the concept and the key principles presented could be prescriptive in the further development of SCM in construction. KW - Construction management KW - supply chain management KW - production theory KW - key principles PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1550/pdf L2 - http://iglc.net/Papers/Details/1550 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Identifying Value Enhancing Factors and Applicability of Visual Management Tools C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 282 EP - 293 PY - 2018 DO - 10.24928/2018/0239 AU - Patel, Vyoma Vipul AU - Karia, Nimitt AU - Pandit, Devanshu AD - Undergraduate student, Faculty of Technology, CEPT University, Ahmedabad, India, +91 99785 01302, vyoma.v.patel@gmail.com AD - Managing Partner, development2020 and visiting professor, CEPT University, Ahmedabad, India, +91 98797 99213, nimittkaria@gmail.com AD - Professor, Faculty of Technology, CEPT University, Ahmedabad, +91 7698987575, devanshu@cept.ac.in AB - A significant amount of capital has been invested in AECO industry for many decades to support public and private initiatives. Therefore, getting reasonable value from the investment is pivotal for any developing nation. Interpretation of the value varies according to the importance and influence of the stakeholders in the project hence knowing its perception is significant. Maximising value is one of the foundations of the lean construction approaches. On the other hand, as Indian construction industry is gearing up for lean construction and its applications, understanding the meaning of the value in local context become significant. Moreover, visual management and its applications in construction have shown promising results. Therefore, how well they can address value maximization in Indian construction context is answered via conducted research. This paper helps to understand the perception of the value in the Indian construction industry through semi-structured interviews of construction professionals. Additionally, value increasing factors are identified in the construction phase of the project, subsequently; lean visual tools are applied to identify factors. The results demonstrate that the visual management tools have potential to increase value in the construction phase of Indian construction projects. KW - Value KW - Visual Tools KW - Construction phase KW - Factors KW - Indian construction projects PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1551/pdf L2 - http://iglc.net/Papers/Details/1551 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Kaizen - Analysis of the Implementation of the A3 Reporting Tool in a Steel Structure Company C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 294 EP - 304 PY - 2018 DO - 10.24928/2018/0265 AU - Bordin, Mateus F. AU - Dall'Agnol, André AU - Dall'Agnol, Alexandre AU - Lantelme, Elvira M.V. AU - Costella, Marcelo F. AD - Master's student in Civil Engineering, Faculdade Meridional IMED, mateus-bordin@hotmail.com AD - Master's student in Civil Engineering, Faculdade Meridional IMED, andre.dallagnol@medabil.com.b AD - Master's student in Civil Engineering, Faculdade Meridional IMED, ale@intelldesign.com.br AD - Phd in Civil Engineering, Faculdade Meridional IMED, elvira.lantelme@imed.edu.br AD - Phd in Production Engineering, Universidade Comunitária da Região de Chapecó (UNOCHAPECÓ) and Faculdade Meridional IMED, costella@unochapeco.edu.br AB - The A3 report is a Kaizen tool that must contain, on one side of an A3 paper sheet, a context, the current situation, the objective, an analysis, countermeasures, an action plan, the monitoring and an upgrade regarding the situation to be improved. This study seeks to analyze the post-implementation effects of the A3 tool, which is part of the Kaizen method. The research method consisted in the collection and evaluation of A3 reports produced in the past seven years in a company of pre-fabricated steel structures. Among the 154 developed A3 reports, it was observed that 76% were drafted by the engineering and manufacturing departments, which converged on the improvement of processes, services and innovative solutions. The manufacturing and assembly sectors had 60% of the improvements implemented by the A3 tool, but the impacts with the greatest economic significance for the company were found in other sectors, such as sales and logistics. The conclusion is drawn that the A3 report was effective in the deployment of Kaizen, resulting in the improvement of services and processes, and consequently in the direct reduction of the cost of the finished product. In addition, it influenced market and business expansion strategies throughout the company. KW - Kaizen KW - A3 report KW - Optimization of Services and Processes PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1552/pdf L2 - http://iglc.net/Papers/Details/1552 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Lean Perspective of Stakeholder Integration in Public Private Partnerships C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 3 EP - 12 PY - 2018 DO - 10.24928/2018/0217 AU - Malaeb, Zeina AU - Hamzeh, Farook AD - Graduate Student, Department of Civil and Environmental Engineering, American University of Beirut, Beirut, Lebanon, +96176701078, zmm17@mail.aub.edu AD - Assistant Professor, Department of Civil and Environmental Engineering, American University of Beirut, Beirut, Lebanon, +96170680523, fh35@aub.edu.lb AB - The Special Purpose Vehicle (SPV) is the party representing the private sector in a Public Private Partnership (PPP), and combines a number of stakeholders including equity shareholders, designers, contractors, and service providers under one umbrella. Consequently, the key to ensuring successful project delivery is achieving an efficient integration of the different SPV stakeholders involved, to deliver the project as a unified entity. However, the SPV’s stakeholder management role is highly under-investigated in the literature, and no studies have attempted to explore SPV stakeholder integration. This highlights a significant need to do so, considering that the former is both a prerequisite and a driver of PPP project success. This research aims to address this need through generating a list of SPV characteristics that reflect stakeholder collaboration and developing Critical Success Factors (CSFs) to measure the level of SPV stakeholder integration, based on concepts projected from the Integrated Project Delivery (IPD) system. The aforementioned factors relate to the project’s organization structures, commercial frameworks, and operating systems and processes. This research is the first of its kind that aims to investigate the SPV’s integration level, from a holistic IPD perspective, as an enabler of successful relationship management. KW - Collaboration KW - Critical Success Factors (CSFs) KW - Integrated Project Delivery (IPD) KW - Public Private Partnership (PPP) KW - Stakeholder Integration PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1553/pdf L2 - http://iglc.net/Papers/Details/1553 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - ISO and Lean Can Contribute to a Culture of Continuous Improvement C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 305 EP - 315 PY - 2018 DO - 10.24928/2018/0270 AU - Gomez, Christy P. AU - Hamid, Hashima AD - Associate Professor, UTHM – Universiti Tun Hussein Onn Malaysia, +6 012 537 7247, cpgomez@uthm.edu.my or cpgomez21@gmail.com AD - Lecturer, UTHM – Universiti Tun Hussein Onn Malaysia, +6 019 730 1780, hashima@uthm.edu.my AB - There is increasing “acceptance” that compliance to International Organization for Standardization (ISO) Quality Management Systems is adequate to secure the full benefits of continuous improvement (CI) practice. This appears to detract construction organizations from developing CI practice that can significantly contribute to a culture of CI. This paper proposes that implementation of the Last Planner System (LPS) for improving construction project planning and scheduling (P&S), based on lean construction’s TFV theory, can contribute to CI culture within an ISO QMS compliance framework. It is argued that claims regarding lean construction as being amongst one of the many construction improvement ‘panaceas’ that are non-contextual, generic solutions that are reductionist ‘bolt-on’ models of change are rather unfounded. In order to substantiate the above argument a CI maturity model was developed based on CI critical success factors based on a Delphi survey, and the CI maturity level of ISOcertified and non-ISO certified construction contracting organizations in the P&S process was compared. 39 ISO-certified and 57 non-ISO certified contractor’s CI maturity was analyzed using independent t-test. Although the ISO-certified organizations’ CI maturity level was higher, the general maturity level was low, warranting serious consideration for the application of LPS. KW - Lean construction KW - continuous improvement KW - Last Planner System KW - ISO-certified organizations PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1554/pdf L2 - http://iglc.net/Papers/Details/1554 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Studying the Mindset of Corruption in the Construction Industry - A Lean Perspective C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 316 EP - 325 PY - 2018 DO - 10.24928/2018/0282 AU - Rizk, Ruba AU - Sobh, Dana AU - Yassin, Abd Allah Abou AU - Hamzeh, Farook AD - Masters Student, Civil and Environmental Engineering Dept., American University of Beirut, Lebanon, +961 71 283 626, rmr24@mail.aub.edu AD - Masters Student, Industrial Engineering. Dept., American University of Beirut, Lebanon, +961 71 537 981, dns12@mail.aub.edu AD - Masters Student, Civil and Environmental Engineering Dept., American University of Beirut, Lebanon, +961 3 043 626, awa19@mail.aub.edu AD - Assistant Professor, Civil and Environmental Engineering Dept., American University of Beirut, Lebanon,+961 70 680 523, fh35@aub.edu.lb AB - Studies have shown that the construction industry practice involves corruption. Several factors such as the complexity of the project and organizations involved coupled with scarce sanctions on corrupt activities are basic hurdles for reducing corruption. Lebanon’s construction industry is no exception since it is one of the developing countries that lack anti-corruption processes. The aim of this study is to (1) investigate the mindset behind unethical behavior in construction that has detrimental effects on the community and (2) suggest lean-based frameworks that can impact processes and behavior to reduce corruption. Surveys were conducted to better assess the level of awareness of the Lebanese community with regards to corruption, identify existing mitigation methods, and evaluate the importance and feasibility of integrating lean culture into the construction industry. Respondents do not consider some basic corrupt actions to be a serious problem indicating that there is a need for more efforts to raise the community’s awareness to the significance of fighting corruption. An anti-corruption framework was designed using lean principles and tools was suggested to better mitigate and control corrupt acts in the Lebanese construction industry. Results show that the construction industry seems ready to accommodate this change. Nevertheless, it must happen at a low pace. KW - Corruption KW - Lean KW - Lebanon KW - Bribery KW - Anti-Corruption Tools KW - Integrity PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1555/pdf L2 - http://iglc.net/Papers/Details/1555 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - IPD in Norway C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 326 EP - 336 PY - 2018 DO - 10.24928/2018/0284 AU - Aslesen, Andreas R. AU - Nordheim, Runar AU - Varegg, Bjørn AU - Lædre, Ola AD - M.Sc. student, Department of Civil and Environmental Engineering, Norwegian University of Science and Technology (NTNU), Høgskoleringen 7A, 7491 Trondheim AD - M.Sc. student, Department of Civil and Environmental Engineering, NTNU AD - M.Sc. Lead Contract and Procurement, Vestfold Hospital Trust AD - Associate professor, dr.ing, Department of Civil and Environmental Engineering, NTNU AB - As projects become more complex and uncertain, the challenge of increasing productivity and improving project outcome becomes greater. Integrated Project Delivery (IPD) seeks to improve project performance through a high level of collaboration between key participants. Although IPD is a well-known delivery model, only a single project has implemented this approach in the Norwegian construction industry: The Tønsberg Project. The purpose of this study is to identify which theoretical IPD elements are used in this project, document experiences from IPD and provide recommendations for the delivery of future IPD projects in Norway. This article presents research based on a comprehensive literature review and a case study of the first Norwegian IPD project. The case study consists of a document review and 9 semi-structured interviews with key informants. The experiences established through this research indicate that a higher level of collaboration facilitates innovative design and effective execution. The interviewees consider IPD to have potential to improve the performance of future projects but describe change in culture to be crucial for project success. This study presents challenges and benefits experienced in The Tønsberg Project. It provides practitioners with a framework of theoretical IPD elements and first-hand experiences with how these elements can affect project performance. KW - Integrated Project Delivery (IPD) KW - collaboration KW - trust KW - case study KW - recommendations PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1556/pdf L2 - http://iglc.net/Papers/Details/1556 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Analysis of the Activities of Site and Project Managers – Implications From the Perspective of Creating Value C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 337 EP - 347 PY - 2018 DO - 10.24928/2018/0315 AU - Binninger, Marco AU - Dlouhy, Janosch AU - Schneider, Johannes AU - Haghsheno, Shervin AD - Research Fellow, Karlsruhe Institute of Technology, Germany, marco.binninger@googlemail.com AD - Research Fellow, Karlsruhe Institute of Technology, Germany, janosch.dlouhy@bmw.de AD - M.Sc. Student, Karlsruhe Institute of Technology, Germany, johannes.schneider6@student.kit.edu AD - Professor, Karlsruhe Institute of Technology, Germany, shervin.haghsheno@kit.edu AB - Construction projects are complex and include various processes, which have to be managed by a construction team. The position of a site manager or project manager (below we will use the term construction manager (CM)) plays an important role for the success of projects, because this position has the responsibility for the process organisation within the project. Studies show construction managers are typically exposed to a high level of stress. One German study from 1997 shows clearly the degree and effects of a high stress level. A major factor for inefficiency and a catalyst for stress could be a lack of transparency and missing communication inside a construction team. The paper describes the results of a study of the daily activities of construction managers. Six individuals were accompanied and interviewed. In total 55 hours of observation have been undertaken to analyse the daily routine at this organisational level in projects. Based on the results of this analysis the authors propose improvements for construction managers. The proposal is based on the idea to structure the daily work routine of a construction manager. This helps to reduce the frequent changes and interruptions in activities, so construction managers can concentrate on value creating activities. KW - Site manager KW - project manager KW - stress KW - daily routine KW - transparency KW - daily meetings PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1557/pdf L2 - http://iglc.net/Papers/Details/1557 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Transformation From Design-Bid-Build to Design-Build Contracts in Road Construction C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 34 EP - 45 PY - 2018 DO - 10.24928/2018/0394 AU - Kalsaas, Bo Terje AU - Hannås, Gøril AU - Frislie, Grethe AU - Skaar, John AD - Professor, Dr. Ing, Faculty of Engineering and Science, Department of Engineering Sciences, University of Agder, N-4846 Grimstad, Norway; e-mail: bo.t.kalsaas@uia.no AD - Associate professor, PhD, Faculty of business and law, Department of working life and innovation, University of Agder, N-4846 Grimstad, Norway; e-mail: goril.hannas@uia.no AD - Research Assistant, M.Sc, Faculty of business and law, Department of working life and innovation, University of Agder, N-4846 Grimstad, Norway; e-mail: grethe.frislie@uia.no AD - Assistant professor, M.Sc., Faculty of Engineering and Science, Department of Engineering Sciences, University of Agder, N-4846 Grimstad, Norway; e-mail: john.skaar@uia.no AB - This article was triggered by a public client opting to change contracting strategy on a pre-designed 4-lane motorway project from design-bid-build to design-build contract. The goal for the client is to build roads cheaper and faster with the greatest possible economic benefits for society. In the article, we ask: Which changes associated with the transition from a design-bidbuild to a design-build contract can be identified in the contractual relationship between the public developer, contractor and subcontractors? The article focuses on changes in relation to constructability, construction time and costs, and discusses the issues of quality and customer value. The study is theoretically related to the principal-agent theory and transaction cost theory, where the threat of opportunistic behaviour is central. This is also seen through the lens of the Lean Construction triangle, which focuses on the need for harmonisation between commercial element in the contract, organisation and production. We analyse the case in relation to three propositions:  Design-build offers incentives that result in better constructability than design0bid-build contracts.  Design-build results in lower production costs and faster construction than design0bid-build contracts.  Quality and customer value come under pressure in design-build contracts. The first proposition seems to be confirmed by the empirical analysis. Production cost is, however, not the same as the price for the client. It is more uncertainty related to the third proposition. An important finding is that the developer’s change in strategy seems to result in a radical change in working conditions for the consulting design and engineering companies, as well as to a great degree for the head contractor. A strong relationship between the contractor and consulting engineers is especially important to ensure success in terms of execution, and we find indications that alliances have been formed between the parties. KW - Contract form KW - constructability KW - cost KW - progress KW - customer value PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1558/pdf L2 - http://iglc.net/Papers/Details/1558 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Assessment of Organizational Culture in Construction – A Case Study Approach C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 348 EP - 357 PY - 2018 DO - 10.24928/2018/0396 AU - Simon, S. Manna AU - Varghese, Koshy AD - Doctoral Research Scholar, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of TechnologyMadras, Chennai, Tamil Nadu, India.mannasimon92@gmail.com AD - Professor, Building Technology & Construction Management Division, Department of Civil Engineering, Indian Institute of Technology Madras, Chennai, Tamil Nadu, India. koshy@iitm.ac.in AB - Recent studies suggest that Lean concepts can be successfully adopted only when it is aligned with the organizational culture (OC). OC can be defined as the shared values and beliefs of people, according to which they perceive, react and act in any situation. For sustained and effective adoption of Lean, it is important to institute Lean philosophy in the core culture of an organization. To enable effective adoption, it is important to analyze and understand the organizational culture and its dimensions before inducing a change management strategy for sustaining Lean. The objective of this study is to understand the impact of prominent cultural dimensions on the different management levels of employees. The paper presents, results and discussion of an exploratory study conducted using a case study approach. A construction company based in a metropolitan city in India was chosen based on its active program in Lean implementation. To analyze the cultural dimensions of the organization, Competing Values Framework (CVF) was chosen. The key dimensions based on which CVF assess the OC are dominant characteristics, management of employees, organizational leadership, organizational glue, criteria for success and strategic emphases. The data was collected through “Organizational Culture Assessment Instrument (OCAI)” and the target respondents were the top-management and middle-management staff. The data was analyzed by standard scoring mechanisms, to arrive at the particular type of organizational culture. Apart from the questionnaires, views, and opinions from the experts were also taken. From the study, it was found that the perception of employees about the organizational culture varies with different management levels, which might be a potential threat to sustain Lean philosophy. The study concludes by emphasizing the need for detailed understanding on the impacts of cultural dimensions in an organization. KW - Change Management KW - Commitment KW - Lean Construction KW - Lean Culture KW - Organizational Culture. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1559/pdf L2 - http://iglc.net/Papers/Details/1559 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Innovation with Creative Collaborative Practices C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 358 EP - 369 PY - 2018 DO - 10.24928/2018/0397 AU - Berg, Ingrid Løvendahl AU - Lombardo, Sebastiano AU - Lædre, Ola AD - M. Sc. Student, Dept. of Civil and Transport Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +4798049668, ingridlb@stud.ntnu.no AD - Adjunct Assosiate Professor, BI Norwegian Business School, Oslo, Norway, +4793012003, sebastiano.lombardo@bi.no AD - Associate professor, Dept. of Civil and Transport Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +4791189938, ola.ladre@ntnu.no AB - Lean is about solving problems related to reducing waste while maximizing value. The project team of the construction project Bispevika in Norway is working on how creative collaborative practices can be performed in problem-solving processes. This paper considers following research questions: Which creative collaborative practices are implemented in Bispevika? What are the experiences of these practices? How to improve these practices in future projects? In addition to observations on site within design and procurement, interviews of the project managers as well as a document study based on received project material is carried out to identify creative collaborative practices. A literature study on trust in collaboration, creative processes and creativity and innovation in lean is also presented. The engagement of an innovation manager as a facilitator combined with his own research on creative practices contributes to the overall vision of being an innovative project. The executed method is based on a four-phased process leading to the choice of best solution to a case. By using a strategy of creating winning teams and focusing on trust in these collaborations, the project is aiming at innovating the way projects are managed in the future. Identified creative collaborative practices with proposed adjustments are presented. KW - Creativity KW - collaboration KW - innovation KW - trust KW - problem-solving processes PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1560/pdf L2 - http://iglc.net/Papers/Details/1560 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Framework for Progressive Evaluation of Lean Construction Maturity Using Multi-Dimensional Matrix C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 358 EP - 369 PY - 2018 DO - 10.24928/2018/0416 AU - Sainath, Yeshwant AU - Varghese, Koshy AU - Raghavan, N AD - Student, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India, yeshwant0311@gmail.com AD - Professor, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India,koshy@iitm.ac.in AD - Professor of Practice, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India,nraghavan@iitm.ac.in AB - Lean is a culture-based management system essentially aimed at waste elimination, thereby creating value for the customer. It is a transformation journey and to evaluate the progress on this journey at any time, the achieved state of maturity has to be assessed. We argue that Lean Construction management spans three stages or phases - Physical (Activity-based) Manifestation, Behavioral (Culture-based) Manifestation and Strategic (Long-term) Manifestation. To evaluate the progress on this journey and assess the state of Lean maturity achieved across a project or the entire organization at any stage, a host of factors needs to be considered. The distinctive factors relating to each of the above three stages are initially identified by literature survey and interviews. These factors are then assigned with different individual weights through findings from a detailed questionnaire survey. A weighted factor model is then developed to assess the overall maturity at project and organizational levels. The Lean scores for the various factors are shown on a Spider Radar and a bar chart and overall maturity level is plotted on a normative Lean maturity progression curve spanning across the three stages. The model was developed based on data collected from 25 Lean practitioners across six organizations, which are implementing Lean construction in their sites. The model was then applied to projects of four different organizations and the Lean Construction Maturity Ratings were calculated. These scores were then discussed with experts to validate whether the scores appropriately reflected, in an overall qualitative sense, the Lean maturity of the projects surveyed. In view of the low level of spread of Lean practices across the Industry in this country, assessment of Lean maturity across an entire organization has not been taken up so far. KW - Lean Culture KW - Lean Construction Maturity level KW - Normative Progression Curve KW - Questionnaire Survey KW - Lean practices. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1561/pdf L2 - http://iglc.net/Papers/Details/1561 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Last Planner System: Comparing Indian and Norwegian Approaches C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 381 EP - 391 PY - 2018 DO - 10.24928/2018/0421 AU - Ravi, Ramakrishnan AU - Lædre, Ola AU - Fosse, Roar AU - Vaidyanathan, Kalyan AU - Svalestuen, Fredrik AD - MSc Candidate, NTNU - Norwegian University of Science and Technology, Trondheim, Norway, +47 96711277, ramakrir@stud.ntnu.no AD - Associate Professor, Dept. of Civil and Transport Engineering, NTNU Norwegian University of Science and Technology, Trondheim, Norway, +47 911 89 938, ola.ladre@ntnu.no AD - Regional Manager, Lean Construction, Skanska, Oslo, Norway, +4793444588, roar.fosse@skanska.no AD - CEO, Nadhi Information Technologies, 22 Venkatraman Street, T. Nagar, Chennai 600017. India; Phone: +91 97910 41483; kalyanv@nadhi.in AD - Ph.D. Candidate, NTNU – Norwegian University of Science and Technology, Trondheim, Norway/Design Manager, Veidekke Entreprenør AS, +47 986 73 172, fredrik.svalestuen@ntnu.no AB - Construction projects around the world currently use the Last planner system (LPS) with different approaches. In this paper, we compare the Indian and Norwegian industry because of their contrasting cultural settings, in order to gather experiences and formulate possible improvements to their LPS approaches. A general literature study regarding LPS and its components was carried out. Data from two cases in India and six cases in Norway were collected with the help of three case specific and five general interviews. The study revealed similarities in scheduling and planning, root cause and constraint analysis, PPC measurements (daily and weekly) during the meetings. The major difference was that the Indian companies use LPS as a problem solving technique in the middle of the project and the Norwegian companies use it proactively as a part of their system. A major conclusion drawn in the paper is that the participants felt more ownership to the schedule and the activities after the introduction of LPS. It became a promise of what they could do, rather than an order from the manager. KW - Last planner system KW - Hofstede Analysis KW - People KW - Culture and Change PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1562/pdf L2 - http://iglc.net/Papers/Details/1562 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Enabling Lean Among Small and Medium Enterprise (SME) Contractors in Sri Lanka C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 392 EP - 401 PY - 2018 DO - 10.24928/2018/0428 AU - Ranadewa, K.A.T.O. AU - Sandanayake, Y.G. AU - Siriwardena3, Mohan AD - PhD Candidate, Department of Building Economics, University of Moratuwa, Sri Lanka, +94772266488, tharushar@uom.lk AD - Senior Lecturer, Department of Building Economics, University of Moratuwa, Sri Lanka, +94112650738ysandanayake@uom.lk AD - Senior Lecturer, Department of Built Environment, Liverpool John Moores University, United Kingdom, +44(0)1512312867, M.L.Siriwardena@ljmu.ac.uk AB - Lack of sufficient attention to the possible benefits of adopting lean concept has hindered the performance of small and medium enterprise (SME) contractors in Sri Lanka. Insufficient knowledge on minimising non-value adding activities (NVAA) is considered as the major barrier to implementing lean. Moreover, there is a lack of empirical research identifying NVAA, in order to trigger lean adoption in Sri Lankan SME contractors. Hence, the paper investigates NVAA, their significance and the causes, which hinder lean implementation in Sri Lankan SME contractors. A literature review, followed by five case studies were carried out, and the data were analysed using 5-why analysis. According to findings, lean construction is still a relatively unfamiliar approach among SME contractors in Sri Lanka. Some organisations follow lean techniques in an ad-hoc manner without an adequate understanding of the concept. The studyfurther identified defects, inventory and waiting as major NVAA categories relevant to SME contractors. Lack of finance, insufficient training, cultural inertia, lack of individual capacities, lack of networking and collaboration, and lack of action learning were identified as the root causes for NVAA of SME contractors. Although respondents expressed their willingness to implement lean to enhance value, they identified lack of capacities as a major constraint against enabling lean adoption among SME contractors in Sri Lanka. KW - SME Contractors KW - Lean Construction KW - Case Studies KW - Sri Lanka PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1563/pdf L2 - http://iglc.net/Papers/Details/1563 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Indicators for Observing Elements of Linguistic Action Perspective in Last Planner® System C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 402 EP - 411 PY - 2018 DO - 10.24928/2018/0441 AU - Salazar, Luis A. AU - Ballard, Glenn AU - Arroyo, Paz AU - Alarcón, Luis F. AD - PhD candidate, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Researcher – GEPUC, Santiago, Chile, +56 2 2354 7165, lasalaza@uc.cl AD - Research Director of the Project Production Systems Lab., Univ. of California, Berkeley, CA 94720- 1712, USA, +1 415 710-5531, ballard@ce.berkeley.edu AD - Assistant Professor, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, +56 2 2354 7165, parroyo@ing.puc.cl AD - Professor, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, +56 2 2354 7165, lalarcon@ing.puc.cl AB - The implementation of the Last Planner® System increases the reliability of planning and performance levels through the management of commitments. So far, the conversations during which commitments are set at planning meetings have not been analyzed in sufficient depth. However, this analysis is essential to generate reliable commitments that reduce the uncertainty and variability of projects. The research reported in this paper moves toward this analysis by developing indicators of commitments based on the Linguistic Action Perspective, developed by Fernando Flores. Indicators of commitments (i.e. definition of roles and responsibilities, declaration of the relevance of each commitment); requests and promises (i.e. making the deadline explicit); and foundations of trust (i.e. reliability), were developed and tested based on the methodology “Design Science Research”. To verify the feasibility of measuring these indicators, a pilot test was conducted, which consisted of a Villego® Simulation applied to a group of students. Given the nature of this simulation, only part of the indicators could be verified, while the remainder is currently being verified through observation on site. The indicators that were validated are a useful tool to measure, control and improve the management of commitments in planning meetings, as they provide fast and specific feedback on these aspects, which undoubtedly enriches implementation of the Last Planner® System. KW - Linguistic Action Perspective KW - Last Planner® System KW - Commitments Management KW - Villego® Simulation KW - Planning meetings. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1564/pdf L2 - http://iglc.net/Papers/Details/1564 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Application of Social Network Analysis in Lean and Infrastructure Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 412 EP - 421 PY - 2018 DO - 10.24928/2018/0483 AU - Cisterna, Diego AU - Heyl, Jakob von AU - Alarcón, Daniela M. AU - Herrera, Rodrigo F. AU - Alarcón, Luis F. AD - MSc. in Infrastructure Planning, University of Stuttgart, Stuttgart, Germany. Civil Engineer, University of Chile,Santiago, Chile. diego.cisterna.c@gmail.com AD - Ph.D. candidate, Dipl.-Wirt.-Ing, University of Stuttgart, Senior Project Consultant, Drees & Sommer Stuttgart, Germany, jakob.vonheyl@dreso.com AD - Project Consultant, Production Management Consultants – GEPRO, Padre Mariano 82, Office 202, Providencia, Santiago, Chile, Phone +56 2 2354 7050, dalarcon@gepro.cl AD - Ph.D. candidate, Department of Construction Engineering and Management, Pontifical Catholic University of Chile, Santiago, Chile, Professor School of Civil Engineering, Pontifical Catholic University of Valparaíso, Valparaíso, Chile, rodrigo.herrera@pucv.cl AD - Professor, Ph.D., Department of Construction Engineering and Management, Pontifical Catholic University of Chile, Santiago, Chile. lalarcon@ing.puc.cl AB - The communication structures between project participants have a great influence on the success of a project. Some can be described explicitly but most are informal and tacit. Social Network Analysis (SNA) is a tool to identify and model actual social structures with a set of metrics. This paper examines the application of SNA in German, Swiss and Chilean construction projects in order to identify the suitability of SNA in the Architecture, Engineering and Construction (AEC) industry. The scope of the present work focuses on differences when applying SNA to projects and organizations, influence of project complexity, cultural aspects and the use of SNA-metrics for a project benchmarking. KW - Social network analysis (SNA) KW - information flow KW - collaborative work KW - organizational design PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1565/pdf L2 - http://iglc.net/Papers/Details/1565 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Innovation in the New Zealand Construction Industry – Diffusion of the Last Planner System C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 422 EP - 431 PY - 2018 DO - 10.24928/2018/0486 AU - Hunt, Richard J. AU - Gonzalez, Vicente A. AD - Associate, Decisionz Ltd., Auckland, New Zealand +64 22 417 3223, r.hunt@decisio.co.nz AD - Senior Lecturer, Civil and Environmental Engineering Dept., University of Auckland, Auckland, New Zealand, +64 21 877 134, v.gonzalez@auckland.ac.nz AB - Globally, the development, diffusion, and adoption of innovation within the construction industry has been shown to occur at significantly slower rates than other industries. This is due to a number of complexities which define the construction industry itself. One particular innovation which appears to be gaining momentum globally as a new standard in construction management is Lean Construction, and in particular, the Last Planner System of production control. The purpose of, and aims of this paper is to determine whether the views of New Zealand construction industry stakeholders regarding innovation align with the literature; to gauge to which degree The Last Planner System has been diffused within the New Zealand industry, and to gain an insight into stakeholder perspectives of The Last Planner System as an innovation. The study covered a range of industry stakeholders consisting of consultants, contractors, and project owners. The results of these interviews suggest that the challenges of construction innovation within New Zealand are consistent with the global outlook; diffusion of The Last Planner System is in its early stages and there is much scepticism within the industry as to the likelihood of its widespread adoption. KW - Innovation KW - Last Planner System KW - New Zealand KW - Lean Construction KW - Perspective PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1566/pdf L2 - http://iglc.net/Papers/Details/1566 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Explaining the Benefits of Team Goals to Support Collaboration C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 432 EP - 441 PY - 2018 DO - 10.24928/2018/0490 AU - Schöttle, Annett AU - Tillmann, Patrícia A. AD - PhD Candidate at Karlsruhe Institute of Technology (KIT), Institute for Technology and Management in Construction (TMB), Advisor: Prof. Dr.-Ing. Fritz Gehbauer, M.S.& Senior Consultant at Refine Projects AG, Stuttgart, Germany, +4915156561529,annett.schoettle@protonmail.com AD - Senior Lean Manager, University of California San Francisco, California, +1415-279-9102, patricia.andretillmann@ucsf.edu AB - The importance of a collaborative environment to achieve success in projects has been widely discussed in the literature and different mechanisms have been developed and introduced to support a collaborative approach to construction projects, i.e. new forms of agreement, new office arrangements, financial incentives, a shared risk and reward approach, the development of shared goals, etc. However, the literature related to these mechanisms is predominantly prescriptive, with little evidence and justification on why some of these mechanisms might be important to support collaboration. In this paper, we focus on discussing the development of shared goals as a means to support collaboration. We collected findings from two case studies in which an explicit process for goal setting and tracking was used to emphasize a collaborative environment. The technique used in these projects are not new and have been documented elsewhere. However, the benefits of these kind of techniques to support collaboration have not been fully explored in the lean construction community. Thus, the intent of this paper is to report some of the benefits that a goal setting exercise brought to two construction projects while having a theoretical discussion to explain why such process can be beneficial and should also be considered - along with other mechanisms - as an important element to support collaboration. KW - Collaboration KW - commitment KW - goals-setting KW - process KW - vision PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1567/pdf L2 - http://iglc.net/Papers/Details/1567 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Impact of Gender Bias on Career Development &Work Engagement in the Oaec Industry & Lean Practice C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 442 EP - 451 PY - 2018 DO - 10.24928/2018/0496 AU - Arroyo, Paz AU - Schöttle, Annett AU - Christensen, Randi AU - Alves, Thais AU - Costa, Dayana Bastos AU - Parrish, Kristen AU - Tsao, Cynthia AD - Asst.Prof., Catholic University of Chile parroyo@ing.puc.cl; Senior Coach, Lean Project Consulting, USA, parroyo@leanproject.com AD - Senior Consultant, Refine Projects AG, GER, annett.schoettle@refineprojects.com AD - Lean Manager, Lower Thames Crossing, COWI, UK, RMCH@cowi.com AD - Associate Prof., CCEE Dept., San Diego State Univ., USA, talves@mail.sdsu.edu AD - Associate Prof., PPEC Program, Fed. Univ. of Bahia, Brazil, dayanabcosta@ufba.br AD - Asst.Prof., DEW School of Constr., Arizona State U., USA, Kristen.Parrish@asu.edu AD - Dir. Lean Strategy, Consigli Constr. Co.; Owner, Navilean, research@navilean.com AB - This paper examines findings from a gender bias study in the Owner, Architecture, Engineering, and Construction (OAEC) industry. By definition, a bias is a deviation from what is normal, which is defined by social norms. If different attitudes towards male vs. female co-workers exist, then one group may gain subtle yet impactful advantages in career development and work engagement. To what extent does this happen within the OAEC industry, including lean construction practice? While several industries studied the negative impact of gender bias on women in the workplace, this has not been studied in the lean construction community. Thus, this study fills the gap. Lean is based on respect for people and continuous improvement. Do these principles translate into more equitable experiences in promoting ideas, and in career development and work engagement for men and women in the OAEC industry? Regardless, if gender biases are acknowledged, then what programs exist or might exist to provide support to the disadvantaged group and level the playing field? The authors addressed these questions by administering a survey over social networks. This paper highlights initial results to raise awareness of the existence and impact of gender bias and begin exploring methods to overcome it. KW - Gender Bias KW - Career Development KW - Work Engagement KW - Lean KW - Respect KW - Change Management PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1568/pdf L2 - http://iglc.net/Papers/Details/1568 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Integrated Project Delivery for Infrastructure Projects in Peru C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 452 EP - 462 PY - 2018 DO - 10.24928/2018/0506 AU - Gomez, Sulyn AU - Ballard, Glenn AU - Naderpajouh, Nader AU - Ruiz, Santiago AD - Graduate Student, Lyles School of Civil Engineering, Purdue University, West Lafayette, IN 47907- 2051, USA., +1 765 775-6583 (corresponding author), sgomezvi@purdue.edu AD - Director, Project Production Systems Laboratory (P2SL), University of California at Berkeley, Berkeley, CA 94720-1712., +1 415 710-5531, gballard@berkeley.edu AD - Lecturer, School of Property, Construction, and Project Management, Royal Melbourne Institute of Technology, Melbourne, VIC 3001, +61 484 241-228, nnp@rmit.edu.au AD - Academy Director, Graña y Montero Group, Lima15047, Peru, +51 992-789-608, sruiz@gym.com.pe AB - Integrated Project Delivery (IPD) implies a transformational change of the behavior and project’s means and methods used by project participants. The aim is to break down the traditional silos of construction and to improve collaboration, communication, and alignment between different stakeholders of a project. As infrastructure projects are often more complex, integration is more necessary in these projects. In this paper, the authors explore introduction of the IPD concept and its strategies into infrastructure projects in Peru, and explore the contextual nuances of the adaptation of the concept and associated challenges. While some Lean construction concepts have been increasingly adopted in Peru with support of Peru’s Lean Construction Institute, there is still a lack of knowledge in the market about IPD, its principles, and tools to facilitate implementation. The authors studied a company that recently aimed to change current practices through fostering colocation of stakeholders in early stages and involvement of key partners in early stages of decision-making. Evidence shows some challenges to overcome to effectively work collaboratively in a common space. This paper explores the maturity of the industry in Peru, identifies potential challenges for implementing IPD, and proposes steps to foster integration. Proposed steps include developing a sense of community and training participants in IPD related concepts, basic principles, means, and tools as well as incentivizing participants. KW - Integrated Project Delivery (IPD) KW - Peru KW - infrastructure projects KW - integration KW - collaboration KW - early involvement KW - co-location KW - new market KW - developing countries. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1569/pdf L2 - http://iglc.net/Papers/Details/1569 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Process-Based Cost Modeling Framework and Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 46 EP - 57 PY - 2018 DO - 10.24928/2018/0523 AU - Nguyen, Hung V. AU - Tommelein, Iris D. AU - Martin, Paul AD - BIM Process Manager, Herrero Builders, Inc. 2100 Oakdale Ave, San Franc., CA 94124, Lecturer, Civil and Envir. Engrg. Dept., UC Berkeley, hung-nguyen@berkeley.edu, orcid.org/0000-0001-6625-2962. AD - Professor, Civil and Envir. Engrg. Dept., Director, Project Production Systems Lab., Univ. of California, Berkeley, CA 94720-1712, +1 510 643-8678, tommelein@berkeley.edu, orcid.org/0000-0002-9941- 6596 AD - Project Exec. at XL Construction, Inc. 343 Sansome St. Suite 505 San Franc., CA 94104, Adj. Professor, UC Davis Extension, California, pmartin@xlconstruction.com, orcid.org/0000-0001-9148-6891. AB - This paper provides a theoretical basis with reasons why traditional cost modeling methods are insufficient to support project delivery whereby product and process design are integrated and rapid cost feedback facilitates trade off analysis between multiple design alternatives. Traditional cost models do not sufficiently reflect cost changes due to changes in process design. This prompted our research into an alternative cost modeling method able to: (1) specify cost changes due to changes in product design, (2) specify cost changes due to changes in process design, and (3) provide rapid cost feedback to assist decision making during design/planning phases. This led to developing the Processbased Cost Modeling (PBCM) framework that is presented in this paper. The PBCM framework includes three phases: (1) collecting process and cost data, (2) mapping this data to Building Information Model (BIM) objects, and (3) providing cost feedback during design. The key contribution of this framework for modeling cost is that it takes into account product and process design features and can thus serve integrated project delivery teams while they explore production system design alternatives KW - Process-based Cost Modeling KW - Cost Estimating KW - Target Value Design KW - Lean construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1570/pdf L2 - http://iglc.net/Papers/Details/1570 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Collaborative Design Decisions C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 463 EP - 472 PY - 2018 DO - 10.24928/2018/0509 AU - Arroyo, Paz AU - Long, David AD - Adjunct Assistant Professor, Universidad Católica de Chile parroyo@ing.puc.cl and Senior Coach, LeanProject Consulting CA, USA, parroyo@leanproject.com AD - Principal, David Long Consulting CA, USA, longd2@me.com AB - Decision making on projects is often done in isolated silos, lacking collaboration and communication between teams. This modality often leads to inefficiencies due to late changes in the design and the need for rework. Team moods decay when there is lack of a clearly defined decision-making process, provoking frustration and apathy. This paper presents a case study that demonstrates how the implementation of lean ideas and methods, specifically A3 reports and Choosing by Advantages (CBA), helped a team evolve their process beyond a traditional decision-making strategy. The researchers used a unique approach to observe the decision-making process as conversation for action to help the team overcome challenges. This paper quantifies the impacts of simultaneously implementing A3 and CBA in terms of saving money and reducing time in meetings. In addition, the research presents qualitative results in terms of improving the project design and creating a team capable of making efficient and sound decisions. KW - Decision-making KW - Target Value Design KW - Set-Based Design KW - Choosing By Advantages KW - A3 reports KW - Language Action. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1571/pdf L2 - http://iglc.net/Papers/Details/1571 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Building Shared Understanding During Early Design C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 473 EP - 483 PY - 2018 DO - 10.24928/2018/0516 AU - Gomes, Danilo AU - Tzortzopoulos, Patricia AD - PhD candidate in Architecture, University of Huddersfield, UK, danilo.gomes@hud.ac.uk AD - Professor, Associate Dean Research and Enterprise, School of Art, Design and Architecture, University of Huddersfield, UK, p.tzortzopoulos@hud.ac.uk AB - Early Design Collaboration in construction projects can be hampered by misunderstandings between team members. Consequently, design actions are not supported by all, causing delays and frustration. This paper presents a study aiming to capture (a) misunderstandings between participants at early design stages, and (b) how these individuals resolved such misunderstandings through shared understanding. Anexploratory case study was conducted to investigate collaborative interactions of a Design Team, in an Architecture Office in San Francisco (USA). Data was collected during a concept design charrette focused at the building envelope of a Medical Office Building. Results from Protocol Analysis revealed misunderstandings emerging through independent actions and wrong assumptions among the participants, which triggered breakdowns in communication and the use of metaphors to construct shared understanding. This paper proposes a conceptual framework to explain the dynamics of shared understanding in early design stages, which could be used to help design teams to map, reflect about and improve their collaborative interactions. KW - Collaboration KW - Early Design KW - Shared Understanding KW - Social Construction KW - Design Team PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1572/pdf L2 - http://iglc.net/Papers/Details/1572 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Leadership Training: Lessons From a Learner-Centered Analysis C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 484 EP - 494 PY - 2018 DO - 10.24928/2018/0522 AU - Hackler, Cory AU - Byse, Erika AU - Alves, Thais da C. L. AU - Reed, Dean AD - DPR Construction, 1450 Veterans Boulevard, Redwood City, CA. CoryHa@dpr.com AD - DPR Construction, 222 N. 44th Street, Phoenix, Arizona 85034, ErikaB@dpr.com AD - Associate Professor, J.R. Filanc Construction Engineering and Management Program, Dept. of Civil, Constr., and Env. Engineering, San Diego State University, USA, talves@sdsu.edu AD - DPR Construction, 1450 Veterans Boulevard, Redwood City, CA. DeanR@dpr.com AB - This paper presents an analysis of a Lean Leadership (LL) training program initiated by the company about two years ago. The program’s main goal was to disseminate Lean throughout the company, which has been using Lean principles in its projects for about 20 years. So far, the LL program has reached over 280 participants. The program is constantly analysed via feedback provided by participants, however, no detailed analysis like the one presented herein has been conducted and shared. Participants of the program were requested to provide feedback about the program by answering a survey designed to capture their background and impressions the training.Data revealed that respondents with different roles, mostly related to field tasks, are attending the program and would recommend it to others. Most respondents consider themselves Lean leaders and educate others on Lean content. Respect for people, use of visuals, go and see, and use of PlanDo-Check-Act (PDCA) have been reported as Lean tools and principles constantly used. By sharing the lessons learned about this program, the authors expect to contribute to the change management and education literature within the Lean community. KW - Lean leadership KW - training KW - Lean journey KW - change PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1573/pdf L2 - http://iglc.net/Papers/Details/1573 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Language, Moods, and Improving Project Performance C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 495 EP - 504 PY - 2018 DO - 10.24928/2018/0541 AU - Long, David AU - Arroyo, Paz AD - Principal, David Long Consulting CA, USA, longd2@me.com AD - Adjunct Assistant Professor, Universidad Católica de Chile parroyo@ing.puc.cl and Senior Coach, LeanProject Consulting CA, USA, parroyo@leanproject.com AB - Compared to other industries, the construction sector has lagged in improving productivity. Effective performance, of which productivity is an indicator, is facilitated by conversation that clearly identifies necessary steps to achieve common goals. The type of language used in productive conversation can be referred to as the language of action; similarly, the term “linguistic action” denotes a domain of effective speech to facilitate action. However, even when linguistic action is employed, teams may struggle to communicate effectively when the speech or moods of individuals, or the environments in which they are operating, are not conducive to either productive action or dialogue. This paper proposes direct relationships between linguistic action, positive moods and team performance. It observes that the ability to recognize and influence moods suggests that team performance can be improved by fostering positive moods in the work environment. Two research questions are explored: 1) What research has connected Linguistic Action and mood to increased performance? 2) What are potential new opportunities for connecting Linguistic Action and mood to performance on projects? KW - Linguistic Action KW - Productivity KW - Performance KW - Language Action KW - Learning Behaviors KW - Lean KW - Moods. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1574/pdf L2 - http://iglc.net/Papers/Details/1574 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Towards Facility Management Participation in Design: A UCSF Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 505 EP - 515 PY - 2018 DO - 10.24928/2018/0209 AU - Bascoul, Audrey M. AU - Tommelein, Iris D. AU - Tillmann, Patricia AU - Muxen, Scott AD - PhD, Civil and Envir. Engrg. Dept., Univ. of California, Berkeley, CA 94720-1712, USA, audrey.bascoul@berkeley.edu, Project Engineer, Dome Construction, orcid.org/0000-0001-8176-0041 AD - Professor, Civil and Envir. Engrg. Dept., Director, Project Production Systems Lab., Univ. of California, Berkeley, CA 94720-1712, tommelein@berkeley.edu, orcid.org/0000-0002-9941-6596 AD - Sr. Lean Manager, Real Estate Dept., Univ. of California, San Francisco, CA 94143, patricia.andretillmann@ucsf.edu, orcid.org/0000-0003-3420-3132 AD - Assistant Vice Chancellor, Capital Planning Dept., Univ. of California, San Francisco, CA, scott.muxen@ucsf.edu AB - The discipline of Facility Management (FM) emerged in the 1970s triggered by the concomitance of (1) increasing complexity in the workplace and (2) understanding of an interdependence between users’ behaviors and building design. Despite the existence of FM, a number of buildings today still fail to deliver value during the occupation phase. Although various causes contribute to such failures, this paper focuses on the lack of strategic involvement of Facilities Managers (FMs) in design. It uses the University of California, San Francisco (UCSF) as a case study to describe how an organization has-in the course of its Lean journey-learned the importance, not only of considering FM requirements during design, but more importantly of actively engaging FMs early in the design process. Benefits experienced by UCSF are multiple. One is that FMs understand, perhaps better than designers, the complexity of the programs housed by UCSF buildings and the constraints this complexity imposes on the design requirements. This helps FMs advise on trade-offs between their preferences for simple (e.g., easy-to-maintain) systems and the programs’ needs for complex systems. KW - Facility Management KW - Case Study KW - Design Management PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1575/pdf L2 - http://iglc.net/Papers/Details/1575 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Applicability of Value Stream Mapping and Work Sampling in an Industrial Project in India C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 516 EP - 526 PY - 2018 DO - 10.24928/2018/0263 AU - Pothen, Lavina Susan AU - Ramalingam, Shobha AD - Executive – Design, Oberoi Realty, Mumbai, Maharashtra, India. +91 9008420361, lavina27@gmail.com (Author for Correspondence) AD - Assistant Professor, National Institute of Construction Management and Research (NICMAR), Pune, Maharashtra, India. 02066859122, sramalingam@nicmar.ac.in AB - Poor productivity and inefficiencies in the production process are alarming issues in the construction industry that also erode the value proposition of projects. Value Stream Mapping (VSM) and Work Sampling (WS) are two important techniques in the ‘Lean’ philosophy that aim at reducing and minimizing ‘waste’ in the life cycle process of activities and thereby aide in maximizing productivity. In this paper, we discuss the implementation challenges and benefits of these two techniques in an industrial project in India through an action-based research methodology. While VSM was adopted for Vacuum Dewatering Concrete Flooring works, tour based WS was done for block-work activity. VSM helped to visualize the entire process and reduce time overrun by 2.5 days. Alternative materials were cost estimated and compared to reduce cost overrun. The WS technique helped the contractor to assess the productivity rate and identify reasons for below average productivity. Subsequent corrective action plans and recommendations led to reduce non-value added wastes and improve performance. This study lays a foundation for practitioners to systematically adopt these lean techniques in practice and thereby optimize the process, reduce wastes and enhance productivity. KW - Value Stream Mapping KW - Work Sampling KW - Lean Principles KW - Process Optimization KW - Industrial Project. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1576/pdf L2 - http://iglc.net/Papers/Details/1576 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Impact on the Design Phase of Industrial Housing When Applying a Product Platform Approach C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 527 EP - 537 PY - 2018 DO - 10.24928/2018/0281 AU - Thajudeen, Shamnath AU - Lennartsson, Martin AU - Elgh, Fredrik AD - Ph.D. Student in Prowood Graduate Program. Product development department., School of Engineering, Jönköping, Sweden, +46702800583, shamnath.thajudeen@ju.se AD - Assistant Professor, Department of building engineering and lighting science, School of Engineering, Jönköping, Sweden, +4636101631, martin.lennartsson@ju.se AD - Professor, Product development department., School of Engineering, Jönköping, Sweden, +46706401672, fredrik.elgh@ju.se AB - With a glulam-based post-beam building system, a variety of building solutions is offered on the market for multi-story buildings. The building system must be adaptable to the demands of each project. However, short lead-time, efficient manufacturing and assembly must be ensured. The use of product platforms has been acknowledged as an enabler to manage external (customer) and internal (production) efficiency. The building system cannot be locked to a set of standard components as a high level of customisation is required. A set of methods and tools is needed to support the design work and to ensure that solutions stay inside the boundaries of the platform definition. The aim of this work is to map the state-of-practice in the design phase for a glulam building system from a platform theory perspective and outline a path forward for applying a sustainable platform development in companies where a component-based product platform does not suffice. Empirical data were gathered from an on-going product platform development including interviews and document analysis. The results show the lack of definition in platform-based product development from a theoretical perspective and need for development of support methods for design that align with different production strategies PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1577/pdf L2 - http://iglc.net/Papers/Details/1577 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Exploring Product Development in Industrialized Housing to Facilitate a Platform Strategy C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 538 EP - 548 PY - 2018 DO - 10.24928/2018/0283 AU - Lennartsson, Martin AU - Elgh, Fredrik AD - Assistant Prof., Jönköping University, School of Engineering, Jönköping, Sweden. +46-36-101631, martin.lennartsson@ju.se AD - Prof., Jönköping University, School of Engineering, Jönköping, Sweden. +46-36-101572, fredrik.elgh@ju.se AB - Industrialized house-building companies are offering unique products by adopting an engineer-to-order (ETO) strategy. Client satisfaction is achieved by adaptation of product solutions and swift introduction of new technology in combination with cost-efficient production and short lead-time for completion. Product development is executed in collaboration with the clients and changes in requirements are frequent. The use of product platforms, where external and internal efficiency are well-balanced, has been acknowledged as a strategic enabler for mass customization and increased competitiveness. However, ETO-companies struggle with adopting the common product platform approach, set by pre-defined modules and components. Predefinitions may cause an imbalance between product development and a lean production system. The aim of this work was to analyse current strategies and support to master the balance of external and internal efficiency in product development within industrialized housebuilding to facilitate the development of a product platform strategy. Data were gathered from a single case study and an on-going product platform development and includes interviews and document analysis. The findings show that product development is guided by a technical platform, but there is an imbalance where external efficiency is prioritized over the internal efficiency. KW - Product development KW - Industrialised house-building KW - Engineer-to-order KW - Product platform PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1578/pdf L2 - http://iglc.net/Papers/Details/1578 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Stakeholder Value Evolution, Capture and Assessment in AEC Project Design C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 549 EP - 559 PY - 2018 DO - 10.24928/2018/0403 AU - Sahadevan, Vijayalaxmi AU - Varghese, Koshy AD - Doctoral Student, Dept. of Civil Engineering, Building Technology and Construction Management, Indian Institute of Technology Madras, India, svijaya16@gmail.com AD - Professor, Dept. of Civil Engineering, Building Technology and Construction Management, Indian Institute of Technology Madras, India, koshy@iitm.ac.in AB - The success of a design lies in its ability to fulfill client values. However, the ambiguity in identification of values by clients renders the task complex and challenging. The investigation of the dynamics involved in stakeholder definition of the project values entails the need for research methods used in social sciences. This paper first presents the process of client value generation and evolution based on an ethnographic study of the architect selection process of two institutional buildings. The study consists of participant and non-participant observations of the project conceptualization and architect selection process. It is observed that along with client requirements incorporated in architectural design, the design delivery efficiency criteria of the architect have equal considerations in architect selection. Therefore, the values in Architecture Engineering and Construction (AEC) design can be categorized into Project Design Delivery Values (PDDVs) and Architectural Design Values (ADVs). The paper proposes a framework for the evaluation of design of a built facility using suitable Multi-Criteria Decision Making (MCDM) technique KW - Choosing by Advantage (CBA) KW - Set Based Design (SBD) and Target Value Design (TVD) KW - Value in Design PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1579/pdf L2 - http://iglc.net/Papers/Details/1579 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Guidelines for Public Project Design Development C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 560 EP - 570 PY - 2018 DO - 10.24928/2018/0437 AU - Neves, Antônio Arthur Fortaleza AU - Sales, Vitor Cruz Werton AU - Cardoso, Daniel Ribeiro AU - Neto, José de Paula Barros AD - Researcher of the GERCON, Federal University of Ceará (UFC), Brazil, +55 85 987452506, arthur@artificearquitetura.com.br AD - Researcher of the GERCON, Federal University of Ceará (UFC), Brazil, +55 85 996845526, vitorwerton@hotmail.com AD - Professor, Federal University of Ceará (UFC), Brazil, +55 85 33669607, daniel.br@mac.com AD - Professor, Federal University of Ceará (UFC), Brazil, +55 85 33669607, barrosneto@gercon.ufc.br AB - The project development and budgets (PDB) process of public enterprises is carried out in a piecemeal fashion by stakeholders. This situation contributes to several inadequacies of constructions, mainly related to costs and deadlines. The present work aims to propose guidelines to the PDB process of public enterprises based on the Target Value Design (TVD) process and the identification of practices used in the investigated institutions. The study was carried out in four public institutions in Brazil, through qualitative research. The study approach was subdivided into three stages: process investigation based on the TVD; elaboration of guidelines for the process; and evaluation of these guidelines. As a result, the paper presents 13 guidelines distributed in three axes: project budgeting process; planning and process control; and BIM process. The present study demonstrates feasibility in the guidelines application, as evaluated by the investigated ones, thus allowing them to be used to construct integrated PDB processes models. KW - Integration KW - Process KW - Target Value Design (TVD) KW - Project Development Process. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1580/pdf L2 - http://iglc.net/Papers/Details/1580 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using BIM and Lean for Modelling Requirements in the Design of Healthcare Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 571 EP - 581 PY - 2018 DO - 10.24928/2018/0455 AU - Soliman Junior, João AU - Baldauf, Juliana P. AU - Formoso, Carlos T. AU - Tzortzopoulos, Patricia AD - M. Sc. Student, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, joao.juniorr@gmail.com AD - PhD Candidate, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, julipbaldauf@gmail.com AD - Professor, School of Engineering, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, formoso@ufrgs.br AD - Professor, School of Art, Design and Architecture, University of Huddersfield, UK, P.Tzortzopoulos@hud.ac.uk AB - Healthcare facilities are well known for their complexity. Frequent changes in healthcare processes, as well as the introduction of new technologies, demand changes in the internal layout and in the performance of buildings. Moreover, there are several stakeholders involved, with distinct and sometimes conflicting requirements, including medical staff, patients, visitors, cleaning and maintenance teams, among others. Some of those requirements have been translated into a complex set of norms and regulations. This paper reports the initial results of an ongoing investigation that has explored opportunities for improving value generation in the design and installation of healthcare facilities by using BIM and Lean concepts. The aim of this study is to understand how user requirements can be modelled to support decision making in the design process. Modelling requirements involves several steps: identification, structuring, establishing priorities, translating and representing in a BIM model. It depends not only on the individual user requirements but also on how some critical healthcare processes have been defined. The main contributions of this paper are concerned with the definition of how different types of requirements can be modelled to support the assessment of the healthcare building designs. KW - BIM KW - requirements modelling KW - automated rule checking KW - healthcare design. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1581/pdf L2 - http://iglc.net/Papers/Details/1581 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Evaluation of a Case Study to Design a BIM-Based Cycle Planning Concept C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 58 EP - 67 PY - 2018 DO - 10.24928/2018/0224 AU - Häringer, Paul AU - Borrmann, André AD - Research Associate, Dept. for Civil, Geo and Environmental Engineering, Technical University of Munich, Germany, +49 89 289-23294, paul.haeringer@tum.de AD - Professor, Chair of Computational Modeling and Simulation, Dept. for Civil, Geo and Environmental Engineering, Technical University of Munich, Germany, +49 89 289-23047, andre.borrmann@tum.de AB - Cycle Planning, or Takt Time Planning, is a key method to reduce the variability between different activities within the execution of a construction. A construction section such as a floor consists of multiple work zones, which should have continuous flow and similar cycle times to efficiently coordinate needed resources. However, for concrete structures it is often difficult to find suitable sizes of casting segments and their grouping to work zones. Nowadays, scheduling experts usually use their practical experience to find an intuitive solution for Cycle Planning, which might be sub-optimal. The objective of our research is thus to develop a semiautomatic method to generate optimal work zones for a cycle. The proposed solution is a BIM-based Cycle Planning concept for the cast in-situ construction method of walls. This paper lays the foundation for our concept and evaluates different designs of Cycle Planning layouts to ensure the practical relevance of the generated work zones. We provide an approach to the semiautomatic method: after splitting all wall objects into smaller sections, an optimization algorithm aggregates wall sections into casting segments and casting segments into work zones. KW - BIM KW - Cycle Planning KW - Takt Time Planning KW - Simulation KW - Local Breakdown Structure. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1582/pdf L2 - http://iglc.net/Papers/Details/1582 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Product Modularity, Tolerance Management, and Visual Management: Potential Synergies C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 582 EP - 592 PY - 2018 DO - 10.24928/2018/0482 AU - Rocha, Cecilia Gravina da AU - Tezel, Algan AU - Talebi3, Saeed AU - Koskela, Lauri AD - Assistant Professor, Postgraduate Program in Civil Engineering (PPGEC), Federal Univ. of Rio Grande do Sul (UFRGS), 99 Osvaldo Aranha Av., 3rd Floor, CEP 90035-190, Porto Alegre, RS, Brazil. cecilia.rocha@ufrgs.br AD - Lecturer, School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. A.Tezel@hud.ac.uk AD - PhD Candidate, School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. Saeed.Talebi@hud.ac.uk AD - Professor, School of Art, Design and Architecture, University of Huddersfield, Queen Street Building, Queen St, Huddersfield, West Yorkshire, HD1 3DU, United Kingdom. L.Koskela@hud.ac.uk AB - Product Modularity refers to the hierarchical partitioning of products into their constitutive components. This concept has been explored in manufacturing to ease product design, simplify production, and to efficiently provide variety. Efforts have been made to transfer this knowledge to the construction context (i.e. one-off products, temporary supply chain, production taking place inside the product), especially to support the latter goal: variety. Yet, it is argued that a re-conceptualization of building design and production is required for the successful application of modularization. That is, materials and components used to erect a building should be grouped (at least conceptually) as families of modules and work (production tasks) has to be structured according to such organization. This paper explores the synergies among Product Modularity, Tolerance Management, and Visual Management to improve and ease the understanding of such reconceptualization in design and production. It also examines patterns from the theoretical background of Design for Behaviour Change, and how these can be adapted to embed information in modules and present tolerance data in design drawings. KW - Work package KW - poka-yoke KW - Product Modularity KW - Tolerance Management KW - Visual Management KW - and Design for Behaviour Change. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1583/pdf L2 - http://iglc.net/Papers/Details/1583 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean-Driven Passenger Experience Design C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 593 EP - 602 PY - 2018 DO - 10.24928/2018/0489 AU - Bosi, Filippo AU - Esposito, Maria Antonietta AU - Sacks, Rafael AD - PhD, Università degli Studi di Firenze – Dipartimento di Architettura, Via della Mattonaia, Firenze, 50127, ITA, +39 3280025694, txp.fbo@gmail.com AD - Professor, Università degli Studi di Firenze – Dipartimento di Architettura, Via della Mattonaia, Firenze, 50127, ITA, +39 3280025694, mariaantonietta.esposito@unifi.it AD - Professor, Israel Institute of Technology - Faculty of Civil and Environmental Engineering, Haifa, Israel, cvsacks@technion.ac.il AB - In the contemporary agenda of airport design, good spatial design is fundamental to properly and efficiently manage boarding and disembarking processes. It contributes to the Passenger Experience and social sustainability of the terminal itself. This correlates with higher satisfaction levels from the passenger experience. By contrast, current practices of airport design do not properly cope with its requirements and the subsequent operation phase, because the project is not associated with the complete set of stakeholder requirements including the passengers to systematic modelling and management of their experience. The airport terminal is considered a temporary production system, its focus being the transformation of travellers, aimed to maximize the value for passengers, exploiting information management to better accommodate processes and project structuring. In a lean perspective, the terminal is a "flight factory", whose layout is crucial not only for process efficiency but also to achieve higher performance and user satisfaction, the main metrics for quality service evaluation. Considering the multidisciplinary and complex features involved in airport terminal space programming, Lean Design could have important outcomes in the search for project design integration, effective solutions, quality and all-encompassing sustainability. In this paper we discuss a theoretical framework to investigate value delivery in airport terminal design through the integration of lean thinking, constituting the basis for future research on Passenger Experience. KW - Project Design KW - Project Design Process KW - Project Design Management KW - Organisational Models for Project Design KW - Lean Design Management. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1584/pdf L2 - http://iglc.net/Papers/Details/1584 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Assessment of Lean Practices, Performance and Social Networks in Chilean Airport Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 603 EP - 613 PY - 2018 DO - 10.24928/2018/0493 AU - Herrera, Rodrigo F. AU - Mourgues, Claudio AU - Alarcón, Luis F. AD - PhD candidate, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Professor, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Chile, +56 9 4413 2109, rodrigo.herrera@pucv.cl AD - Assistant Professor, Ph.D., Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, cmourgue@ing.puc.cl AD - Professor, Ph.D., Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, lalarcon@ing.puc.cl AB - Airport projects are complex in nature because they include several specialists from the public and private sector who must temporarily interact for the fulfillment of previously defined objectives. The design of these types of public projects in Chile does not apply the Lean philosophy in a formal way or Lean management tools; therefore, it is necessary to assess the management practices, performance and organizational logic that are currently generated in these types of projects. This is fundamental to understanding how professionals who are involved in the development of airport project design interact with each other. The objective of this paper is to understand the functioning and performance of the temporary organizations that are generated in the development of airport project design. To achieve this goal, it is necessary to assess Lean management practices, performance and interaction among the professionals of this temporary organization. This was carried out in 9 Chilean airport projects that showed an exhaustive management of requirements; however, this does not include all of the stakeholders, which generates low levels of interaction in the organization, directly affecting the performance of the project due to high levels of rework. KW - Lean practices KW - performance KW - social networks analysis KW - airport project. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1585/pdf L2 - http://iglc.net/Papers/Details/1585 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Designing as a Court of Law C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 614 EP - 624 PY - 2018 DO - 10.24928/2018/0513 AU - Koskela, Lauri AU - Arroyo, Paz AU - Ballard, Glenn AD - Professor, University of Huddersfield, School of Art, Design and Architecture, l.koskela@hud.ac.uk AD - Assistant Professor, Pontificia Universidad Catolica de Chile, parroyo@ing.puc.cl; and Senior Coach, LeanProject Consulting. AD - Research Director of the Project Production Systems Laboratory at the University of California, Berkeley, ballard@ce.berkeley.edu AB - It is contended that legal proceedings, as they have evolved from Antiquity onwards, embrace important and effective principles for collaborative competition in pursuit of a common goal, in the considered context, justice. Seven principles contributing to this goal can be recognised: “hear both parties”, reasoned judgment, right to appeal, use of both logical and rhetorical arguments and reasoning, standardized proceedings and documents, public nature of proceedings, as well as dedicated and structured space. It is contended that the court of law can be used as a metaphor of what is happening in design. There are wishes, concepts and solutions competing against each other. For reaching the best outcome, each wish, concept or solution needs to be promoted and defended in the best possible way, and a reasoned judgment among them has to be done. Then, the question arises whether the seven principles found in legal proceedings have relevance for this collaborative, yet competitive pursuit of a common goal in design, namely the best solution in view of customer requirements. For initial exploration of the relevance and validity of the seven principles in design, a case study was undertaken. It turns out that all the seven principles are being implemented. The outcomes of the project are clearly better than in projects managed in the traditional way; although it is not possible to trace back the benefits only to the collaborative principles and related practices, their emergence, and continued use, provide solid circumstantial evidence on their efficacy. KW - Collaborative design KW - competition KW - design management KW - communication KW - legal proceedings KW - lean construction. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1586/pdf L2 - http://iglc.net/Papers/Details/1586 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Implementation of Mass Customization for Mep Layout Design to Reduce Manufacturing Cost in One-Off Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 625 EP - 635 PY - 2018 DO - 10.24928/2018/0519 AU - Singh, Jyoti AU - Deng, Min AU - Cheng, Jack C.P. AD - Research Postgraduate Student, Dept. of Civil and Environment Engineering, The Hong Kong University of Science and Technology, Hong Kong, China, +852 5106 4954, jsinghab@connect.ust.hk AD - Research Postgraduate Student, Dept. of Civil and Environment Engineering, The Hong Kong University of Science and Technology, Hong Kong, China, +861 18815275040, mdengaa@connect.ust.hk AD - Associate Professor (Corresponding Author), Dept. of Civil and Environment Engineering, The Hong Kong University, of Science and Technology, Hong Kong, China, +852 2358 8186, cejcheng@ust.hk AB - MEP systems are complex system representing a considerable portion of commercial and industrial projects, comprising 25%-40% of the total project cost and covering more than 50% of the total duration of the project. The layout design of MEP system is generally based on client and system requirements, space limitations, interference within the system as well as with other trades. Not much consideration is given to the design optimization as per fabrication and constructability perspective thereby often adding significant cost and time to a project in term of its component manufacturing. This paper introduces Design for Manufacture approach into MEP system design to reduce the manufacturing cost of varieties of MEP components by using mass customized components. Mass customization is the ability to design and produce customized products to meet customer needs at reduced cost and duration. We propose a framework to automatically develop the layout of the piping system using mass customized components as a reference, which can be used for other MEP aspects such as Mechanical & Electrical with relevant changes. We hypothesize that using mass customized MEP components will increase the efficiency and reduce the cost of manufacturing the MEP components. The paper presents a theoretical framework that is the basis for further research. KW - Mass customization KW - standardization KW - cost. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1587/pdf L2 - http://iglc.net/Papers/Details/1587 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Choosing by Advantages; Benefits Analysis and Implementation in a Case Study, Colombia C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 636 EP - 646 PY - 2018 DO - 10.24928/2018/0531 AU - Cortes, Juan Pablo Romero AU - Ponz-Tienda, Jose Luis AU - Delgado, Jose Miguel AU - Gutierrez-Bucheli, Laura AD - Project manager, Dep. of Civil and Environmental Engineering. Universidad de Los Andes, Bogotá, Colombia, (57-1) 3324312, jp.romero985@uniandes.edu.co AD - Assistant Professor, Dep. of Civil and Environmental Engineering. Director of Construction Engineering and Management, Universidad de Los Andes, Bogotá, Colombia, (57-1) 3324312, jl.ponz@uniandes.edu.co AD - MSc Student, Dep. of Civil and Environmental Engineering. Universidad de Los Andes, Bogotá, Colombia, (57-1) 3324312, jm.delgado1298@uniandes.edu.co AD - Instructor Professor, Dep. of Civil and Environmental Engineering., Universidad de Los Andes, Bogotá, Colombia, (57-1) 3324312, la.gutierrez725@uniandes.edu.co AB - There are many methods of multicriteria decision analysis (MCDA), each one with properties and benefits. In the Architecture, Engineering, and Construction (AEC) sector most of the time, the decision–making involve different interest of the stakeholders of the projects, must of the times applying methods with the focus on the result. This paper presents a case study of a new University’s facility construction that compares the traditional decision–making approach used in the design-bid-build procurement method of AEC industry in Colombia with an MCDA approach. Choosing By Advantages (CBA) has been used to analyse the reasons that could help explain why the subcontractor of a project construction was not meeting the client’s expectations during project execution. Results include a discussion of main differences between these decision methods, the main difference is that in traditional decision–making approach the main criterion was cost while in the CBA was value. Consequently, the method’s results were different for the alternatives. KW - Choosing By Advantages (CBA) KW - multicriteria decision analysis KW - contractor selection PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1588/pdf L2 - http://iglc.net/Papers/Details/1588 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Dual Nature of Design Management C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 647 EP - 657 PY - 2018 DO - 10.24928/2018/0537 AU - Pikas, Ergo AU - Koskela, Lauri AU - Tredal, Niels AU - Knotten, Vegard AU - Bølviken, Trond AD - Technical University of Denmark, DTU Management Engineering, ekas@dtu.dk, Tallinn University of Technology, Faculty of Engineering and Aalto University, Department of Civil Engineering AD - University of Huddersfield, School of Art, Design and Architecture AD - NCC Denmark, Denmark AD - Veidekke Entreprenør AS, Norway AD - Veidekke Entreprenør AS, Norway. Also The University of Agder, Norway AB - Design management profession has probably got the least attention in the construction industry. One reason could be the lack of explicit conceptualizations about its nature, subject matter and principles. In this article, a conceptual design management framework is proposed on the premise that design management is the management of a structured system of object and subject-oriented, technical and social design activities. Additionally, an example of a mediating visual model is proposed to facilitate the discussions about design activities and design management in academia and practice. The two major premises of this research are 1) as design management is the management of design activity, it is dependent on the way design is conceptualized; and 2) design is a human activity, but not a thing (e.g., representation) or an event (e.g., decision-making). KW - Design management KW - activity theory KW - design activity KW - design system KW - shared mental models PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1589/pdf L2 - http://iglc.net/Papers/Details/1589 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Is Integration of Uncertainty Management and the Last Planner System a Good Idea? C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 658 EP - 668 PY - 2018 DO - 10.24928/2018/0218 AU - Torp, Olav AU - Bølviken, Trond AU - Aslesen, Sigmund AU - Fritzsønn, Lars Petter AU - Haagensen, Åse AU - Lombardo, Sebastiano AU - Saltveit, Tobias AD - Associate Professor, Norwegian University of Science and Technology, Trondheim, Norway, +47 934 226 73, olav.torp@ntnu.no AD - Director, Strategy, Improvement, HR and HSE, Veidekke Entreprenør AS, Norway; Also Professor at the University of Agder, Norway, +47 909 68 043, trond.bolviken@veidekke.no AD - Research and Development Manager, Team Veidekke DA Ulven, Veidekke Entreprenør AS, Oslo, Norway, +47 922 18 492, sigmund.aslesen@veidekke.no AD - Project Director, AF gruppen, Oslo, Norway, +47 971 60 478, larspetter.fritzsonn@afgruppen.no AD - Risk Manager, AF gruppen, Oslo, Norway, +47 997 91 529, ase.haagensen@afgruppen.no AD - Associate Professor, Norwegian Business School, Oslo, Norway, +47 930 12 003, sebastiano.lombardo@bi.no AD - Design Manager, AF gruppen, Oslo, Norway, +47 918 29 331, tobias.saltveit@afgruppen.no AB - The Last Planner System (LPS) is a tool for project planning and control, and is an important contribution from Lean Construction. LPS focuses on scheduling, task coordination and time management. Uncertainty Management (UM) is a key element in Project Management, where uncertainty is the totality of opportunities (potential upsides) and risks (potential downsides). UM addresses all types of uncertainty (related to cost, time, quality, scope, safety, customer satisfaction, company reputation, etc.). The aim of UM is to exploit the opportunities and reduce the risks. Two construction companies involved in this research are working with both LPS and UM. One has extensive experience with LPS, but less experience with UM. The other has extensive experience with UM, but less experience with LPS. Two questions are raised and discussed in the paper: 1. Could project planning and control be improved by an integration of LPS and UM? 2. If yes, how could LPS and UM be integrated to improve project planning and control? The paper proposes a conceptual model where UM tools are integrated in the plan and meeting structure of LPS. The model is to be tested in forthcoming case studies. KW - Uncertainty Management KW - Risk KW - Last Planner System PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1590/pdf L2 - http://iglc.net/Papers/Details/1590 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Literature Review on Visual Construction Progress Monitoring Using Unmanned Aerial Vehicles C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 669 EP - 680 PY - 2018 DO - 10.24928/2018/0310 AU - Álvares, Juliana S. AU - Costa, Dayana B. AD - Civil Engineer, Master’s Student, Graduate Program in Civil Engineering, Federal University of Bahia (UFBA), Brazil, alvares.juliana@hotmail.com AD - Associate Professor, Engineering School, Department of Structural and Construction Engineering, Graduate Program in Civil Engineering, Federal University of Bahia (UFBA), Brazil, dayanabcosta@ufba.br. AB - Due to the complexity and dynamism that characterize construction activities, the execution of work packages as planned requires a systematic monitoring and control of their operations and progress. However, the most common practices for construction progress monitoring are still based on individual observations and often still rely on textbased documentation. In order to improve the collaboration and transparency of this process, studies highlight applications of visual data, such as photographs, videos, 3D and 4D models. Due to the large number of publications that address the use of visual data for construction progress monitoring, and the growing use of Unmanned Aerial Vehicles (UAVs), the objective of this work is to present a systematic literature review concerning the use of UAVs as a tool for aiding construction progress monitoring. For that purpose, a literature review was carried out for papers dated from 2008 to 2018 using Scopus database. The findings indicated that the development of progress monitoring automated systems, the use of 3D as-built point cloud models and Building Information Modeling are the most frequently discussed subjects within the papers surveyed. Also, a gap was identified regarding the lack of studies that effectively integrate the visual monitoring with the construction management systems. KW - Construction progress monitoring KW - Visual data KW - Unmanned Aerial Vehicles/Systems (UAVs/UASs). PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1591/pdf L2 - http://iglc.net/Papers/Details/1591 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Winning the Bid – A Step-Wise Approach Using BIMto Reduce Uncertainty in Construction Bidding C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 68 EP - 78 PY - 2018 DO - 10.24928/2018/0229 AU - Aslesen, S. AU - Kristensen, E. AU - Schanche, H. AU - Heen, P.I. AD - Development Manager, Veidekke, Oslo, Norway, +47 922 18 492, sigmund.aslesen@veidekke.no AD - BIM & Calculation Manager, Veidekke, Oslo, Norway, +47 934 55 485, eirik.kristensen@veidekke.no AD - Dept. Manager, Veidekke, Oslo, Norway, +47 906 91 103, hallgeir.schanche@veidekke.no AD - Project Development Manager, Veidekke, Oslo, Norway, +47 901 51 291, per-inge.heen@veidekke.no AB - This paper explains how to win a construction bid at the right costs. It suggests a structured, step-wise approach where at each step data analyses are carried out based on earlier bids, which are combined with assessments from an active risk management system, to come up with reliable estimates. To make sure all significant cost elements in the project are understood, linked together and communicated effectively, a building information model (BIM) is applied and worked on every step of the way from a preliminary, rough estimation to a final, complete bid. The paper derives from an ongoing development project to improve the bidding process in a Norwegian construction company. It intends to solve the following problem: How can we reduce the uncertainty in the bids we offer? The paper introduces a new way to organize the bidding process, including certain principles, to reduce uncertainty already in the project development, and attempts to increase our knowledge of the construction bidding process. The literature review is focused on theories of relevance to address the uncertainties inherent in construction bidding. The paper concludes that a project bid will always be burdened with uncertainty. Whereas traditional bidding theory gives support to the behaviour of economic agents who do the pricing to maximise profit, we find it relevant to introduce the concept of bounded rationality to explain why construction bidding is not a straightforward matter and how uncertainty management is fundamental to come up with the right costs. KW - Uncertainty management KW - bidding process KW - BIM PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1592/pdf L2 - http://iglc.net/Papers/Details/1592 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Empirical Study on the Influence of Procurement Methods on Last Planner® System Implementation C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 681 EP - 690 PY - 2018 DO - 10.24928/2018/0398 AU - Daniel, Emmanuel I. AU - Pasquire, Christine AU - Dickens, Graham AU - Marasini, Ramesh AD - Lecturer in Construction Management, Southampton Solent University, UK emmanuel.daniel@solent.ac.uk AD - Professor of Lean Project Management & Director Centre for Lean Projects, Nottingham Trent University, UK, Christine.pasquire@ntu.ac.uk AD - Senior Lecturer, Nottingham Trent University, UK, graham.dickens@ntu.ac.uk AD - Associate Professor, Southampton Solent University, UK, ramesh.marasini@solent.ac.uk AB - Previous studies have examined various factors that influence the implementation of the Last Planner System (LPS) in construction projects. However, there is limited documented evidence on the influence of procurement methods on the implementation of the LPS. The aim of this study, therefore; is to understand the influence of some selected procurement methods on the implementation of the LPS using case study approach. Three in-depth case studies were conducted on building and highways projects in the UK. The projects were managed with the LPS principles with dissimilar procurement methods. In addition to document analysis and physical observation, 28 in-depth-interviews were conducted. The investigation shows that the prevailing traditional mindset exhibited by the designers in the traditional design bid build (DBB) influences the quality of promises and commitments that could be made during the lookahead planning. From the study, it seems no single procurement method is a sure way to the full application of the LPS process on a project. The study observes that irrespective of the procurement route used, a mindset change towards collaboration among the different stakeholders on the project is fundamental to successful LPS implementation. For instance, on projects where DBB was used and the subcontractors were in framework agreement, the LPS implementation worked well among the subcontractors. The study recommends that the procurement approach to be used on LPS projects should not be too firm, but lithe enough to integrate collaborative working among the different stakeholders on the project for a smooth workflow KW - Lean construction KW - Last Planner System KW - procurement methods KW - collaboration KW - make ready PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1593/pdf L2 - http://iglc.net/Papers/Details/1593 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Continuous Improvement Cells in the Highways Sector C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 691 EP - 707 PY - 2018 DO - 10.24928/2018/0406 AU - Tezel, Algan AU - Koskela, Lauri AU - Tzortzopoulos, Patricia AU - Talebi, Saeed AU - Miron, Luciana AD - Lecturer, School of Art, Design and Architecture, Huddersfield University, UK, a.tezel@hud.ac.uk AD - Professor, School of Art, Design and Architecture, Huddersfield University, UK, l.koskela@hud.ac.uk AD - Professor, School of Art, Design and Architecture, Huddersfield University, UK, p.tzortzopoulos@hud.ac.uk AD - Lecturer, School of Art, Design and Architecture, Huddersfield University, UK, s.talebi@hud.ac.uk AD - Associate Professor, School of Architecture, Federal University of Rio Grande do Sul, Brazil, luciana.miron@ufrgs.br AB - In line with its performance improvement and Lean Construction agenda, the highways supply chain in the UK has commenced many Continuous Improvement (CI) cells in recent years. The CI cell is a small-group work coordination and improvement technique that is frequently used in many industries as part of their lean transformations. The technique has also its links to some key lean concepts and practices like continuous improvement (kaizen), Visual Management and hoshinkanri policy deployment. This paper presents a summary of a detailed research aiming to understand the execution of the CI cells in the highways supply chain in the UK with their associated benefits and challenges through a study of 12 CI cells at the main client organisation. Alongside a set of benefits and challenges, the current CI cell execution mechanism and some suggestions to improve the current practice were also presented in the paper. KW - Continuous improvement KW - Lean construction KW - Visual Management KW - HoshinKanri KW - highways. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1594/pdf L2 - http://iglc.net/Papers/Details/1594 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Last Planner System: Implementation and Evaluation With Focus on the Phase Schedule C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 702 EP - 712 PY - 2018 DO - 10.24928/2018/0411 AU - Ribeiro, Flora S AU - Costa, Dayana B. AD - Civil Engineer, Master Student, Federal University of Bahia, floraseixasribeiro@gmail.com AD - Associate Professor, Graduate Program in Civil Engineering, Federal University of Bahia, dayanabcosta@ufba.br AB - Phase Schedule is a Last Planner System practice whose role, both from a practical and theoretical point of view, is still being debated in the construction industry. Thus, there is a need for a better understanding of Phase Schedule implementation practices and the impacts of those on production planning and control. This paper presents the results of the implementation and evaluation of the LPS focusing on the Phase Schedule practices based on two in-depth case studies developed from April 2016 to August 2017 in Salvador-Brazil. The Case Studies involved the implementation of the LPS and the Phase Schedule practices and the analysis of the impact of using those practices on the production planning and control processes. The findings indicated that the cycles of the Phase Schedule improve the constraints analysis, collaboration between those involved, transparency in the planning process, adherence between levels planning by using performance metrics, reliability of plans and commitment to the deadlines. Also, the activities which were initially not analyzed as critical, have strong influence on the performance of the production planning and control. KW - Last Planner System KW - Phase Schedule KW - Collaboration PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1595/pdf L2 - http://iglc.net/Papers/Details/1595 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Managing the “Receding Edge” C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 713 EP - 723 PY - 2018 DO - 10.24928/2018/0414 AU - Salem, Camille AU - Lefèvre, Cecile AU - Li, Jun AU - Waters, Ruth AU - Tommelein, Iris D. AU - Jayamanne, Eshan AU - Shuler, Patrick AD - MS Student, Engineering and Project Management, University of California, Berkeley, camillesalem@berkeley.edu, orcid.org/0000-0003-2755-3951 AD - MS Student, Engineering and Project Management, University of California, Berkeley, cecile_lefevre@berkeley.edu,orcid.org/0000-0002-3588-5553 AD - MS Student, Energy, Civil Infrastructure, and Climate, University of California, Berkeley, gjli@berkeley.edu, orcid.org/0000-0002-8246-3193 AD - MS Student, Engineering and Project Management, University of California, Berkeley, ruth11waters13@berkeley.edu, orcid.org/0000-0003-2755-3951 AD - Professor, Civil and Envir. Engrg. Dept., Director, Project Production Systems Lab., University of California, Berkeley, CA 94720-1712, tommelein@berkeley.edu, orcid.org/0000-0002-9941-6596 AD - Project Engineer, Webcor Builders, San Francisco, CA, ejayamanne@webcor.com, orcid.org/0000- 0003-4990-9170 AD - Performance Excellence Manager, Webcor Builders, San Francisco, CA, pshuler@webcor.com, orcid.org/0000-0003-0109-2309 AB - So much attention is paid to starting construction activities, and starting new work at regular time intervals to a beat (aka. takt) that—not surprisingly—work to finish those very activities may fall behind. This paper focuses, not on the start-, the “leading edge, ”but on the end of activities, the “receding edge.” The receding edge articulates when work is “done-done” and the successor contractor may start their work, unimpeded by their predecessors’ unfinished work or “leftovers” (e.g., areas left dirty and cluttered with remnants). This paper describes receding-edge activities related to forming, placing, and finishing post-tensioned, cast-in-place concrete slabs, observed on a project in San Francisco, California. The researchers went to the gemba, described the current situation, and exchanged ideas with the contractor on means to keep the receding edge progressing at the pace of the leading edge, that is: to improve the cycle time from start, to not just finished or “done,” but to “done-done” completion of each slab. Findings include the need to define standard processes (e.g., for clean-up work) as those observed appeared defective (one of Ohno’s 7 wastes) or none existed, and to designate resources to accomplish them. This paper contributes to knowledge by articulating the receding edge concept, describing challenges in managing it, and documenting lean methods as countermeasures to those challenges. When managed considering the production impact of receding-edge work on the contractor responsible for it and on follow-on contractors, the case for cycle time reduction is easy to make and worth the money. KW - Cycle time KW - waste KW - defect KW - unfinished work KW - work structuring KW - standardization KW - cast-inplace concrete KW - takt time planning (TTP) PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1596/pdf L2 - http://iglc.net/Papers/Details/1596 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - The Last Planner® System Path Clearing Approach in Action: A Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 724 EP - 733 PY - 2018 DO - 10.24928/2018/0433 AU - Ebbs, Paul J. AU - Pasquire, Christine L. AU - Daniel, Emmanuel I. AD - Research Fellow, Centre for Lean Projects, Nottingham Trent University, paul.ebbs@ntu.ac.uk AD - Professor of Lean Project Management, Director of Centre for Lean Projects, Nottingham Trent University, christine.pasquire@ntu.ac.uk AD - PhD, Lecturer in Construction Management, Southampton Solent University, UK emmanuel.daniel@solent.ac.uk AB - The “Last Planner® System” (LPS) is commonly viewed as the foundation of Lean Project Delivery. It is increasingly used in certain parts of the globe. However, LPS implementation often fades off due to issues reported at organisational, project and external levels. The LPS Path Clearing Approach (PCA) offers an antidote to these issues. The goal of this paper is to outline how the LPS-PCA helped restart a stalled implementation of the LPS through a “shallow and wide” organisational approach rather than a more traditional “narrow and deep” project approach. The LPS-PCA in action is documented within an on-going UK case study organisation. Action and covert research methods were used to introduce LPS principles, thinking and language without attributing them to LPS in response to resistance to the actual LPS. The 15 step actions within the LPS-PCA are expanded from a past, current and future state perspective. The study found that the LPS-PCA’s 15 step actions were useful as a benchmark to continuously remove constraints that blocked the implementation of the LPS. In summary, the use of the LPSPCA is recommended before, during and after organisations engage with LPS Consultants if organisations are serious about sustaining the implementation of the LPS. KW - Last Planner System KW - Path Clearing KW - Lean Leadership KW - Facilitator KW - Shallow and Wide PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1597/pdf L2 - http://iglc.net/Papers/Details/1597 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Make Ready Planning Using Flow Walks: A New Approach to Collaboratively Identifying Project Constraints C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 734 EP - 743 PY - 2018 DO - 10.24928/2018/0448 AU - Ebbs, Paul J. AU - and Pasquire, Christine L. AD - Research Fellow, Centre for Lean Projects, NTU - Nottingham Trent University, UK, +353 85 804 9623, paul.ebbs@ntu.ac.uk AD - Professor of Lean Project Management, Centre for Lean Projects, NTU - Nottingham Trent University, christine.pasquire@ntu.ac.uk AB - Many authors identify flow and pull as key lean production principles. In lean construction (LC)these principles are embodied within the “Last Planner® System” (LPS) to create more reliable workflow which is the heart of Lean Project Delivery. LPS has continued to evolve and develop over the last 25 years with pull planning – identifying what tasks SHOULD be done - the last major elementadded. However, “pull planning” is often misunderstood as the entirety of LPS and frequently referred to as “Last Planner”. The remaining levels of the Last Planner “System” – CAN; WILL; DID and LEARN - are not being used as originally intended by LPS developers Ballard and Howell. The struggle often begins with Make Ready Planning (CAN). This paper is the first output of a two-year research project focused on implementing the CAN; WILL; DID; LEARN levels of LPS within organisation (X). It outlines how the 8 Flows of Lean Project Delivery andthe“Flow Walk” are being used as a structured approach to collaboratively identify constraints and incorporate them into the risk registers and Make Ready Planning. This approach was effective to identify constraints and also create a shared understanding of project scope within project teams. KW - Last Planner System KW - Make Ready KW - Flow Walks KW - Constraints KW - Risk Management PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1598/pdf L2 - http://iglc.net/Papers/Details/1598 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Guidelines to Develop a BIM Model Focused on Construction Planning and Control C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 744 EP - 753 PY - 2018 DO - 10.24928/2018/0450 AU - Vargas, Fabrício Berger de AU - Bataglin, Fernanda Saidelles AU - Formoso, Carlos Torres AD - M.Sc. Student, Building Innovation Research Unit (NORIE), Federal University of Rio Grande do Sul (UFRGS), Porto Alegre, Brazil, fabriciovargas@live.com AD - Ph.D Candidate, NORIE, UFRGS, Porto Alegre, Brazil, fernanda.saidelles@gmail.com AD - Professor, School of EngineeringNORIE, UFRGS, Porto Alegre, Brazil, formoso@ufrgs.br AB - Information pulled from 4D simulations may be used to compare construction scenarios as well as to support decision-making in production planning and control. Different projects, software, tools and planning methods result in a diversity of inputs that should be considered while trying to fulfil 4D simulation needs. If those are not properly addressed, it may lead to inconsistencies and lack of suitable information. The existing literature on 4D BIM does not provide much advice on which information should be considered to develop a 4D simulation. The aim of this paper is to propose a set of guidelines to devise BIM models to support production planning and control with emphasis on Lean Construction principles and concepts. Design Science Research was the methodological approach adopted in this investigation, which was based on three empirical studies. The main contributions of this study are concerning with understanding the sources of information for3D modelling and how information should be gathered so that 4D BIM model scan effectively support planning and control decisions. A model based on these guidelines should provide relevant information to support decision making, and consequently contribute to reduce variability, increase data reliability, eliminate nonvalue adding activities and reduce 3D modelling time. KW - Modelling inputs KW - 4D simulation KW - production planning and control KW - lean principles. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1599/pdf L2 - http://iglc.net/Papers/Details/1599 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Understanding the Effectiveness of Visual Management Best Practices in Construction Sites C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 754 EP - 763 PY - 2018 DO - 10.24928/2018/0452 AU - Brandalise, Fernanda M. P. AU - Valente, Caroline P. AU - Viana, Daniela D. AU - Formoso, Carlos T. AD - M.Sc. Student, Building Innovation Research Unit - NORIE, Federal University of Rio Grande do Sul, Brazil, +55 51999302604, fernandampbrandalise@gmail.com AD - M.Sc., Civil Engineer, Building Innovation Research Unit - NORIE, Federal University of Rio Grande do Sul, Brazil, +61 406671148, carolinevalente@gmail.com AD - Associate Professor, Interdisciplinary Department, Federal University of Rio Grande do Sul, Brazil,danidietz@gmail.com AD - Professor, Building Innovation Research Unit - NORIE, Federal University of Rio Grande do Sul, Brazil,formoso@ufrgs.br AB - Visual Management (VM) is a strategy for information management strongly related to one of the core concepts of Lean Production Philosophy, the increase of process transparency. VM is especially important to support continuous improvement and it relies on the effective transmission of information at different hierarchical levels. However, there are some challenges in the implementation of VM in construction: each construction project is unique, site layouts are dynamic environments, and the construction itself might become a visual barrier. This paper aims to analyse the role of a set of VM best practices to support production management, understanding the features that distinguish these practices as advanced ones, i.e. the reasons behind the effectiveness of some VM systems. It is based on two case studies carried out in leading companies in the implementation of Lean Construction in Brazil. Differently from previous studies on VM, this investigation explored the integration of those practices in managerial processes that might use a set of visual devices; whether visual devices are used dynamically in order to support decision-making, especially in collaborative processes. Another contribution of this paper is concerned with classifying VM best practices according to the degree of integration to the managerial routines. KW - Visual Management KW - Transparency KW - Lean Construction KW - Production Planning and Control PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1600/pdf L2 - http://iglc.net/Papers/Details/1600 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Promoting Collaborative Construction Process Management by Means of a Normalized Workload Approach C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 764 EP - 774 PY - 2018 DO - 10.24928/2018/0488 AU - Schimanski, Christoph P. AU - Marcher, Carmen AU - Dallasega, Patrick AU - Marengo, Elisa AU - Follini, Camilla AU - Rahman, Arif U. AU - Revolti, Andrea AU - Nutt, Werner AU - Matt, Dominik T. AD - Research Associate, Fraunhofer Italia Research, Bolzano, Italy, christoph.schimanski@fraunhofer.it AD - Research Associate, Fraunhofer Italia Research, Bolzano, Italy, carmen.marcher@fraunhofer.it AD - Assistant Professor, Faculty of Science and Technology, Free University of Bolzano, patrick.dallasega@unibz.it AD - Assistant Professor, Faculty of Computer Science, Free University of Bolzano, elisa.marengo@unibz.it AD - Research Associate, Fraunhofer Italia Research, Bolzano, Italy, camilla.follini@fraunhofer.it AD - Research Assistant, Faculty of Science and Technology, Free University of Bolzano, ArifUr.Rahman@unibz.it AD - Freelance Engineer and Architect in Trento, Italy,andrea.revolti87@gmail.com AD - Full Professor, Faculty of Computer Science, Free University of Bozen-Bolzano, Bolzano, Italy, nutt@inf.unibz.it AD - Head of Fraunhofer Italia, Fraunhofer Italia Research, Bolzano, Italy, dominik.matt@fraunhofer.it / Full Professor, Faculty of Science and Technology, Free University of Bozen-Bolzano, Bolzano, Italy, dominik.matt@unibz.it AB - The research project »COCkPiT« - Collaborative Construction Process Management - aims at developing methodologies and tools to enhance time and budget control in construction projects, with a focus on small and medium-sized companies. The hypothesis is that the interplay of the three main phases of project management - planning, scheduling, and monitoring - can be improved by collecting highly detailed information early on in each phase, and making it available to the other phases at a high frequency. COCkPiT builds upon previous experiences in façade installation, where significant time and cost savings have been obtained by applying a normalized workload approach based on a collaborative process planning routine, an approach which is currently hardly supported by commercial project management tools. Thus, the objective of COCkPiT is to develop a methodology that supports i) collaborative process modelling as a basis for ii) a short-term rolling wave planning considering iii) real-time measurement of the progress on-site, to create highly reliable schedules and accurate forecasts. The focus of this paper is to present the conceptual fundamentals of integrating the modules of modelling, scheduling and monitoring, as well as involving the lean construction community to current considerations regarding the implementation in a self-containing IT-solution. KW - Collaboration KW - Production System Design KW - Process modelling KW - Job sequencing KW - Monitoring PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1601/pdf L2 - http://iglc.net/Papers/Details/1601 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Combined Application of Earned Value Management and Last Planner System in Construction Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 775 EP - 785 PY - 2018 DO - 10.24928/2018/0491 AU - Novinsky, Mark AU - Nesensohn, Claus AU - Ihwas, Nadia AU - Haghsheno, Shervin AD - M.Sc. Student. Karlsruhe Institute of Technology (KIT), Institute of Technology and Management in Construction, Gotthard-Franz-Str. 3 (Am Fasanengarten), Geb. 50.31, D-76131 Karlsruhe, Germany. Phone +49 (0)17634151483, mark@novinsky.de AD - Founder & CEO. Refine Projects AG, Schelmenwasenstraße 34, D-70567 Stuttgart, Germany. Phone +49 (0) 179 978 9624, claus.nesensohn@refineprojects.com. AD - Research Fellow. Karlsruhe Institute of Technology (KIT), Institute of Technology and Management in Construction, Gotthard-Franz-Str. 3 (Am Fasanengarten), Geb. 50.31, D-76131 Karlsruhe, Germany. Phone +49 (0) 721 608 45476, nadia.ihwas@kit.edu AD - Professor. Karlsruhe Institute of Technology (KIT), Institute of Technology and Management in Construction, Gotthard-Franz-Str. 3 (Am Fasanengarten), Geb. 50.31, D-76131 Karlsruhe, Germany. Phone +49 (0)721 608 42646, shervin.haghsheno@kit.edu. AB - The application of the Last Planner System (LPS)in the construction industry is increasing more and more. Reviews in the literature report that by applying LPS project performance is improving. However practical experience shows that there is some lack of structure in daily work. Further more researchers are still looking for feasible process measurement. This paper aims to contribute to the described challenge by developing a concept for the combined application of the two following methods. One is Earned Value Management (EVM), a project control method that combines data regarding scope, schedule, and resources to assess project performance and progress. The other one is LPS, a Lean Construction method for production planning and control. In LPS project workflow is developed and controlled collaboratively within a team. Through the combined application of these two methods based on the structure and a transparent production plan the project’s workflow can be measured by objective metrics like Percent Plan Complete (PPC), Schedule Variance (SV) and Cost Variance (CV) to highlight the need for potentially necessary corrective action. KW - Lean construction KW - last planner system KW - earned value management KW - process measurement KW - work structuring. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1602/pdf L2 - http://iglc.net/Papers/Details/1602 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Optimizing Flow Process Through Synchronisation of Cycle Time C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 786 EP - 796 PY - 2018 DO - 10.24928/2018/0497 AU - Pandey, Pawan AU - Agrawal, Somil AU - Maheswari, J. Uma AD - Research Scholar, Department of Civil Engineering, IIT Delhi, India, pvnengr@gmail.com AD - Post Graduate Student, Department of Civil Engineering, IIT Delhi, India, somil27@iitd.ac.in AD - Assistant Professor, Department of Civil Engineering, IIT Delhi, India, uma.iit@gmail.com AB - Construction projects can be modelled, using TFV theory of lean construction, as combination of main activity network that are primarily transformations and feeding flow processes which supply input material to main activities. These feeding processes may include one or more sub-processes/ and operations with varying cycle time (C/T). The lack of synchronization between these sub processes/ operations results into construction bottlenecks which delay the execution of main activities. Mechanization of few processes/ sub-processes or operations in isolation create large variation in cycle time and shifts the location of bottlenecks. Thus, limited benefits accrue from mechanization, automation, etc. The present study proposes a framework to locate the bottlenecks through hierarchical process analysis and discrete event simulation. These bottlenecks can be eliminated through modifying cycle time of selected sub process /operation by changing resources allocation and by eliminating waste with the ultimate aim to enhance overall productivity. The proposed framework is demonstrated utilizing data from an automated railway track construction project. The substantial improvement in construction productivity was observed after synchronization of cycle time. KW - Lean construction KW - cycle time synchronisation KW - construction bottlenecks KW - discrete event simulation KW - automated railway track laying. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1603/pdf L2 - http://iglc.net/Papers/Details/1603 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Enabling Lean Design With Management of Model Maturity C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 79 EP - 89 PY - 2018 DO - 10.24928/2018/0404 AU - Nøklebye, Andreas AU - Svalestuen, Fredrik AU - Fosse, Roar AU - Lædre, Ola AD - MSc, Student, Department of Civil and Environmental Engineering, NTNU – Norwegian University of Science and Technology, 7491 Trondheim, Norway, Mobile +4745236866, asnoklebye@gmail.com AD - PhD Candidate, NTNU/Veidekke, Trondheim, Norway, +4798673172, fredrik.svalestuen@ntnu.no AD - Regional Manager, Lean Construction, Skanska, Oslo, Norway, +4793444588, roar.fosse@skanksa.no AD - Associate Professor, dr.ing., NTNU, Trondheim, Norway, +4791189938, ola.laedre@ntnu.no AB - Traditional construction management has struggled with an ad hoc approach to design, increasing the number of negative iterations and sacrificing potential value. Building Information Modelling (BIM) has been driving information management in design, but its use has yet to be described in a way which makes it compatible with planning tools such as Last Planner™. Level of Development (LOD) could allow for this by attributing maturity to the BIM-model, yet previous studies of LOD implementation have shown potential for improvement. This paper researches current approaches, experiences and requirements for using maturity-based management in design. A study of two large projects with maturity-based management using interviews and an analysis of measurements was conducted in addition to a literature scoping study. The paper formulates five aspects of BIM-based workflows which needs to be addressed in order to manage their development. In addition, the study reveals how use of maturity-based management can provide a foundation for managing BIM-based workflows according to lean principles. Finally, the paper concludes with practical recommendations for enabling lean design with management of model maturity, such as how to specify maturity levels or how to disaggregate the model into disciplinary sections. KW - Lean design KW - BIM KW - LOD KW - Set-Based Design (SBD) KW - Last Planner PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1604/pdf L2 - http://iglc.net/Papers/Details/1604 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Characterization of Waste in Ethiopian Building Construction Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 797 EP - 806 PY - 2018 DO - 10.24928/2018/0505 AU - Ayalew, Tadesse AU - Dakhli, Zakaria AU - Lafhaj, Zoubeir AD - PhD Student, Centrale Lille, Laboratory de Mechanique de Lille, CNRS UMR 8107,Cite Scientific, Villeneuve d’Ascq, 59651 Cedex, France, +33751099251,tadesse.ayalew@phd.centralelille.fr AD - Research Engineer, Centrale Lille, Laboratory de Mechanique de Lille, CNRS UMR 8107,Cite Scientific, Villeneuve d’Ascq, 59651 Cedex, France,zakaria.dakhli@gmail.com. AD - Professor of Civil Engineering, Centrale Lille, Laboratory de Mechanique de Lille, CNRS UMR 8107,Cite Scientific, Villeneuve d’Ascq, 59651 Cedex, France, zoubeir.lafhaj@ec-lille.fr AB - According to the February 2017 Mckinsey Global Institute report, construction industry is one of the largest sectors in the world economy with $10 trillion spending, 13% of GDP contribution and 7% employment opportunity annually. However, the sector laborproductivity for the past two decades couldn’t exceed 1% a year while the total world economy and the manufacturing sector has been grown by 2.8 and 3.6 % respectively. As a result of this, the industry loss a value of $1.6 trillion a year that would meet about half of the world’s annual infrastructure needs or boost global GDP by 2 %. According to this report, Ethiopia is the last in the list of countries with poor productivity. Considering the above fact, this study assess building construction projects in Ethiopia with respect to the common types of waste in order to identify the most important waste in Ethiopian building construction projects. Accordingly the study confirmed that close to 40% of the project time is wasted in performing non value adding activities due to over production, over processing, Transport, motion and waiting related wastes. KW - Ethiopia KW - building projects KW - lean construction KW - process KW - waste PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1605/pdf L2 - http://iglc.net/Papers/Details/1605 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Constraint Removal and Work Plan Reliability: A Bridge Project Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 807 EP - 817 PY - 2018 DO - 10.24928/2018/0510 AU - Javanmardi, Ashtad AU - Abbasian-Hosseini, S. Alireza AU - Hsiang, Simon M. AU - Liu, Min AD - Ph.D. Candidate, Dept. of Civil Const. and Envir. Eng., North Carolina State Univ., Raleigh, NC 27695-7908, USA, +1 919 987-5010, ajavanm@ncsu.edu AD - Research Associate, Dept. of Civil Const. and Envir. Eng., North Carolina State Univ., Raleigh, NC 27695-7908, USA, +1 919 917-4547, sabbasi@ncsu.edu AD - Professor, Dept. of Syst. Eng.and Eng. Mgmt., Department Chair, Univ. of North Carolina at Charlotte, Charlotte, NC 28223-0001, USA, +1 704687-1958, shsiang1@uncc.edu AD - Associate Professor, Dept. of Civil Const. and Envir. Eng., North Carolina State Univ., Raleigh, NC 27695-7908, USA, +1919513-7920, min_liu@ncsu.edu AB - Effective removal of constraints is critical in the Last Planner System (LPS®)to improve work plan reliability. While removing constraints is important, it remains unclear to project managers about which types of constraint have the highest level of uncertainty and to what extent the constraint removal discussions are efficient for improving work plan reliability. This research uses a bridge project as an example to answer these research questions. The authors collected planning meeting minutes, look ahead plans, and production dataof11 weeks to analyze constraint removal discussions in weekly plan meetings and the associated Percent Plan Complete (PPC).Information theory method was used to calculate the amount of information gain and the information transmission efficiency for PPC improvement. Results show that “Prerequisite Readiness” is the most important constraint to discuss and contributes to 24% of the total information gain for PPC improvement. This constraint also has the highest information transmission efficiency of 36%, almost twice the average information transmission efficiency of the other constraints. The method proposed in this paper can be used repetitively on other projects and will help project managers to improve their meeting effectiveness in order to achieve higher work plan reliability. KW - Meeting KW - information theory KW - plan reliability KW - constraint analysis KW - lean construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1606/pdf L2 - http://iglc.net/Papers/Details/1606 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Buffer Management in Construction - a New Zealand Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 818 EP - 828 PY - 2018 DO - 10.24928/2018/0517 AU - Poshdar, M. AU - Gonzalez, V.A. AU - B, Kasiviswanathan AD - Lecturer, Built Envir. Engrg. Dept., Auckland University of Technology, Auckland, New Zealand, mani.poshdar@aut.ac.nz AD - Senior lecturer, Civil and Envir. Engrg. Dept., Univ. of Acukland, New Zealand, v.gonzalez@auckland.ac.nz AD - Const. Mgmt. Graduate, Civil and Envir. Engrg. Dept., Univ. of Acukland, New Zealand, kbal263@aucklanduni.ac.nz AB - Buffers in the form of extra capacity, time, or inventory can help stabilizing construction workflow. From a lean construction perspective, however, buffers are recognized as waste. It presents a dichotomy in the use of buffers that calls for the establishment of a balance between the theoretical goals and the practical norms. This paper presents a study on the practical norms of buffer management in construction projects in New Zealand. Twelve semi-structured face-to-face interviews were conducted with the construction planning and management experts across the country. Thematic analysis of the responses indicated nine conceptual themes related to managing buffers in construction projects. The indicated themes give an overall picture of the prevailing features of ongoing buffer management processes in the industry. The results of the study pave the road for designing the next development steps to accommodate shifting from the standard buffer management practices to the lean ideal. KW - Lean construction KW - buffer management KW - prevailing features KW - scheduling PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1607/pdf L2 - http://iglc.net/Papers/Details/1607 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Enhancing Labour Productivity in Petrochemical Construction and Maintenance Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 829 EP - 839 PY - 2018 DO - 10.24928/2018/0526 AU - Muralidharan, Sriya AU - Krishnankutty, Pramesh AU - Hwang, Bon-Gang AU - Caldas, Carlos AU - Mulva, Stephen AD - Research Assistant, Department of Building, National University of Singapore, 4 Architecture Drive, Singapore, 117566, +65 8696 8214, bdgsriy@nus.edu.sg AD - Research Associate, Department of Building, National University of Singapore, 4 Architecture Drive, Singapore, 117566, +65 90998262, bdgkp@nus.edu.sg AD - Associate Professor, Department of Building, National University of Singapore, 4 Architecture Drive, Singapore, 117566, +65 8138 4674, bdghbg@nus.edu.sg AD - Professor, Department of Civil, Architectural and Environmental Engineering, University of Texas at Austin, TX, USA, +1 (512) 471-6014, caldas@mail.utexas.edu AD - Director, Construction Industry Institute, Austin, TX, USA, +1 (512) 232-3013, smulva@cii.utexas.edu AB - Construction labour is a significant cost factor for petrochemical plant owners and their contractors. Enhancing labour productivity is therefore indispensable for the petrochemical industry in order to achieve sustainable development. Considering the variety of projects undertaken by this industry (i.e. construction and more particularly, maintenance and shutdowns/turnarounds), there is a lack of standard methods for assessing labour productivity. This generates a need for developing productivity assessment practices suitable for all project types. This paper presents solutions for labour productivity improvement based on a study conducted at various petrochemical plants. The study developed and implemented a modified Activity Analysis method suitable for the site conditions, with a focus on maintenance activities and shutdown/turnaround projects, which were rarely considered on previous productivity assessment approaches. Conducted over two cycles, this study assessed the current labour productivity, identified barriers, and analysed the efficacy of solutions implemented to mitigate these barriers. The aggregate direct work percentage was found to have increased in the second cycle. The analysis of labour productivity through Activity Analysis in maintenance and shutdown/turnaround projects is a key contribution of this study. The findings provide a basis for assessing and benchmarking labour productivity in the petrochemical industry KW - Labour KW - Productivity KW - Activity Analysis KW - Continuous improvement KW - Benchmarking PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1608/pdf L2 - http://iglc.net/Papers/Details/1608 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Last Planner Implementation in Building Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 840 EP - 847 PY - 2018 DO - 10.24928/2018/0528 AU - S, Sundararajan AU - Ch, Madhavi T. AD - Ph.D. Student, SRM Institute of Science and Technology, Ramapuram, Chennai, 600089, ssrajan18@yahoo.co.in AD - Professor and Head(Civil), SRM Institute of Science and Technology, Ramapuram, Chennai, 600089, tcmadhvi@yahoo.com AB - Lean Construction method is considered the core principle behind the Identification and Elimination of various wastes in construction. While there are many Conventional Lean Tools like work standardization, doing it right first time, Audits, Just in Time etc., Lean construction identifies and deals with seven forms of waste which is nothing but nonvalue adding items in construction and also suggests ways and means to eliminate them. As such material wastage can be easily quantified, labour wastage and non-value-added activities by labour was much higher compared to material wastage generated in the construction sites. While, Lean production attempts to integrate the concept of transformation, flow and value, a method such as Last planner when implemented for various finishing activities in building projects, there really exists a sense of deep involvement and a great achievement of the project goal. We discuss in this paper the methodology adopted to implement the Last Planner tool of Lean construction and the improvement thereafter. KW - Lean construction KW - Lean Principles KW - Last Planner KW - Labour activities KW - target works PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1609/pdf L2 - http://iglc.net/Papers/Details/1609 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Combining Takt Planning With Prefabrication for Industrialized Construction C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 848 EP - 857 PY - 2018 DO - 10.24928/2018/0542 AU - Chauhan, Krishna AU - Peltokorpi, Antti AU - Seppänen, Olli AU - Berghede, Klas AD - Doctoral Candidate, Department of Civil Engineering, Aalto University, Finland, Krishna.chauhan@aalto.fi AD - Assistant Professor, Department of Civil Engineering, Aalto University, Finland, antti.peltokorpi@aalto.fi AD - Professor of Practice, Department of Civil Engineering, Aalto University, Finland, Olli.seppanen@aalto.fi AD - Dir. Production Innovation, BOLDT, klas.berghede@boldt.com AB - Prefabrication and takt planning and control have been discussed a lot among lean construction researchers and practitioners. However, prefabrication and takt planning together as a way to promote industrialization in construction have been under explored in earlier research. Based on a literature review and two case analysis, this study explored the synergies between prefabrication and takt to promote the industrialization in construction. First case applied prefabrication and takt planning together and the second case applied takt planning, without prefabrication. Our results demonstrate that the two concepts together lead to better results and just implementing takt without prefabrication eventually moves the bottleneck of the project to drying times that could be solved with prefabrication. Therefore, both prefabrication and takt planning benefit from the combination and we argue that industrialization in construction requires both concepts. KW - Lean construction KW - Prefabrication KW - Takt planning KW - Industrial construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1610/pdf L2 - http://iglc.net/Papers/Details/1610 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Complex Production Systems: Non-Linear and Non-Repetitive Projects C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 858 EP - 868 PY - 2018 DO - 10.24928/2018/0222 AU - Murguia, Danny AU - Urbina, Alonso AD - Assistant Professor, Construction Management & Technology Research Group (GETEC), Pontifical Catholic University of Peru, dmurguia@pucp.p AD - Research Assistant, Construction Management & Technology Research Group (GETEC), Pontifical Catholic University of Peru,aurbina@pucp.pe AB - In most residential building construction, the production system design relies on the assumption of linearity per zone and per story, thus, takt-time schedules and flow lines are produced accordingly. However, in practice, such smoothness is difficult to achieve due to non-linear and non-repetitive projects. This research aims to identify the main challenges of the production system design when a planning team faces such projects. To achieve this objective, lean scheduling methods are analysed by a complex production system framework including: variety of tasks, task interdependence, supply chain interdependence, and work density. Two simulation case studies are presented. First, the finishing phase of a residential building presents the case of a non-linear project. Second, the structural works of an industrial project presents the challenges of a non-repetitive project. The main finding is that non-repetitive projects can be handled as multiple repetitive non-linear stages. However, the main challenges include the reciprocal interdependence between trade contractors, the work density disparity between locations and trades, the capacity buffer design, and production rates predictions for the assembly of one-off products. This research contributes to the understanding of scheduling in projects where the linearity assumption of activities is violated. KW - Complex production system KW - Flow lines KW - Non-linear projects KW - Non-repetitive projects KW - Production System Design PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1611/pdf L2 - http://iglc.net/Papers/Details/1611 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - New Approach to Developing Integrated Milestones for Planning and Production Control C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 869 EP - 878 PY - 2018 DO - 10.24928/2018/0238 AU - Kalsaas, Bo Terje AU - Kristensen, Kai Haakon AD - Professor, Dr. Ing, Faculty of Engineering and Science, Department of Engineering Sciences, University of Agder, N-4846 Grimstad, Norway; e-mail: bo.t.kalsaas@uia.no AD - Senior Project Manager, Ph.D. Municipality of Bodø, Development and Real Estate Department, email: kai.haakon.kristensen@gmail.com AB - This paper examines the issue of bringing improved structure with integrated milestones into the project and production management process to handle progress and strategic coordination in complex AEC-projects. We address the phases between front-end planning and project execution. In terms of theory, we base our project on a concept of strategic milestone planning and we find inspiration in ideas from the practical world. The design research approach is applied, and our artefact is a proposed method by which to develop a network of pull-based integrated milestones. The proposal is verified by documentation of the application in a construction project. In this paper, we argue that the described method can be applied as an improvement of milestone planning both in Last Planner and in more traditional project management. The present study fills a gap in project management literature, which appears to address milestones in a superficial manner; this is partly the case for Last Planner System for production control. Our study contributes to theory and practice regarding development of milestones. KW - Milestones KW - Front-end KW - Result-oriented KW - Integrated KW - Pull-Network PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1612/pdf L2 - http://iglc.net/Papers/Details/1612 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Employing Simulation to Study the Role of Design Structure Matrix in Reducing Waste in Design C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 879 EP - 889 PY - 2018 DO - 10.24928/2018/0249 AU - Khalife, Salam AU - Mneymneh, Bahaa Eddine AU - Tawbe, Amena AU - Chatila, Mohamad Hilal AU - Hamzeh, Farook AD - PhD student, Civil and Envir. Eng. Dept., American Univ. of Beirut, Beirut, Riad El-Solh 1107 2020, Lebanon, sgk19@mail.aub.edu AD - PhD student, Civil and Envir. Eng. Dept., American Univ. of Beirut, Beirut, Riad El-Solh 1107 2020, Lebanon, bom02@mail.aub.edu AD - Graduate student, Dept. of Industrial Eng. And Mngmnt., American Univ. of Beirut, Beirut, Riad ElSolh 1107 2020, Lebanon, ait04@mail.aub.edu AD - Student, Civil and Envir. Engrg. Dept., American Univ. of Beirut, Beirut, Riad El-Solh 1107 2020, Lebanon, mac28@mail.aub.edu AD - Assistant Professor, Civil and Envir. Eng. Dept., American Univ. of Beirut, Beirut, Riad El-Solh 1107 2020, Lebanon, +961 1 350000 Ext 3616, fh35@aub.edu.lb AB - The design process is a complex and dynamic system owing to the interdependencies of tasks which need to be coordinated between different involved parties. As the design process continues to grow in complexity with the progress of design, and since the early stages are the most complex to manage, this paper proposes the use of the design structure matrix (DSM) to overcome the encountered challenges within the design management process. This study is based on the implementation of the DSM method to manage information flow in the preliminary design of a building project following a traditional design approach. Based on interviews with multidiscipline practitioners, tasks are identified and presented in a Base DSM. To better manage dependencies and improve performance, tasks are re-sequenced in a Partitioned DSM. Accordingly, two simulation models were developed for the Base DSM and the Partitioned DSM. Results show that the flow of tasks in traditional design leads to an increase in the design duration due to negative iterations representing rework in tasks receiving modified input from subsequent activities. Results also show the cyclic dependency between considered tasks and the effect of information change on work progress. This paper concludes by suggesting the application of an integrated design approach to manage the current planning system of the design process at early stages, where intensive coordination is required KW - Design Structure Matrix KW - integrated design KW - work flow KW - waste KW - work structuring. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1613/pdf L2 - http://iglc.net/Papers/Details/1613 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Using Taktplanning and Taktcontrol in Production Projects – Comparsion of Construction and Equipment Phases C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 890 EP - 898 PY - 2018 DO - 10.24928/2018/0477 AU - Dlouhy, Janosch AU - Oprach, Svenja AU - Binninger, Marco AU - Richter, Tobias AU - Haghsheno, Shervin AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608-42168, janosch.dlouhy@kit.edu AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608- 44124,svenja.oprach@kit.edu AD - Research Fellow, Karlsruhe Institute of Technology, Germany, +49-721-608-44124, marco.binninger@kit.edu AD - M.Sc. Student, Karlsruhe Institute of Technology, Germany, +49-721-608-43650, info@kit.edu AD - Professor, Karlsruhe Institute of Technology, Germany, +49-721-608-42646, shervin.haghsheno@kit.edu AB - Takt Planning and Takt Control (TPTC) as a method for construction processes shows the potential for improving time aspects of construction sites in many practical examples. A first example of using the method of TPTC not only in construction but also in following processes such as equipment installation (production projects) indicates equal improvements. By analyzing 10 construction and seven equipment installation case studies, this paper gives an overview of similarities and differences in construction and equipment projects. Furthermore, it describes adjustments for using TPTC in the construction stage as well as in the equipment assembly stage and picturing each stage’s timetable in one common Takt Plan for increased clarity. Interlinking planning phases of both stages shows not only, that further time savings in implementation phases can be realized, but also that overall project planning can benefit from considering interfaces to upstream and downstream phases. KW - Lean construction KW - lean equipment KW - comparison KW - process KW - work flow. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1614/pdf L2 - http://iglc.net/Papers/Details/1614 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Demonstrating the Value of an Effective Collaborative Decision-Making Process in the Design Phase C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 899 EP - 909 PY - 2018 DO - 10.24928/2018/0500 AU - Schöttle, Annett AU - Arroyo, Paz AU - Christensen, Randi AD - PhD Candidate at Karlsruhe Institute of Technology (KIT)and Senior Consultant at Refine Projects AG, GER, annett.schoettle@protonmail.com, Advisor: Prof. Dr.-Ing. Fritz Gehbauer, M.S. AD - Senior Coach, Lean Project Consulting, USA, parroyo@leanproject.com AD - Lean Manager, Lower Thames Crossing, COWI, UK, RMCH@cowi.com AB - Decisions are the foundation for creating value in a project. Particularly in the early design phases, decisions form and restrict the value creation processes throughout the project's life cycle Therefore, project teams should pay attention to the decision-making process, and design it to secure maximum value creation and clear documentation. This paper shows and analyses the decision-making process in the design phase of four different projects based on four characteristics: (1) decision-making method, (2) structure of the decision-making process, (3) governance process, and (4) documentation process. Our findings demonstrate that all four characteristics are essential and need to be considered when designing the decision-making process. Furthermore, the results demonstrate that making decisions collaboratively will lead to value adding opportunities. Consequently, this paper explains how the decision-making process affects the value creation process and gives insights on how to design it in an effective manner. KW - Choosing by Advantages KW - collaboration KW - decision-making KW - integration KW - value PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1615/pdf L2 - http://iglc.net/Papers/Details/1615 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Can BIMFurnish Lean Benefits - an Indian Case Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 90 EP - 100 PY - 2018 DO - 10.24928/2018/0425 AU - Singhal, Nilay AU - Ahuja, Ritu AD - Post Graduate student, School of Construction, RICS School of Built Environment, Amity University, 5th Floor, F2 block, Sector- 125, Noida 201301 (UP) India; Phone +91-7042278991, nilays.mc16@ricssbe.edu.in AD - Assistant Professor, School of Construction, RICS School of Built Environment, Amity University, 5th Floor, F2 block, Sector- 125, Noida 201301 (UP) India; Phone +91-120-6673038, rahuja@ricssbe.edu.in AB - Building Information Modelling (BIM) is recognized as an enabler for proficient accomplishment of projects in construction industry at different levels. Various benefits have been achieved globally through BIM implementations including enhanced visualization, collaboration between stakeholders throughout the project life cycle, time and cost savings, value engineering, change management and many others. Harnessing the BIM capabilities efficiently to gain maximum benefits on the projects can be a major milestone for the Indian built environment sector. For this study, BIM has been identified as an effective process for achieving various lean benefits for construction projects in India. The project envision BIM as a catalyst for improving the current scenario of Indian construction sector. The paper is based on exploration case based research methodology wherein, both literature review and semi-structured interview have been done. Relationship between BIM and lean by studying the use of various BIM capabilities on construction projects from initiation stage till operations and maintenance stage has been established. Lean benefits corresponding to each BIM capability has been reported upon validating in discussions with the industry experts and literature review. KW - BIM KW - Collaboration KW - lean construction KW - Indian Construction sector KW - Value PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1616/pdf L2 - http://iglc.net/Papers/Details/1616 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Enablers for Sustainable Lean Construction in India C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 910 EP - 922 PY - 2018 DO - 10.24928/2018/0247 AU - Jagannathan, Murali AU - Kamma, Ravindranadh Chowdary AU - Renganaidu, Venkatesan AU - Ramalingam, Shobha AD - Assistant Professor, NICMAR Pune, India, +91 9663410101, mjagannathan@nicmar.ac.in AD - Assistant Professor, NICMAR Hyderabad, India, +91 9038645481, kravindranadh@nicmar.ac.in AD - Professor, NICMAR Hyderabad, India, +91 9444091973, rvenkatesan@nicmar.ac.in AD - Assistant Professor, NICMAR Pune, India, +91 02066859122, sramalingam@nicmar.ac.in AB - Sustainability and Lean practices are two modern philosophies that are wielding influence in the construction industry. Researchers have observed that Sustainability and Lean implementation go hand in hand and there are benefits in implementing them together as ‘Sustainable Lean Construction’ (SLC). However, it was observed through a literature review that the contractors' top management support for implementing sustainable practices was not as evident as that of Lean implementation. In the Indian construction scenario, with the Sustainability initiatives and Lean implementation in preliminary stages, time is ripe for viewing them as concepts that complement each other and look for its widespread application as a combined credo. Commitment by owner organizations, compatibility with an existing contractual framework, design ability, constructability, government policy support, financial attractiveness, long-term relationship and increased market penetration are among the enablers that support the implementation of SLC in Indian conditions. The identified enablers and action points, therefore, pave the way for achieving the benefits of lean implementation and sustainable construction practices for fostering SLC practices in Indian construction. KW - Sustainability KW - Lean KW - Construction KW - Sustainable Lean Construction KW - Organizations KW - Enablers PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1617/pdf L2 - http://iglc.net/Papers/Details/1617 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Reducing Human Failure in Construction With the ‘Training Within-Industry’ Method C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 923 EP - 932 PY - 2018 DO - 10.24928/2018/0264 AU - Mollo, Lesiba George AU - Emuze, Fidelis AU - Smallwood, John AD - Lecturer, Department of Built Environment, Central University of Technology, Free State, Private Bag X20539, Bloemfontein, 9301, South Africa, Tel: (051) 507 3523, Email: lmollo@cut.ac.za AD - Associate Professor and Head, Department of Built Environment, Central University of Technology, Free State, Private Bag X20539, Bloemfontein, 9301, South Africa, Tel: (051) 507 3089, Email: femuze@cut.ac.za AD - Professor, Department of Construction Management, Nelson Mandela University, Po Box 77000, Port Elizabeth, 6031, South Africa, Tel: (041) 504 2790 / 551. Email: John.Smallwood@mandela.ac.za. AB - The purpose of this paper is to explain how a lean production tool, the ‘Training-withinIndustry’ (TWI) would help to identify and eliminate safety related waste in construction. TWI is commonly used to transfer knowledge and skills needed to improve work methods. The tool also helps to maintain a good working relationship between the employers and employees. This paper presents a multiple case study conducted to understand the application of TWI in a worksite better. The research shows that inadequate training of workers contributes to variability and waste manifestation that precede accidents in construction. The study also contends that there is a significant scope TWI deployment in construction due to the inability of supervisors and working to ‘see’ safety waste unfolding on their worksites. For example, the guidelines herein outlined could reduce human failures (safety errors and violations) with the use of the lean construction tool. KW - Construction industry KW - Human Failures KW - Knowledge KW - Skills KW - Training-within-Industry PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1618/pdf L2 - http://iglc.net/Papers/Details/1618 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Lean Construction and Sustainability Through IGLC Community: A Critical Systematic Review of 25 Years of Experience C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 933 EP - 942 PY - 2018 DO - 10.24928/2018/0274 AU - Sarhan, Saad AU - Elnokaly, Amira AU - Pasquire, Christine AU - Pretlove, Stephen AD - Lecturer in Construction Management, Lincoln School of Architecture and the Built Environment, University of Lincoln, Lincoln, LN6 7TS, Tel: +44 (0)1522 83 5395, ssarhan@lincoln.ac.uk AD - Principal Lecturer in Architecture, Lincoln School of Architecture and the Built Environment, University of Lincoln, Lincoln, LN6 7TS, Tel: +44 (0)1522 83 7178, aelnokaly@lincoln.ac.uk AD - Professor of Lean Project Management, School of Architecture Design and the Built Environment, Nottingham Trent University, NG1 4BU, Tel: +44 (0)115 848 2095, christine.pasquire@ntu.ac.uk AD - Professor of Sustainable Construction, Lincoln School of Architecture and the Built Environment, University of Lincoln, Lincoln, LN6 7TS, Tel: +44 (0)1522 83 5767, spretlove@lincoln.ac.uk AB - It has been argued that Lean Construction (LC) offers the conceptual basis and the appropriate methods and tools needed for helping the construction industry meet the challenges of sustainable development. Since 1998, a growing body of knowledge has been emerging from the IGLC community, in relation to synergies between LC and Sustainability. Both seek to reduce waste and maximise value, but through different approaches and perspectives. The most common mistake, however, is a tool-focused framework for integration, which overlooks the conceptual differences between these two initiatives. The aim of this study, therefore, is to review the progress made in understanding the linkages and inconsistencies between the two initiatives, through conducting a critical systematic literature review (SLR) and synthesising the findings of ‘LC and Sustainability’ studies published in IGLC conferences over the past 25 years. The findings of the study provide an overview of previous studies about the topic, reveal major limitations in approaches to LC and Sustainable Construction (SC), and divulge significant opportunities for further work that remain unexplored. KW - Lean Construction KW - Sustainability KW - Green KW - Value KW - Waste PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1619/pdf L2 - http://iglc.net/Papers/Details/1619 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Leveraging Technology by Digitalization Using “I Report App” for Safety at Construction Sites C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 943 EP - 951 PY - 2018 DO - 10.24928/2018/0418 AU - Ahirrao, Rishikesh AD - OHS Head-Godrej Construction, Godrej & Boyce Mfg. Co Ltd, Mumbai, India; +91-9833591597; rma@godrej.com AB - Construction industry is highly unorganized in most developing countries and prone to major risks and safety non-conformances. Identification of unsafe conditions and unsafe acts at construction sites is a huge challenge due to less participation from stakeholders, reluctance in filling up the manual formats and inconsistency in hazard reporting, recording and timely closure of safety issues resulting in various wastes affecting organization’s Occupational Health and Safety (OHS) performance. Digitization has its issues such as unavailability of a user-friendly systems at construction sites etc. This slows down the safety improvements and risk mitigation initiatives. In order to address the operational challenges of delivering “Safe projects with the aim of “zero accidents” the organisation took up the task of exploring Information Technology (IT) to create an App suitable to all stakeholders and which would provide a platform for quick redressal of safety concerns and improvement of existing safety processes. The paper explains how the mobile App I-Report was developed by collaborating with all internal stakeholders and how it succeeded in improving the safety performance of the organisation. How digitization helped create safe work sites, reduce accidents and incidents by continuous improvements of safety processes based on IT enabled data analytics is answered in this paper. KW - Lean App KW - Safety KW - hand held assistant KW - hazard identification and reporting. PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1620/pdf L2 - http://iglc.net/Papers/Details/1620 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Towards Creative Lean (Clean) Construction: From Lean Production to Lean Consumption C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 952 EP - 962 PY - 2018 DO - 10.24928/2018/0438 AU - Singh, Vishal AD - Assistant Professor, Department of Civil Engineering, Aalto University, Finland, +358504315667, Vishal.Singh@aalto.fi AB - The current approaches in lean construction are primarily production oriented. More recently, there has been greater attention towards what we design, based on approaches such as Target Value Design. Despite these developments, the need for production is taken as the default starting point in the design explorations. On the other hand, new business models and approaches such as Space-As-A-Service may at times eliminate the need for any production at all, and yet deliver the desired functionalities and values to the target users and customers. Such solutions, based on principles of shared resources and sharing economy can be viewed as ‘Lean consumption mode s that e iminate waste in consumption patterns itself. Since such alternative approaches require divergent thinking, there is need to integrate creative design methodologies in lean construction practice. Therefore, this paper aims to initiate this discussion on Creative Lean (CLean) Construction, as a step from lean production to lean consumption. KW - Creative Lean Construction KW - Lean design management KW - Lean consumption KW - missed opportunity KW - disruption PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1621/pdf L2 - http://iglc.net/Papers/Details/1621 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Innovative Quality Management in a Lean World C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 963 EP - 972 PY - 2018 DO - 10.24928/2018/0515 AU - Kahler, Danny L. AD - Principal, Kahler Engineering Group, 1244 Derby Drive, Suite, 100, Richardson, TX 75080 , USA +1 (512) 983-3453, danny.kahler@kahlerengineering.com AB - By strict definition, the appraisal of quality is waste. It consumes resources, but does not directly add value to the work that is being appraised. It indicates what the actual value is, and in many cases why the work might not have met the required value. However, the appraisal of quality is a necessary waste. Without the appraisal of quality, those who are ultimately accountable for the work do not know whether or not the work meets requirements before it is accepted and incorporated into the project. And, even though it does not add value to the work itself, it adds value to our confidence about the quality of the work, which is often necessary to be paid for the work, to warranty the work, to insure the work, or to even allow public occupancy of the work. So how can stakeholders reduce the resources necessary to appraise quality without reducing the level of their confidence? Can the right type of innovative practices reduce the expenditure of resources but at the same time actually increase the confidence in the quality of the work? This paper will discuss actual methods of innovative quality management that have been used on public infrastructure projects within the United States by licensed professional engineers. KW - Value KW - waste KW - process KW - quality KW - innovation PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1622/pdf L2 - http://iglc.net/Papers/Details/1622 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - Sources of Waste on Construction Site: A Comparison to the Manufacturing Industry C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 973 EP - 981 PY - 2018 DO - 10.24928/2018/0280 AU - Murata, Koichi AU - Tezel, Algan AU - Koskela, Lauri AU - Tzortzopoulos, Patricia AD - Associate Professor, College of Industrial Technology, Nihon University, Chiba, JAPAN, murata.kouichi30@nihon-u.ac.jp AD - Lecturer, School of Art, Design and Architecture, University of Huddersfield, Huddersfield, UK, A.Tezel@hud.ac.uk AD - Professor of Construction and Project Management, University of Huddersfield, Huddersfield, UK, L.Koskela@hud.ac.uk AD - Professor, School of Art, Design and Architecture, University of Huddersfield, Huddersfield, UK, P.Tzortzopoulos@hud.ac.uk AB - The wastes of the supply chain should be reduced to achieve the stabilization of construction operations in lean-based construction management. The aim of this paper is to investigate the communication related sources of waste on construction worksite when compared to the manufacturing industry. The methodology used involves several observations of Japanese construction worksites and interviews with worksite managers and executives of some construction companies, and public institutions, and participation at forums for exchanging practical construction experiences conducted over the last few years. Two main results are obtained. The first one details the three peculiarities of construction, specific customer, site production, and temporary organization as described in prior research. The second one proposes a structural model to depict wastes caused by temporary organization, one of the three mentioned peculiarities. These findings contribute to better understanding of the peculiarities of construction in view of applying lean techniques, and to broadening the practitioners’ viewpoint by providing a guideline to gain the capability of a sharp and systematic understanding of their worksite. KW - Lean construction KW - waste of production flow KW - waste of organization PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1623/pdf L2 - http://iglc.net/Papers/Details/1623 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A Conceptual Model for Value Chain Management in Construction Contractor Organisations C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 982 EP - 991 PY - 2018 DO - 10.24928/2018/0524 AU - Perera, C.S.R. AU - Gunatilake, Sachie AD - Lecturer, Department of Building Economics, University of Moratuwa, Katubedda, Moratuwa, Sri Lanka, +94 77 507 6162, csrperera.25@gmail.com AD - Senior Lecturer, Department of Building Economics, University of Moratuwa, Katubedda, Moratuwa, Sri Lanka, +94 77 219 2479, sachieg@uom.lk AB - Lean techniques focus on value maximisation while minimising waste. Waste is commonly interpreted as waste of material even though, waste in construction industry also relates to activities such as defects, movement, waiting time and processing. Such waste can be minimised through an in-depth understanding of the organisation. Herein, Value Chain Management (VCM) can be used to facilitate organisations to categorise the activities in terms of their value addition. The generic value chain model developed by Porter in 1985 focuses on the manufacturing industry thus, a framework is required for contractor organisations based on which Value Adding Activities (VAAs) and non-VAAs can be identified. This paper is aimed at proposing a conceptual model for VCM in contractor organisations. Three case studies were conducted in selected contractor organisations and data was collected through fifteen semi-structured interviews. Collected data was analysed using content analysis. Altogether, 46 VAAs were identified classified under four primary functions and six secondary functions. The findings were used to develop a VC model applicable to contractor organisations based on Porter’s generic VC model. This in turn could be used by contractors to adopt strategies to enhance Value Adding Activities (VAAs) and to minimise non-VAAs. KW - Conceptual model KW - contractor organisations KW - value adding activities KW - value chain KW - value chain managemen PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1624/pdf L2 - http://iglc.net/Papers/Details/1624 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER - TY - CONF TI - A New Perspective of Construction Logistics and Production Control: An Exploratory Study C1 - Chennai, India C3 - 26th Annual Conference of the International Group for Lean Construction SP - 992 EP - 1001 PY - 2018 DO - 10.24928/2018/0540 AU - Ghanem, Malek AU - Hamzeh, Farook AU - Seppänen, Olli AU - Zankoul, Emile AD - Masters Candidate, Civil and Environmental Engineering Department, America University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon , mng08@mail.aub.edu AD - Assistant Professor, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, fh35@aub.edu.lb AD - Professor of Practice, Department of Civil Engineering, Aalto University, Finland, olli.seppanen@aalto.fi AD - Graduate, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, efz00@aub.edu.lb AB - Construction logistics and production control can enhance project performance. Research addressing site material management mainly aims at reducing hauling distances and transportation costs. Other studies address the effects of logistics on labor productivity, proposing partial solutions instead of comprehensive optimization.Moreover, previous research on logistics optimization covers various stages of supply chain, but stops once materials reach the construction site. However, different techniques can be used to haul these materials from storage areas to workplaces, including push and just-in-time techniques.These methods along with the effects they can have on crew performance still need to be studied. Pull and push techniques have been studied and applied for production control purposes. However, zooming into the level of project locations, the effects of production control approaches on crew performance still need to be studied. This paper reviews onsite construction logistics and production control techniques, studies them at the level of locations, and proposes hypotheses to be evaluated in future research, relating logistics mechanisms and production control systems to productivity. This research is valuable due to exposing additional factors affecting labor productivity, and recommending further optimization in production planning and construction logistics. KW - Production control KW - push KW - pull KW - logistics KW - lean construction PB - T2 - 26th Annual Conference of the International Group for Lean Construction DA - 2018/07/18 CY - Chennai, India L1 - http://iglc.net/Papers/Details/1625/pdf L2 - http://iglc.net/Papers/Details/1625 N1 - Export Date: 29 March 2024 DB - IGLC.net DP - IGLC LA - English ER -