Construction modularization from a lean perspective - Revision history

Tkokotas at 15:50, 18 December 2018

2018-12-18T15:50:42Z

← Older revision		Revision as of 15:50, 18 December 2018
Line 1:		Line 1:
			''Developed by Daniel Højgaard Hindhede''


	'''Article Type 2, Case study on T30 hotel'''		'''Article Type 2, Case study on T30 hotel'''

S143352: /* T30 Hotel */

2015-09-28T12:09:38Z

T30 Hotel

← Older revision		Revision as of 12:09, 28 September 2015
Line 26:		Line 26:
	== T30 Hotel ==		== T30 Hotel ==

	[[File:1.jpg \|600px\|thumb\|right\|BCB Modular construction, illustration: Jason Lee ]][[File:1111.png \|600px\|thumb\|right\|BSB Project operation flow chart[http://en.broad.com] ]]		[[File:1.jpg \|600px\|thumb\|right\|BCB Modular construction, illustration: Jason Lee [http://en.broad.com] ]][[File:1111.png \|600px\|thumb\|right\|BSB Project operation flow chart[http://en.broad.com] ]]

	On New Year’s Day 2012, Broad Sustainable Buildings Co. Ltd (BSB) released a time lapse video on YouTube showing how they built a 30—story hotel in just 360 hours (15 days)That video has since been viewed over 6 million times. People were astounded at the speed of this accomplishment; however Zhang Yue, Chairman & CEO of Broad Group, focuses more on the building's sustainability credentials. Tests by the China Academy of Building Research determine that T30 can withstand an earthquake of magnitude 9 on the Richter scale.[https://www.youtube.com/watch?v=-N_Q6Q-3o7M] T30 uses only 20% of the energy consumed by a traditional hotel for heating, cooling and lighting the building. Its’ internal air was found to be 20 times purer than the atmosphere outside and its’ costs between 10% and 30% less to build compared with conventional methods, using about 30% less steel and 85% less concrete. [http://www.greenindustryplatform.org/wp-content/uploads/2013/07/Broad-Group-BSB-T30-Tower-Hotel_Technical-Briefing.pdf] It was also built using less than 1% of the construction waste discarded in traditional methods and without accidents of any kind. All of the materials used in the building are free of toxic materials such as formaldehyde, lead, or asbestos and are mostly recyclable.		On New Year’s Day 2012, Broad Sustainable Buildings Co. Ltd (BSB) released a time lapse video on YouTube showing how they built a 30—story hotel in just 360 hours (15 days)That video has since been viewed over 6 million times. People were astounded at the speed of this accomplishment; however Zhang Yue, Chairman & CEO of Broad Group, focuses more on the building's sustainability credentials. Tests by the China Academy of Building Research determine that T30 can withstand an earthquake of magnitude 9 on the Richter scale.[https://www.youtube.com/watch?v=-N_Q6Q-3o7M] T30 uses only 20% of the energy consumed by a traditional hotel for heating, cooling and lighting the building. Its’ internal air was found to be 20 times purer than the atmosphere outside and its’ costs between 10% and 30% less to build compared with conventional methods, using about 30% less steel and 85% less concrete. [http://www.greenindustryplatform.org/wp-content/uploads/2013/07/Broad-Group-BSB-T30-Tower-Hotel_Technical-Briefing.pdf] It was also built using less than 1% of the construction waste discarded in traditional methods and without accidents of any kind. All of the materials used in the building are free of toxic materials such as formaldehyde, lead, or asbestos and are mostly recyclable.

S143352: /* T30 Hotel */

2015-09-28T12:08:11Z

T30 Hotel

← Older revision		Revision as of 12:08, 28 September 2015
Line 26:		Line 26:
	== T30 Hotel ==		== T30 Hotel ==

	[[File:1.jpg \|600px\|thumb\|right\|BCB Modular construction, illustration: Jason Lee ]][[File:1111.png \|600px\|thumb\|right\|BSB Project operation flow chart]]		[[File:1.jpg \|600px\|thumb\|right\|BCB Modular construction, illustration: Jason Lee ]][[File:1111.png \|600px\|thumb\|right\|BSB Project operation flow chart[http://en.broad.com] ]]

	On New Year’s Day 2012, Broad Sustainable Buildings Co. Ltd (BSB) released a time lapse video on YouTube showing how they built a 30—story hotel in just 360 hours (15 days)That video has since been viewed over 6 million times. People were astounded at the speed of this accomplishment; however Zhang Yue, Chairman & CEO of Broad Group, focuses more on the building's sustainability credentials. Tests by the China Academy of Building Research determine that T30 can withstand an earthquake of magnitude 9 on the Richter scale.[https://www.youtube.com/watch?v=-N_Q6Q-3o7M] T30 uses only 20% of the energy consumed by a traditional hotel for heating, cooling and lighting the building. Its’ internal air was found to be 20 times purer than the atmosphere outside and its’ costs between 10% and 30% less to build compared with conventional methods, using about 30% less steel and 85% less concrete. [http://www.greenindustryplatform.org/wp-content/uploads/2013/07/Broad-Group-BSB-T30-Tower-Hotel_Technical-Briefing.pdf] It was also built using less than 1% of the construction waste discarded in traditional methods and without accidents of any kind. All of the materials used in the building are free of toxic materials such as formaldehyde, lead, or asbestos and are mostly recyclable.		On New Year’s Day 2012, Broad Sustainable Buildings Co. Ltd (BSB) released a time lapse video on YouTube showing how they built a 30—story hotel in just 360 hours (15 days)That video has since been viewed over 6 million times. People were astounded at the speed of this accomplishment; however Zhang Yue, Chairman & CEO of Broad Group, focuses more on the building's sustainability credentials. Tests by the China Academy of Building Research determine that T30 can withstand an earthquake of magnitude 9 on the Richter scale.[https://www.youtube.com/watch?v=-N_Q6Q-3o7M] T30 uses only 20% of the energy consumed by a traditional hotel for heating, cooling and lighting the building. Its’ internal air was found to be 20 times purer than the atmosphere outside and its’ costs between 10% and 30% less to build compared with conventional methods, using about 30% less steel and 85% less concrete. [http://www.greenindustryplatform.org/wp-content/uploads/2013/07/Broad-Group-BSB-T30-Tower-Hotel_Technical-Briefing.pdf] It was also built using less than 1% of the construction waste discarded in traditional methods and without accidents of any kind. All of the materials used in the building are free of toxic materials such as formaldehyde, lead, or asbestos and are mostly recyclable.

S143352: /* BSB's prefabrication technology */

2015-09-28T12:01:49Z

BSB's prefabrication technology

← Older revision		Revision as of 12:01, 28 September 2015
Line 34:		Line 34:
	Unique to the BSB modular construction concept is the change in construction mode from an extensive construction process into a lean, sustainable production line. While modules are being assembled in broad town with duration of 20 days, foundation work is occurring on site at the same time with duration of 35 days. The very fast production time enable this activity to be taking off the critical path. The controlled environment in the production line also minimizes conventional on-site uncertainties like weather conditions and thereby the use of slack in the critical path. This permits earlier building occupancy and contributes to much shorter construction duration as nearly all design and engineering disciplines are part of the manufacturing process. <ref name="Modular Construction"> The Modular Building Institute; Improving Construction Efficiency & Productivity 2010		Unique to the BSB modular construction concept is the change in construction mode from an extensive construction process into a lean, sustainable production line. While modules are being assembled in broad town with duration of 20 days, foundation work is occurring on site at the same time with duration of 35 days. The very fast production time enable this activity to be taking off the critical path. The controlled environment in the production line also minimizes conventional on-site uncertainties like weather conditions and thereby the use of slack in the critical path. This permits earlier building occupancy and contributes to much shorter construction duration as nearly all design and engineering disciplines are part of the manufacturing process. <ref name="Modular Construction"> The Modular Building Institute; Improving Construction Efficiency & Productivity 2010
	with Modular Construction '''Annotation'''The National Institute of Standards and Technology (NIST)requested an committee of experts to provide advice for advancing the competitiveness		with Modular Construction '''Annotation'''The National Institute of Standards and Technology (NIST)requested an committee of experts to provide advice for advancing the competitiveness
	and productivity of the U.S. construction industry. The committee’s specific task was to conduct a workshop to identify and prioritize technologies, processes, and deployment activities that have the greatest potential to advance significantly the productivity and competitiveness of the capital facilities sector of the U.S. construction industry in the next 20 years. The committee identified five breakthroughs to improve the efficiency and productivity of the construction industry, including breakthrough number three: '''“Greater use of prefabrication, preassembly,modularization, and off-site fabrication techniques and processes.”''' </ref>		and productivity of the U.S. construction industry. The committee identified five breakthroughs to improve the efficiency and productivity of the construction industry, including breakthrough number three: '''“Greater use of prefabrication, preassembly,modularization, and off-site fabrication techniques and processes.”''' </ref>

	=== Production ===		=== Production ===

S143352: /* Strategic */

2015-09-28T11:52:59Z

Strategic

← Older revision		Revision as of 11:52, 28 September 2015
Line 114:		Line 114:
	The impressive T30 accomplishments in waste, cost, time and quality aspects are not a direct product of construction modularization but a product of a holistic implementation of lean principles and lean culture permeated through the entire Broad Organization. This raises some issues concerning the lean business model vs the conventional construction business model if T30 accomplishments should be passed on to the general construction business.		The impressive T30 accomplishments in waste, cost, time and quality aspects are not a direct product of construction modularization but a product of a holistic implementation of lean principles and lean culture permeated through the entire Broad Organization. This raises some issues concerning the lean business model vs the conventional construction business model if T30 accomplishments should be passed on to the general construction business.

	In general, the construction sector is a project oriented business with the main focus based on meeting four main goals represented in scope, budget, schedule and quality in addition~~, to~~ the safety component. While still meeting these goals, a more customer oriented lean model can exceed those relative simple goals, while adding value to the customer and improving the overall process. A lean-driven business model should establish a customer focused strategy that increases/adds value to the customer while reducing waste and risk in the process. Like any other business, the main elements of the construction business are the resources, the process and the management. Lean accomplishes this largely eliminating the waste component that can be represented in the form of waiting time, motion time, over processing, transportation, storage, correction and, most importantly, underutilized resources whether it be human resources, building material or equipment..<ref name="Koskela"> Lauri koskela 1992, Berkeley; Application of the new production philosophy to construction '''Annotation''' Lauri Koskela challenged in 1992 the construction management community to consider the inadequacies of the time, cost, quality tradeoff paradigm. Evidence from the research and observations indicated that the conceptual models of Construction Management and the tools it utilizes (work breakdown structure, critical path method, and earned value management) fail to deliver projects 'on-time, at budget, and at desired quality. Koskela argued that the mismatch between the conceptual models and observed reality underscored the lack of robustness in the existing constructs and signaled the need for a theory of production in construction. Koskela then used the ideal production system embodied in the Toyota Production System to develop a more overarching production management paradigm for project-based production systems where production is conceptualized in three complementary ways, namely, as a Transformation (T), as a Flow (F), and as Value generation (V). </ref>		In general, the construction sector is a project oriented business with the main focus based on meeting four main goals represented in scope, budget, schedule and quality, and in addition the safety component. While still meeting these goals, a more customer oriented lean model can exceed those relative simple goals, while adding value to the customer and improving the overall process. A lean-driven business model should establish a customer focused strategy that increases/adds value to the customer while reducing waste and risk in the process. Like any other business, the main elements of the construction business are the resources, the process and the management. Lean accomplishes this largely eliminating the waste component that can be represented in the form of waiting time, motion time, over processing, transportation, storage, correction and, most importantly, underutilized resources whether it be human resources, building material or equipment..<ref name="Koskela"> Lauri koskela 1992, Berkeley; Application of the new production philosophy to construction '''Annotation''' Lauri Koskela challenged in 1992 the construction management community to consider the inadequacies of the time, cost, quality tradeoff paradigm. Evidence from the research and observations indicated that the conceptual models of Construction Management and the tools it utilizes (work breakdown structure, critical path method, and earned value management) fail to deliver projects 'on-time, at budget, and at desired quality. Koskela argued that the mismatch between the conceptual models and observed reality underscored the lack of robustness in the existing constructs and signaled the need for a theory of production in construction. Koskela then used the ideal production system embodied in the Toyota Production System to develop a more overarching production management paradigm for project-based production systems where production is conceptualized in three complementary ways, namely, as a Transformation (T), as a Flow (F), and as Value generation (V). </ref>

S143352: /* BCB projects analyzed from a lean perspective */

2015-09-28T11:49:34Z

BCB projects analyzed from a lean perspective

← Older revision		Revision as of 11:49, 28 September 2015
Line 105:		Line 105:
	The Ark Hotel, another BSB project constructed before the T30, used 6 times less material and ended with extremely less waste which is about 1% compared to the building sector average of 10%. The building is considered to be 5 times more energy efficient than its’ counterparts average energy consumption. These recent BCB projects also enjoyed tremendous success using the lean principles and more advanced tools such as BIM and advanced modular and prefabrication innovations.		The Ark Hotel, another BSB project constructed before the T30, used 6 times less material and ended with extremely less waste which is about 1% compared to the building sector average of 10%. The building is considered to be 5 times more energy efficient than its’ counterparts average energy consumption. These recent BCB projects also enjoyed tremendous success using the lean principles and more advanced tools such as BIM and advanced modular and prefabrication innovations.

	With the building of T30 and Ark-Hotel, BSB added the sustainability dimension to all their projects which is an integrate part of lean, since reducing energy consumption and preserving the environment is one of the ultimate longtime waste reductions. During the design phase BSB used customer requirements to add to their product value working with collaborative entities that included all the project stakeholders. By taking on a factory controlled working environment to develop most of their prefabricated sections. , they reduced much of the process variability. To eliminate waste and reduce the process cycle time, they broke down every process within the construction phase. BSB also focused on the complete control process, not just the prefabricated skeleton, so that they could attain a holistic completed lean project. As a result of using a lean business model approach, BSB has demonstrated consistency regarding project quality as most of its buildings exhibit high magnitude earthquake resistance, relatively low construction and maintenance costs, environmentally friendliness and high air quality along with significantly low construction waste and amazing safety records. As a further result, using the right innovative tools of modular construction, BIM, JIT and others have been a success story in the BSB projects.		With the building of T30 and Ark-Hotel, BSB added the sustainability dimension to all their projects which is an integrate part of lean, since reducing energy consumption and preserving the environment is one of the ultimate longtime waste reductions. During the design phase BSB used customer requirements to add to their product value working with collaborative entities that included all the project stakeholders. By taking on a factory controlled working environment to develop most of their prefabricated sections, they reduced much of the process variability. To eliminate waste and reduce the process cycle time, they broke down every process within the construction phase. BSB also focused on the complete control process, not just the prefabricated skeleton, so that they could attain a holistic completed lean project. As a result of using a lean business model approach, BSB has demonstrated consistency regarding project quality as most of its buildings exhibit high magnitude earthquake resistance, relatively low construction and maintenance costs, environmentally friendliness and high air quality along with significantly low construction waste and amazing safety records. As a further result, using the right innovative tools of modular construction, BIM, JIT and others have been a success story in the BSB projects.

	As described above, the lean approach must be adopted as a holistic system based on the solid foundation of lean principles. Therefore, like any new approach, it must receive commitment from top management to make the lean system an integral part of a company’s culture and changing the way of doing business, as one of the main concerns. Zhang Yue, Chairman & CEO of Broad Group has permeated lean values in the company culture. Fx. To become an employee of Broad, you must recite a life manual penned by Zhang, in which there are guidelines that include tips on saving energy, brushing your teeth, and having children. All prospective employees must be able, over a two-day period, to run 7.5 miles. You can eat for free at Broad Town cafeterias unless someone catches you wasting food, at which point you are not merely fined but publicly shamed.		As described above, the lean approach must be adopted as a holistic system based on the solid foundation of lean principles. Therefore, like any new approach, it must receive commitment from top management to make the lean system an integral part of a company’s culture and changing the way of doing business, as one of the main concerns. Zhang Yue, Chairman & CEO of Broad Group has permeated lean values in the company culture. Fx. To become an employee of Broad, you must recite a life manual penned by Zhang, in which there are guidelines that include tips on saving energy, brushing your teeth, and having children. All prospective employees must be able, over a two-day period, to run 7.5 miles. You can eat for free at Broad Town cafeterias unless someone catches you wasting food, at which point you are not merely fined but publicly shamed.

S143352: /* BSB Project operation flow chart */

2015-09-28T10:51:49Z

BSB Project operation flow chart

← Older revision		Revision as of 10:51, 28 September 2015
Line 64:		Line 64:

	===BSB Project operation flow chart===		===BSB Project operation flow chart===
	BSB Project operation flow chart is on of 3 flow ~~chart~~ used in the overall construction process.		The BSB Project operation flow chart is one of 3 flow charts used in the overall construction process. This chart is rather basic and mainly addresses the customer, enabling them to grasp the entire building process, and see when and where their involvement is needed. Unfortunately, this is also the only chart available for the public.

			The other two flow charts are production and installation flow charts which are combined, in lean terms, and called Last Planner. Using these charts, BCB thereby promotes conversations between on-site and production management and can take action before issues become critical. These conversations increase the chance that work flows and recognizes that personal relationships and peer pressure are critical to the process and principle of minimizing waste.
	The other 2 are production and installation flow charts which is combined, in lean terms called Last Planner. BCB thereby promotes conversations between on-site and production management and take action before issues become critical. These conversations increase the ~~chances~~ that work flows and ~~recognises~~ that personal relationships and peer pressure are critical to ~~that~~ process.

	==Lean Construction==		==Lean Construction==

S143352: /* BSB Project operation flow chart */

2015-09-28T09:58:12Z

BSB Project operation flow chart

← Older revision		Revision as of 09:58, 28 September 2015
Line 64:		Line 64:

	===BSB Project operation flow chart===		===BSB Project operation flow chart===
			BSB Project operation flow chart is on of 3 flow chart used in the overall construction process.


			The other 2 are production and installation flow charts which is combined, in lean terms called Last Planner. BCB thereby promotes conversations between on-site and production management and take action before issues become critical. These conversations increase the chances that work flows and recognises that personal relationships and peer pressure are critical to that process.

	==Lean Construction==		==Lean Construction==

S143352: /* Tactical */

2015-09-28T09:17:22Z

Tactical

← Older revision		Revision as of 09:17, 28 September 2015
Line 118:		Line 118:
	=== Tactical ===		=== Tactical ===
	[[File:2.png \|350px\|thumb\|right\|Waste percentage of time in manufacturing and construction (5). ]]		[[File:2.png \|350px\|thumb\|right\|Waste percentage of time in manufacturing and construction (5). ]]
	In the construction sector, a similar project to T30 is typically handled by a general, or turnkey, contractor, using external subcontractors and suppliers. General, or turnkey, contractors typically have one trade contract internally and no production line. BSB is thus rather unique since they essentially handle every process from production, logistics and monitoring to assembly using interdisciplinary teams. This scenario makes a holistic Lean implementation easier, as only one culture must be changed and all processes from production to installation can be trimmed internally.		In the construction sector, a similar project to T30 is typically handled by a general or turnkey contractor, using external subcontractors and suppliers. General, or turnkey, contractors typically have one trade contract internally and no production line. BSB is thus rather unique since they essentially handle every process from production, logistics and monitoring to assembly using interdisciplinary teams. This scenario makes a holistic Lean implementation easier, as only one culture must be changed and all processes from production to installation can be trimmed internally.

	The scenario is another for the turnkey contractor, where the vast majority of the craft and production is external and therefore many organizational cultures and processes that must be changed when implementing the holistic lean approach. The reason for This setup, using external subcontractors and suppliers, is used as it makes turnkey contractors’ organizations less sensitive to the construction industry’s cyclical fluctuations.		The scenario is another for the turnkey contractor, where the vast majority of the craft and production is external and therefore many organizational cultures and processes that must be changed when implementing the holistic lean approach. The reason for This setup, using external subcontractors and suppliers, is used as it makes turnkey contractors’ organizations less sensitive to the construction industry’s cyclical fluctuations.

S143352: /* Tactical */

2015-09-28T09:14:53Z

Tactical

← Older revision		Revision as of 09:14, 28 September 2015
Line 120:		Line 120:
	In the construction sector, a similar project to T30 is typically handled by a general, or turnkey, contractor, using external subcontractors and suppliers. General, or turnkey, contractors typically have one trade contract internally and no production line. BSB is thus rather unique since they essentially handle every process from production, logistics and monitoring to assembly using interdisciplinary teams. This scenario makes a holistic Lean implementation easier, as only one culture must be changed and all processes from production to installation can be trimmed internally.		In the construction sector, a similar project to T30 is typically handled by a general, or turnkey, contractor, using external subcontractors and suppliers. General, or turnkey, contractors typically have one trade contract internally and no production line. BSB is thus rather unique since they essentially handle every process from production, logistics and monitoring to assembly using interdisciplinary teams. This scenario makes a holistic Lean implementation easier, as only one culture must be changed and all processes from production to installation can be trimmed internally.

	The scenario is another for the turnkey contractor, where the vast majority of the craft and production is external~~. Here there are~~ therefore many organizational cultures and processes that must be changed when implementing the holistic lean approach. The reason for This setup, using external subcontractors and suppliers, is used as it makes turnkey contractors’ organizations less sensitive to the construction industry’s cyclical fluctuations.		The scenario is another for the turnkey contractor, where the vast majority of the craft and production is external and therefore many organizational cultures and processes that must be changed when implementing the holistic lean approach. The reason for This setup, using external subcontractors and suppliers, is used as it makes turnkey contractors’ organizations less sensitive to the construction industry’s cyclical fluctuations.

	T30’s impressive achievements could offer a tactical approach to optimization in the construction industry. This could be achieved by turning the current construction project form upside down; making the supplier of a prefabricated lean modular system turnkey contractor, since all design and engineering disciplines already are part of the manufacturing process. Depending on the work load, external multidisciplinary artisan teams could be hired and schooled for assembly onsite. This would change the construction mode from an extensive construction process into a lean, sustainable production line, with a demonstrated significant improvement in waste reduction..<ref name="Gregory A. Howell1"> Gregory A. Howell1 1999; What is lean construction? (Lean Construction Institute) '''Annotation'''" Basic introduction of Lean construction, lean production and production management</ref>		T30’s impressive achievements could offer a tactical approach to optimization in the construction industry. This could be achieved by turning the current construction project form upside down; making the supplier of a prefabricated lean modular system turnkey contractor, since all design and engineering disciplines already are part of the manufacturing process. Depending on the work load, external multidisciplinary artisan teams could be hired and schooled for assembly onsite. This would change the construction mode from an extensive construction process into a lean, sustainable production line, with a demonstrated significant improvement in waste reduction..<ref name="Gregory A. Howell1"> Gregory A. Howell1 1999; What is lean construction? (Lean Construction Institute) '''Annotation'''" Basic introduction of Lean construction, lean production and production management</ref>