Lean in building and construction industry - Revision history

Tkokotas at 15:24, 18 December 2018

2018-12-18T15:24:34Z

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			''Developed by Britt Marie Christensen''


	Managing projects on time and within budget, is one of the biggest challenges in the construction industry today. As projects evolve the complexity increases, and uncertainties sets a break on the growth in the industry. As a consequence to this there has been a lower efficiency improvement over time compared with other industries. Managing waste, such as delays and miscommunication, is one of the biggest improvement areas. A way to comprehend where this waste emerge from and how to reduce it, some companies opened their eyes to lean project management. Lean project management is a production management-based approach aimed to make planning more effective and slim production. This is achieved through having a focus on eliminating unnecessary waste in the value chain. It is based on proper use of resources through good planning, good communication and good structure. This way of thinking originated in 1948 from automotive industry and Hajime Ohba, former General Manager of Toyota Supplier Support Center. <ref>[''The Machine That Changed the World: The Story of Lean Production''] Womack, J. P., Jones, D. T., Roos, D. (2007), Chapter 3, Second edition, Free Press </ref>		Managing projects on time and within budget, is one of the biggest challenges in the construction industry today. As projects evolve the complexity increases, and uncertainties sets a break on the growth in the industry. As a consequence to this there has been a lower efficiency improvement over time compared with other industries. Managing waste, such as delays and miscommunication, is one of the biggest improvement areas. A way to comprehend where this waste emerge from and how to reduce it, some companies opened their eyes to lean project management. Lean project management is a production management-based approach aimed to make planning more effective and slim production. This is achieved through having a focus on eliminating unnecessary waste in the value chain. It is based on proper use of resources through good planning, good communication and good structure. This way of thinking originated in 1948 from automotive industry and Hajime Ohba, former General Manager of Toyota Supplier Support Center. <ref>[''The Machine That Changed the World: The Story of Lean Production''] Womack, J. P., Jones, D. T., Roos, D. (2007), Chapter 3, Second edition, Free Press </ref>

Brittmch: /* Integrated Project Delivery (IPD) */

2015-09-29T03:02:28Z

Integrated Project Delivery (IPD)

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	== Early involvement of contractors and suppliers ==		== Early involvement of contractors and suppliers ==
	=== Integrated Project Delivery (IPD) ===		=== Integrated Project Delivery (IPD) ===
	[[File:Screen+Shot+2014-08-20+at+1.37.32+PM.png\|200px\|thumb\|right\|'''Figure 5:''' Integrated project delivery]]		[[File:Screen+Shot+2014-08-20+at+1.37.32+PM.png\|200px\|thumb\|right\|'''Figure 5:''' Integrated project delivery. Source: <ref>[''Photography''] Available from: http://www.sequoyah.com/Integrated-Project-Delivery. Read: 25.09.15</ref> ]]
	As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.		As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.

Brittmch: /* Last planner system */

2015-09-29T02:58:39Z

Last planner system

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	=== Last planner system ===		=== Last planner system ===
	[[File:LM-WAK planning process.png\|200px\|thumb\|right\|'''Figure 4:''' Last Planner system]]		[[File:LM-WAK planning process.png\|200px\|thumb\|right\|'''Figure 4:''' Last Planner system. Source: <ref>[''Photography''] Available from: https://www.tmb.kit.edu/english/Forschung_1623.php. Read: 25.09.15</ref>]]
	"Last planner system" is a planning system which aims at production flow. It focus on collaboration and participation, throughout a rolling weekly schedule. Involvement of the participants has shown a feeling of ownership of the project and plans. When planning a phase of a project, all participants are gathered in the process, to ensure that all the expertise that is needed is included. Last planner system give schedule/plan predictability for the stakeholders throughout controlled activities; timeline for when the activities should be done, expected resource consumption and prerequisites for implementation of the activity. <ref>[''The Last Planner System of Production''] Ballard, G. (2000), School of Civil		"Last planner system" is a planning system which aims at production flow. It focus on collaboration and participation, throughout a rolling weekly schedule. Involvement of the participants has shown a feeling of ownership of the project and plans. When planning a phase of a project, all participants are gathered in the process, to ensure that all the expertise that is needed is included. Last planner system give schedule/plan predictability for the stakeholders throughout controlled activities; timeline for when the activities should be done, expected resource consumption and prerequisites for implementation of the activity. <ref>[''The Last Planner System of Production''] Ballard, G. (2000), School of Civil
	Engineering, Faculcy of Engineering, The Universityof Birmingham </ref>		Engineering, Faculcy of Engineering, The Universityof Birmingham </ref>

Brittmch: /* What is Lean Construction? */

2015-09-29T02:55:36Z

What is Lean Construction?

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	== What is Lean Construction? ==		== What is Lean Construction? ==
	[[File:11principles.PNG\|200px\|thumb\|right\|'''Figure 3:''' 11 principles of Lean]]		[[File:11principles.PNG\|200px\|thumb\|right\|'''Figure 3:''' 11 principles of Lean. Source: Britt Christensen]]
	In short terms, Lean Construction is a production management based approach to project delivery. The concept involves using techniques adapted to the construction industry to improve the flow of value through better use of resources. The origins can be traced back to the early 1990. Professor Lauri Koskela published in 1992 the dissertation “Application of the new production philosophy to construction”, where he summarized his perception of Lean theory into 11 principles (see figure 3) <ref>[''Application of the new production philosophy to construction''] Koskela, L. (1992), Technical report number 72. Standford University </ref>. With these principles he formed the foundation of the application of the theory to construction industry. He discussed in his dissertation the difference between the traditional conceptual basis of construction, looking at construction as driven by activity in contrast to the new concept, construction driven by flow. His conclusion was that the management of construction driven by activities deteriorate flows, with a focus on only the activity and not the whole project as a series of activities. The consequences is that there is developed waste, and therefore a shift in the industry was needed, to a more flow-based management. Lean Construction was evolved, and in 1993, the term was implemented by the International Group for Lean Construction in the construction, architecture and engineering industry.		In short terms, Lean Construction is a production management based approach to project delivery. The concept involves using techniques adapted to the construction industry to improve the flow of value through better use of resources. The origins can be traced back to the early 1990. Professor Lauri Koskela published in 1992 the dissertation “Application of the new production philosophy to construction”, where he summarized his perception of Lean theory into 11 principles (see figure 3) <ref>[''Application of the new production philosophy to construction''] Koskela, L. (1992), Technical report number 72. Standford University </ref>. With these principles he formed the foundation of the application of the theory to construction industry. He discussed in his dissertation the difference between the traditional conceptual basis of construction, looking at construction as driven by activity in contrast to the new concept, construction driven by flow. His conclusion was that the management of construction driven by activities deteriorate flows, with a focus on only the activity and not the whole project as a series of activities. The consequences is that there is developed waste, and therefore a shift in the industry was needed, to a more flow-based management. Lean Construction was evolved, and in 1993, the term was implemented by the International Group for Lean Construction in the construction, architecture and engineering industry.

Brittmch: /* Lean Project Management versus Lean Construction */

2015-09-29T02:55:05Z

Lean Project Management versus Lean Construction

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	== Lean Project Management versus Lean Construction ==		== Lean Project Management versus Lean Construction ==
	[[File:Lean.png\|200px\|thumb\|right\|'''Figure 2:''' The difference between factory and construction industry]]		[[File:Lean.png\|200px\|thumb\|right\|'''Figure 2:''' The difference between factory and construction industry. Source: Britt Christensen]]
	Lean will generally be put in the context of automobile production and as such it can be difficult to be seen as a value-added process in the construction industry. To better understand the difference between using lean within manufacturing compared with using lean within a construction project, one needs to understand what differentiates the two. First, a normal Lean production has solid products made in series. On a construction site there will be created a "unique" product for each project. Secondly, another significant difference is location; a factory will be located at the same place all the time. While a construction project is anticipated to take place at several different locations.		Lean will generally be put in the context of automobile production and as such it can be difficult to be seen as a value-added process in the construction industry. To better understand the difference between using lean within manufacturing compared with using lean within a construction project, one needs to understand what differentiates the two. First, a normal Lean production has solid products made in series. On a construction site there will be created a "unique" product for each project. Secondly, another significant difference is location; a factory will be located at the same place all the time. While a construction project is anticipated to take place at several different locations.

Brittmch: /* Integrated Project Delivery (IPD) */

2015-09-29T02:44:35Z

Integrated Project Delivery (IPD)

← Older revision		Revision as of 02:44, 29 September 2015
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	== Early involvement of contractors and suppliers ==		== Early involvement of contractors and suppliers ==
	=== Integrated Project Delivery (IPD) ===		=== Integrated Project Delivery (IPD) ===
	[[File:~~ISC~~-~~IPD~~-~~Graph-1024x576~~.~~jpg~~\|200px\|thumb\|right\|'''Figure 5:''' Integrated project delivery]]		[[File:Screen+Shot+2014-08-20+at+1.37.32+PM.png\|200px\|thumb\|right\|'''Figure 5:''' Integrated project delivery]]
	As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.		As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.

Brittmch: /* Integrated Project Delivery (IPD) */

2015-09-29T02:41:10Z

Integrated Project Delivery (IPD)

← Older revision		Revision as of 02:41, 29 September 2015
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	== Early involvement of contractors and suppliers ==		== Early involvement of contractors and suppliers ==
	=== Integrated Project Delivery (IPD) ===		=== Integrated Project Delivery (IPD) ===
			[[File:ISC-IPD-Graph-1024x576.jpg\|200px\|thumb\|right\|'''Figure 5:''' Integrated project delivery]]
	As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.		As well as Partnering, Integrated Project Delivery (IPD) is a tool for project cooperation. Members included in to collaboration is the architect, key technical consultants, general contractor and key subcontractors. This way of managing projects creates a common platform that makes it easier to collaborate without the challenges with overcoming key organizational and contractual challenges. As well as allowing information flow and communication, mitigating the risks that arise from a lack of knowledge and understanding. Through this, consensus is being reached among the stakeholders.

Brittmch at 02:38, 29 September 2015

2015-09-29T02:38:15Z

← Older revision		Revision as of 02:38, 29 September 2015
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	=== Last planner system ===		=== Last planner system ===
			[[File:LM-WAK planning process.png\|200px\|thumb\|right\|'''Figure 4:''' Last Planner system]]
	"Last planner system" is a planning system which aims at production flow. It focus on collaboration and participation, throughout a rolling weekly schedule. Involvement of the participants has shown a feeling of ownership of the project and plans. When planning a phase of a project, all participants are gathered in the process, to ensure that all the expertise that is needed is included. Last planner system give schedule/plan predictability for the stakeholders throughout controlled activities; timeline for when the activities should be done, expected resource consumption and prerequisites for implementation of the activity. <ref>[''The Last Planner System of Production''] Ballard, G. (2000), School of Civil		"Last planner system" is a planning system which aims at production flow. It focus on collaboration and participation, throughout a rolling weekly schedule. Involvement of the participants has shown a feeling of ownership of the project and plans. When planning a phase of a project, all participants are gathered in the process, to ensure that all the expertise that is needed is included. Last planner system give schedule/plan predictability for the stakeholders throughout controlled activities; timeline for when the activities should be done, expected resource consumption and prerequisites for implementation of the activity. <ref>[''The Last Planner System of Production''] Ballard, G. (2000), School of Civil
	Engineering, Faculcy of Engineering, The Universityof Birmingham </ref>		Engineering, Faculcy of Engineering, The Universityof Birmingham </ref>

Brittmch: /* Limitations of Lean Construction */

2015-09-29T02:34:33Z

Limitations of Lean Construction

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	== Limitations of Lean Construction ==		== Limitations of Lean Construction ==
	A challenge to using Lean in this industry is the current construction management. The practices is similar to the activity center approach seen in mass production. With a focus only on completing the activity, and unpredictable release of work and consumption of resources to finish on time, ignoring the waste created between the subsequent activities. As a result of this the flow and value loses its effect. Another aspect it the culture within the industry, and the reluctance to change.		A challenge to using Lean in this industry is the current construction management. The practices is similar to the activity center approach seen in mass production. With a focus only on completing the activity, and unpredictable release of work and consumption of resources to finish on time, ignoring the waste created between the subsequent activities. As a result of this the flow and value loses its effect. Another aspect it the culture within the industry, and the reluctance to change. The industry has some work before this way of thinking is implemented.

	== References ==		== References ==

Brittmch: /* Seven preconditions for flow in a construction project */

2015-09-29T02:32:47Z

Seven preconditions for flow in a construction project

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	Forelesningsnotat, Available from: http://norsk.leanlearning.no/aapne-ressurser/del-ii-utvikling/kapittel-14.-lean-i-bygg-og-anlegg/14-lean-konstruksjon-forelesningsnotat-i-pdf. Read: 28.08.15 </ref>		Forelesningsnotat, Available from: http://norsk.leanlearning.no/aapne-ressurser/del-ii-utvikling/kapittel-14.-lean-i-bygg-og-anlegg/14-lean-konstruksjon-forelesningsnotat-i-pdf. Read: 28.08.15 </ref>

	1. '''The preceding activity ended'''. The preceding activity must be completely finished and completed in an orderly manner before the next activity can begin. additionally. Full completion means that the workers have cleaned up after themselves and any tool or material has not been left in the workplace. The activities that take place are often interdependent, and therefore the next activity cannot start before the preceding is complete. Earthworks has to finish before they can lay the concrete base. Here it is important to be aware of the projects critical path. The critical path is the "longest sequence of activities in a project plan which must be completed on time for the project to complete on due date. An activity on the critical path cannot be started until its predecessor activity is complete; if it is delayed for a day, the entire project will be delayed for a day." <ref>[''Critical path''] ''Businessdictionary, Available from: http://www.businessdictionary.com/definition/critical-path.html. Read: 28.09.15 '' </ref>		1. '''The preceding activity ended'''. The preceding activity must be completely finished and completed in an orderly manner before the next activity can begin. additionally. Full completion means that the workers have cleaned up after themselves and any tool or material has not been left in the workplace. The activities that take place are often interdependent, and therefore the next activity cannot start before the preceding is complete. Earthworks has to finish before they can lay the concrete base. Here it is important to be aware of the projects critical path. The critical path is the "longest sequence of activities in a project plan which must be completed on time for the project to complete on due date. An activity on the critical path cannot be started until its predecessor activity is complete; if it is delayed for a day, the entire project will be delayed for a day." <ref>[''Critical path''] Businessdictionary, Available from: http://www.businessdictionary.com/definition/critical-path.html. Read: 28.09.15 </ref>

	2. '''The material is ready for use'''. Materials in this context means a raw material that is about to be processed. For example, concrete mass, wood, steel, cables, or whatever material for the intended purpose must be ready to use when the activity starts.		2. '''The material is ready for use'''. Materials in this context means a raw material that is about to be processed. For example, concrete mass, wood, steel, cables, or whatever material for the intended purpose must be ready to use when the activity starts.