Lean principles in the construction industry - Revision history

S202438: /* Inside the project environment */

2022-03-19T21:31:38Z

Inside the project environment

← Older revision		Revision as of 21:31, 19 March 2022
Line 123:		Line 123:
	8. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.		8. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.

	9. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.		9. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources and services.

	== Limitations ==		== Limitations ==

S202438: /* Implementation framework */

2022-03-19T21:22:43Z

Implementation framework

← Older revision		Revision as of 21:22, 19 March 2022
Line 80:		Line 80:
	=== Implementation framework ===		=== Implementation framework ===

	The aim of the proposed approach is to facilitate the adoption of the ~~lean~~ methodology as a new business model, as described by Arbulu and Zabelle <ref name="HowToSucceed">Roberto Arbulu and Todd Zabelle, Implementing lean in construction: how to succeed, 14th Annual Conference of the International Group for Lean Construction. Santiago, Chile, 2006</ref>. The absence of an entirely successful implementation case has at its root the intrinsically different business philosophy that Lean construction introduces. The clash with the existing business approach from the construction industry makes it challenging to perform the transformation and turns it into a business problem rather than an issue with applying tools and techniques.		The aim of the proposed approach is to facilitate the adoption of the Lean methodology as a new business model, as described by Arbulu and Zabelle <ref name="HowToSucceed">Roberto Arbulu and Todd Zabelle, Implementing lean in construction: how to succeed, 14th Annual Conference of the International Group for Lean Construction. Santiago, Chile, 2006</ref>. The absence of an entirely successful implementation case has at its root the intrinsically different business philosophy that Lean construction introduces. The clash with the existing business approach from the construction industry makes it challenging to perform the transformation and turns it into a business problem rather than an issue with applying tools and techniques.

	An organization can typically be seen as a mix of core elements, such as culture, structure, values, people and systems. The transformation process targets this configuration with the goal of changing the current way the organization operates by redesigning the characteristics of these elements, so a lean project delivery and competitive advantage become possible. In other words, it takes the company from a current state to an envisioned future state.		An organization can typically be seen as a mix of core elements, such as culture, structure, values, people and systems. The transformation process targets this configuration with the goal of changing the current way the organization operates by redesigning the characteristics of these elements, so a lean project delivery and competitive advantage become possible. In other words, it takes the company from a current state to an envisioned future state.

S202438: /* Lean construction */

2022-03-19T21:21:12Z

Lean construction

← Older revision		Revision as of 21:21, 19 March 2022
Line 69:		Line 69:
	===Lean construction===		===Lean construction===

	There are multiple perspectives in literature on what the Lean construction concept means, but this article will focus on the wide understanding that it is the application of the ~~:ean~~ production principles and methods in the construction industry, with the Last Planner approach as a widely known example. Moreover, summarizing from the previous section, the two industries have different implications, therefore, a direct transfer of these principles is not possible without a considerable effort in changing the culture and management tools of the construction industry.		There are multiple perspectives in literature on what the Lean construction concept means, but this article will focus on the wide understanding that it is the application of the Lean production principles and methods in the construction industry, with the Last Planner approach as a widely known example. Moreover, summarizing from the previous section, the two industries have different implications, therefore, a direct transfer of these principles is not possible without a considerable effort in changing the culture and management tools of the construction industry.

	Similarly to Lean production, it promotes the timely delivery of projects, within the allocated budget and with the production of the demanded quantity and quality, and its techniques have the potential to remove unpredictability and enhance the ability to handle complexity and uncertainty.		Similarly to Lean production, it promotes the timely delivery of projects, within the allocated budget and with the production of the demanded quantity and quality, and its techniques have the potential to remove unpredictability and enhance the ability to handle complexity and uncertainty.

S202438: /* Lean construction */

2022-03-19T21:20:55Z

Lean construction

← Older revision		Revision as of 21:20, 19 March 2022
Line 69:		Line 69:
	===Lean construction===		===Lean construction===

	There are multiple perspectives in literature on what the Lean construction concept means, but this article will focus on the wide understanding that it is the application of the ~~lean~~ production principles and methods in the construction industry, with the Last Planner approach as a widely known example. Moreover, summarizing from the previous section, the two industries have different implications, therefore, a direct transfer of these principles is not possible without a considerable effort in changing the culture and management tools of the construction industry.		There are multiple perspectives in literature on what the Lean construction concept means, but this article will focus on the wide understanding that it is the application of the :ean production principles and methods in the construction industry, with the Last Planner approach as a widely known example. Moreover, summarizing from the previous section, the two industries have different implications, therefore, a direct transfer of these principles is not possible without a considerable effort in changing the culture and management tools of the construction industry.

	Similarly to Lean production, it promotes the timely delivery of projects, within the allocated budget and with the production of the demanded quantity and quality, and its techniques have the potential to remove unpredictability and enhance the ability to handle complexity and uncertainty.		Similarly to Lean production, it promotes the timely delivery of projects, within the allocated budget and with the production of the demanded quantity and quality, and its techniques have the potential to remove unpredictability and enhance the ability to handle complexity and uncertainty.

S202438: /* Lean core concepts and principles */

2022-03-19T21:09:34Z

Lean core concepts and principles

← Older revision		Revision as of 21:09, 19 March 2022
Line 28:		Line 28:

	=== Lean core concepts and principles ===		=== Lean core concepts and principles ===
	[[File:The_5_lean_principles_as_described_by_Womack_and_Jones_(1997).png\|thumb\|330px\|Figure 2: The 5 ~~lean~~ principles as described by Womack and Jones (1997), inspired from https://www.lean.org/lexicon-terms/lean-thinking-and-practice/]]		[[File:The_5_lean_principles_as_described_by_Womack_and_Jones_(1997).png\|thumb\|330px\|Figure 2: The 5 Lean principles as described by Womack and Jones (1997), inspired from https://www.lean.org/lexicon-terms/lean-thinking-and-practice/]]

	Toyota's methodology was subsequently disseminated and researched on by multiple authors, Womack and Jones proposing 5 core principles <ref name="LeanThinking1997">James P Womack, Daniel T Jones, Lean thinking, 1997</ref>:		Toyota's methodology was subsequently disseminated and researched on by multiple authors, Womack and Jones proposing 5 core principles <ref name="LeanThinking1997">James P Womack, Daniel T Jones, Lean thinking, 1997</ref>:

S202438: /* Additional considerations */

2022-03-18T14:33:35Z

Additional considerations

← Older revision		Revision as of 14:33, 18 March 2022
Line 124:		Line 124:

	9. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.		9. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.

	~~=== Additional considerations ===~~

	== Limitations ==		== Limitations ==

S202438: /* Inside the project environment */

2022-03-18T14:27:29Z

Inside the project environment

← Older revision		Revision as of 14:27, 18 March 2022
Line 105:		Line 105:
	=== Inside the project environment ===		=== Inside the project environment ===

	The new leaner business system that will be created inside the project setting refers to applying a precast construction process based on the Toyota Way's 14 management principles, as described by Ong and Pheng <ref name="LeanConstructionImplementation"/>. An account of these will be briefly provided below, and further research in the indicated ~~book~~ is advised.		The new leaner business system that will be created inside the project setting refers to applying a precast construction process based on the Toyota Way's 14 management principles, as described by Ong and Pheng <ref name="LeanConstructionImplementation"/>. An account of these will be briefly provided below, and further research in the indicated literature is advised.

	1. '''Envision and empathize the long-term results''': Similar to the manufacturing operations, the aim is to identify the dependencies and the waste sources in the precast construction process and improve the overall flow, so a greater level of efficiency is met when providing the clients with what they need, in the demanded amount and within the set date. The scope is not on fine-tuning the individual activities at this step, but simply stabilizing them to support the flow. To remain focused on the long-term goals, the end of the flow is to be mapped first. This will constitute the current state map which explains all the conditions of the precast construction flow and will serve as a basis for the future state map.		1. '''Envision and empathize the long-term results''': Similar to the manufacturing operations, the aim is to identify the dependencies and the waste sources in the precast construction process and improve the overall flow, so a greater level of efficiency is met when providing the clients with what they need, in the demanded amount and within the set date. The scope is not on fine-tuning the individual activities at this step, but simply stabilizing them to support the flow. To remain focused on the long-term goals, the end of the flow is to be mapped first. This will constitute the current state map which explains all the conditions of the precast construction flow and will serve as a basis for the future state map.

S202438: /* Inside the project environment */

2022-03-18T14:22:18Z

Inside the project environment

← Older revision		Revision as of 14:22, 18 March 2022
Line 121:		Line 121:
	7. '''Continuously monitor and improve flow''': This can be achieved by standardizing tasks, which implies defining them and setting the expected performance and action party. Any deviation from this standard will easily be detected this way. Secondary, complementing the manual work surveillance on site with digitalization will make the efforts of ensuring quality easier to accomplish.		7. '''Continuously monitor and improve flow''': This can be achieved by standardizing tasks, which implies defining them and setting the expected performance and action party. Any deviation from this standard will easily be detected this way. Secondary, complementing the manual work surveillance on site with digitalization will make the efforts of ensuring quality easier to accomplish.

	7. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.		8. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.

	8. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.		9. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.

	=== Additional considerations ===		=== Additional considerations ===

S202438: /* Inside the project environment */

2022-03-18T14:21:57Z

Inside the project environment

← Older revision		Revision as of 14:21, 18 March 2022
Line 118:		Line 118:

	6. '''Understand the process and consider alternative solution''': This is relevant for planning the precast construction process, and it requires that all stakeholders understand the flow of activities, the identified sources of waste and the available alternatives on the market for making the most optimal decision.		6. '''Understand the process and consider alternative solution''': This is relevant for planning the precast construction process, and it requires that all stakeholders understand the flow of activities, the identified sources of waste and the available alternatives on the market for making the most optimal decision.

			7. '''Continuously monitor and improve flow''': This can be achieved by standardizing tasks, which implies defining them and setting the expected performance and action party. Any deviation from this standard will easily be detected this way. Secondary, complementing the manual work surveillance on site with digitalization will make the efforts of ensuring quality easier to accomplish.

	7. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.		7. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.

S202438: /* Inside the project environment */

2022-03-18T14:12:20Z

Inside the project environment

← Older revision		Revision as of 14:12, 18 March 2022
Line 117:		Line 117:
	5. '''Fix problems on the run''': Introduce and reinforce the working practice among the employees to ensure that the incoming work and their own outputs are defect free before passing them down to the next activity, especially as the construction activities are the integrated sum of all different subcontractors' effort. Taking corrective measures at the right time prevents system failure.		5. '''Fix problems on the run''': Introduce and reinforce the working practice among the employees to ensure that the incoming work and their own outputs are defect free before passing them down to the next activity, especially as the construction activities are the integrated sum of all different subcontractors' effort. Taking corrective measures at the right time prevents system failure.

	6. '''~~Empower~~ and ~~develop the people~~''': ~~As people are~~ the ~~core element of any project~~, ~~training~~ and ~~investing in them is highly relevant. In this sense,~~ it ~~is important to give them ownership and~~ the ~~opportunity to contribute to the company's goal~~ of ~~obtaining a leaner project setup by challenging them with meaningful work and occasional pressure~~, ~~so they have~~ the ~~space to come up with solutions to problems they best understand. On top~~ of ~~this, broadening their knowledge~~ and ~~skill set through training enables~~ the ~~project management to deploy~~ the ~~same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions~~.		6. '''Understand the process and consider alternative solution''': This is relevant for planning the precast construction process, and it requires that all stakeholders understand the flow of activities, the identified sources of waste and the available alternatives on the market for making the most optimal decision.

	7. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.		7. '''Empower and develop the people''': As people are the core element of any project, training and investing in them is highly relevant. In this sense, it is important to give them ownership and the opportunity to contribute to the company's goal of obtaining a leaner project setup by challenging them with meaningful work and occasional pressure, so they have the space to come up with solutions to problems they best understand. On top of this, broadening their knowledge and skill set through training enables the project management to deploy the same workers to different types of work instead of hiring new ones or generating waiting time. The knowledge diversity also leads to more creative solutions.

			8. '''Build reliable network with suppliers and subcontractors''': As stated before, obtaining a leaner organization requires both a cultural change and a solid network with external actors, such as the suppliers and subcontractors. The focus should be on working with constant partners that apply the same Lean methodology inside their own companies and can productively deliver resources.

	=== Additional considerations ===		=== Additional considerations ===