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Concurrent design and construction with BIM
Published in Ozan Koseoglu, Yusuf Arayici, Airport Building Information Modelling, 2019
Lean design and construction methods share the same objectives as lean production, e.g. cycle time reduction, elimination of waste and variability reduction. Continuous improvement, pull production control and continuous flow are the end goals for the implementation of lean construction (Ballard, 2008). The most valuable advantages of lean construction are the workflow reliability and value streams as there are big gaps in the traditional construction practices, causing waste and loss in value. The construction industry is facing demands to (i) increase productivity, efficiency, infrastructure value, quality and sustainability; and (ii) reduce lifecycle costs, lead times and duplications via effective collaboration and communication of stakeholders in construction projects (Nour, 2007).
Stakeholder transformation in OSM infrastructure construction
Published in Jack S. Goulding, Farzad Pour Rahimian, Offsite Production and Manufacturing for Innovative Construction, 2019
Bryan Hubbard, Sarah M. Hubbard
The third factor in this resurgence in OSM is that of management. For example, there is an increasing desire to adopt lean construction principles in the construction industry to support OSM. Lean construction principles generally reflect the application of lean manufacturing principles in construction. This approach focuses management attention on key performance metrics, with a specific emphasis on the generation of value and continuous improvement. However, there are some challenges to the adoption of lean principles into many facets of construction, since construction is predominantly a project-based production process. The resurgence of OSM, conversely, reflects the lean approach, and is an excellent way of introducing lean principles into the project-based production process of construction.
Introduction
Published in Rafael Sacks, Samuel Korb, Ronen Barak, Building Lean, Building BIM, 2017
Rafael Sacks, Samuel Korb, Ronen Barak
Lean thinking offers a great opportunity to construction companies because the ways in which they work, in almost every case, fail to deliver the full value possible and are rife with waste. Numerous studies of the poor performance of construction industries in many countries, published in books, industrial reports and academic research,3 have illustrated the pervasiveness of the types of waste defined by Taiichi Ohno and others.4 The common phenomenon of projects delivered later than promised and/or at greater expense than estimated reflects the prevalence of waste. The studies also point out the shortcomings of the products delivered, showing how buildings often fail to deliver the expected levels of performance their occupants expect. Thus, wherever Lean Construction can increase productivity, it reduces the resource consumption required to build a building while simultaneously enhancing the building’s value to its customers.
Revisiting the concept of waste and its causes in construction from analytical and conceptual perspectives
Published in Construction Management and Economics, 2023
The emergence of lean construction has played a significant role in the perspective of project professionals toward waste which is known to be one of the major causes for low productivity (Khan and Tzortzopoulos 2018, Watkins and Sunjka 2020). Lean construction ideal is to understand the value from the customer’s perspective and then deliver fit for purpose product/services with low waste (Oakland and Marosszeky 2017). Lean construction can be defined as the application of lean production principles and practices in the context of construction projects for minimizing waste, maximizing value, and pursuing continuous improvement throughout the project by establishing a long-term philosophy, investing in design and planning, developing people and partners, and joint design of processes and products (Koskela and Leikas 1997, Mao and Zhang 2008, Sacks et al. 2010, Vilasini et al. 2011, Oakland and Marosszeky 2017, Mossman 2018).
Design for manufacture and assembly (DfMA) in construction: the old and the new
Published in Architectural Engineering and Design Management, 2021
Weisheng Lu, Tan Tan, Jinying Xu, Jing Wang, Ke Chen, Shang Gao, Fan Xue
Lean construction is ‘a method to design production systems to minimize the waste of materials, time and efforts in order to generate the maximum possible amount of value’ (Koskela, Howell, Ballard, & Tommelein, 2002). It is closely linked to VM. Lean principles have their roots in Japanese manufacturing, where the supply chain was planned and optimized to reduce time, cost, and waste. Lean principles were later adapted to the construction industry with the aim of eliminating waste (Koskela, 1992) by considering the particular characteristics of construction works, such as uniqueness, complexity, and ‘one-off’ project-based production processes. Today, the focal points of lean construction are diverse, including waste elimination, strong user focus, value for money, high-quality management of projects and supply chains, and improved communications (OGC, 2000).
Identifying and Managing Critical Waste Factors for Lean Construction Projects
Published in Engineering Management Journal, 2020
Mohamed Saad Bajjou, Anas Chafi
The implementation of the underlying principles and concepts of lean thinking in construction is commonly referred to as lean construction (Koskela, 1999). Lean construction is defined as an innovative way to manage construction projects with the goal of minimizing waste while bringing maximum value to the customer (Bajjou, Chafi, & Ennadi, 2018e). Dupin (2014) considered lean construction as an effective approach to design and manage construction projects and minimize waste of materials, time, and efforts while producing the end product with the required value. Lean construction includes five key principles supporting the efficiency of production in construction, which were initially stated by Womack and Jones (1996): (1) value identification for the construction process is conducted on the basis of customer views, (2) mapping the value stream is an essential step that leads to the identification of waste sources, (3) waste reduction is an essential part to optimize the workflow, (4) maintenance of a pull-driven flow based on customer requirements, (5) the pursuit of perfection based on the continuous improvement of construction processes.