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.
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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.
This paper presents an analysis of a Lean Leadership (LL) training program initiated by the company about three years ago. The program's main goal is to disseminate Lean throughout the company, which has been using Lean principles in its projects for about twenty years. So far, the LL program has reached over four hundred participants. Over the last year, the program included participants from the company's extended value stream. Participants include project teams and the company's strategic partners for prefabrication, equipment rental, and VDC/Project Controls support services. As part of the program, authors one and two visited participants to understand how they are applying lean leadership principles. This paper, the third in the series of building a Lean culture, shares success stories on how organizations in the company's value stream applied LL knowledge to their business including value stream mapping, Plan-Do-Check-Act (PDCA), go and see, and effective meetings. It also presents how these teams will continue their LL training to further build a Lean culture which the company can learn from its strategic partners while driving home a common purpose.
This industry paper is applied research with the purpose of answering whether Takahiro Fujimoto's theory of capability-building competition in the automobile industry can be applied to the construction industry. This study begins with an empirical account of the work a series of project teams did to prefabricate and install exterior wall (X-wall) panels on six different buildings. The authors then explain relevant aspects of Fujimoto theory. Finally, the authors create a framework for evaluating the work in light of this theory and do so. The authors find that Fujimoto's theory is relevant to construction. This paper is limited because the construction data set is relatively small and the evaluation of the competitiveness of routines and learning is based on the assessment of the first author, who initiated and directly managed the work on two projects and was engaged in its development on later projects. The paper is relevant for industry professionals because Lean management and process capability is required to make value flow to customers. Lean Construction theory can advance by understanding the elements of capability-building in the auto industry and how they can be applied to design and construction.
This paper uses the action research method retrospectively to better understand the development of capability on a series of 7 Higher Education building projects during the architectural planning phase prior to the start of design. The research question is whether Takahiro Fujimoto's explanation of the way Toyota continuously built its capability to deliver automobiles buyers wanted can inform the development of more competitive capability within design and construction companies and together on projects. This paper follows one by the first 2 authors published in the IGLC27 2019 Proceedings in which they use Fujimoto to explain the development of a capability to pre-fabricate and install exterior wall (X-wall) panels for 6 projects during construction. In this new paper the authors share their understanding of Fujimoto's explanation and survey literature they found helpful for understanding what they observed relative to his theory. Then the authors describe "Programmatic Spatial Cost Modeling" and analyze the development, use and competitiveness of this capability across the 7 projects. In closing, the authors share their conclusions in the form of questions and speculations for further research.
This paper explores the relevance of Takahiro Fujimoto's theory of the role capabilitybuilding played in the emergence of the Toyota Production System to design and construction. It is the third in a series on this topic. The research question is whether Fujimoto's explanation of how capability was built within Toyota can help project teams build better capability leading to system-level improvement. In this new paper the authors connect Fujimoto's evolutionary perspective with the possibility that complex systems theory is a useful starting point for understanding design and construction. The authors explain Fujimoto's theory and how they used it to evaluate building-capability for Integrated Design Scheduling and Management on several projects they reviewed retrospectively. Key findings are: 1, effective use of routines is important and a prerequisite for effectiveness; 2, routinized capability (regular patterns of doing essential things) is essential to affect change at system level; 3, entrepreneurial leadership is necessary for effective capability-building, and 4, system emergence, where there is no relationship between the content and pattern of system changes, together with routinized capability is possible although rare; 5; this is also possible, but even more rare with a second, systems level of problem solving.
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