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An improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models-conversion, flow, and value. Four stages are necessary to produce improvements and changes-͑1͒ diagnosis/evaluation; ͑2͒ changes implementation; ͑3͒ control; and ͑4͒ standardization. The methodology suggests the application of seven tools in accordance to specific needs ͑detected and desired͒ on five potential areas of improvement-client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.

Abstract:Benchmarking is a systematic process of measuring and comparing an organization's performance against that of other similar organizations in key business activities. The lessons learned from other companies can be used to establish improvement targets and to promote changes in the organization. The benchmarking process can create a fertile ground for ideas, but only in a receptive environment; companies that share good practices and compare their performance against others benefit most. Recently, industry groups in several different countries have initiated benchmarking programs focused mainly on construction performance measures. This paper describes the scope of these initiatives and discusses the lessons learned and improvement opportunities that were identified in their design and implementation. This investigation is focused on four initiatives, carried out in Brazil, Chile, the United Kingdom, and the United States. This paper concludes by recommending some further directions on this research topic.

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Assessing the impacts of implementing lean construction Evaluando los impactos de la implementación de lean construction

Social Network Analysis (SNA) has not been used to study design project teams in which the full interactions have become more complex (formal and informal) because the team members are from different companies and there is no collocation. This work proposes a method to understand the interactions in the design teams of construction projects using SNA metrics and the sociograms generated within temporary organizations.This study includes three stages: (1) a literature review of the dimensions of interactions within work teams and the application of SNA to the architecture, engineering and construction (AEC) industry; (2) a proposal of an interaction network method for construction project design teams; and (3) an analysis of a pilot project. Interaction networks were defined in two categories: general interactions and commitment management. For each network, metric indicators were defined for the analysis. The pilot project showed high levels of consistency among team responses. The proposed method allows an analysis of the entire work team and of each individual team member. The

Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice-principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices. been studied to evaluate its performance [7], to implement integrated management systems and visual management tools [8], as well as to optimize this process [6].Technological tools have great potential to improve the performance of projects, particularly in the design phase. However, the problems generated in the design of construction projects cannot be solved with technology alone but require an understanding of the social phenomena related to the processing of individual and collective information [9]. For this reason, certain lean tools can allow higher interactions because they encourage the management of commitment and trust among team members [10][11][12][13].Evidence exists for the application of lean management principles and some of its tools in the design management process [14,15]. For example, Fosse & Ballard [16] presented a case study that demonstrated the change between traditional planning and planning using the last planner ® system (LPS ® ) at the design phase. Although they did not present evidence of the changes in the project s performance, they concluded that the degree of satisfaction of the project s stakeholders increased when the LPS ® was applied during the planning phase of the project. For their part, Knotten et al. [17] emphasized that the use of LPS ® and collaborative planning in the design phase reinforced the trust and commitment among the members of the team, which are both considered fundamental elemen...

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