This study takes a critical look at Takt planning and takt control (TPTC) by analysing a successful case project. In the study, the digital system architecture and collected data are used for providing a process breakdown and analysis in terms of waste and potential root causes. The paper shows how vulnerable the TPTC is for disruptions caused by a lead waste, making-do/task diminishment, and ad-hoc tolerance management. Based on the digital footprint of the project, an explanation is given why good results in terms of money, customer satisfaction, time and quality were achieved even though the takt was practically lost towards the end of the project. The results indicate that the excellent outcome of the project was not based on TPTC and steep learning curve. Instead, the results were achieved by exploiting the real-time situation awareness provided by the digitalised smart site and disciplined use of applications, as well as by a pragmatic approach to planning and leading work on-site. The validity of the results is limited as the conclusions are drawn based on only one TPTC project.
Platform ecosystems facilitated by the internet are changing the way market mechanisms work. The platform ecosystem business model, using data and network effects, creates new rules for how value is created and delivered. The viral growth characteristic to platform ecosystems has already caused disruption in several industries. The purpose of the research is to explore business opportunities facilitated by the platform ecosystem business model in the construction sector through an example case of a residential building construction. The key concepts and underpinning logics of the platform ecosystem business model are defined. Interactions between the five lean principles and the platform ecosystem concept are reviewed. Finally, an example case of implementation is represented with the help of the platform business model canvas.
The Portfolio/Process/Operations (PPO) model is a novel approach to understanding the elements that impact production systems in the world of construction. Building on prior work such as the "Transformation-Flow-Value" (TFV) theory, the PPO model adds a multi-and meta-project view through its consideration of the total "Portfolio" of projects and partners in which each company in the industry is engaged.Fira Palvelut is a Finnish contractor specializing in the refurbishment of bathrooms in the aging Finnish mass housing market. This paper examines Fira's efforts to improve their operations and finds that by addressing each of the elements of the PPO model, they have managed to build a robust and successful production system that dramatically outpaces the industry standard for project lead time. In the renovation sphere, this means customers must be out of their houses for significantly less time while the work is performed.In this paper, we give a background to the PPO model and Fira Palvelut's operations, and analyze their success through the lens of each element of the model.
In the era of customer-driven and digitalized businesses, the construction industry has still demonstrated inadequate performance development. This research aims to disentangle the industry's current problems and present justified paths toward sustainable improvement. Following the design science research approach, the paper develops a conceptual framework about the path toward the systemic transformation of the construction industry. We first argue how current efforts to improve construction system are often limited to changes in sub-systems, namely in a) products, b) processes, c) organizing and people, d) information systems, or e) value creation models, therefore lacking a systemic approach needed for significant and sustainable improvements. We then propose a framework that underlines the need to simultaneously develop all the identified five sub-systems to achieve successful transformation. Three cases are presented as partial solutions to such systemic innovations. The paper provides new insights into how a systemic approach could be utilized when transforming the construction industry. More specifically, takt production is identified as one key driver for systemic change. The theoretical contribution lies in the identified five sub-systems and their parallel development as a source for sustainable transformation. However, the paper is conceptual and limited to three partial cases. More empirical research is needed to validate the framework and to specify the most effective transformation paths.
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