Assessing the impacts of implementing lean construction

Alarcón, Luís F.; Diethelm, Sven; Rojo, Oscar; Calderón, Rodrigo

doi:10.4067/s0718-50732008000100003

Cited by 83 publications

(81 citation statements)

References 3 publications

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“…Once the constraints for a task have been removed, the task is "made ready" and the commitment to accomplish the task is more reliable (González et al 2010). Look-aheads are an important aspect of the LPS® and Alarcón et al (2005) found that PPC improved when companies included the use of look-aheads while implementing the LPS®. The project manager involved with this case study stated they did not work to identify and remove constraints to the extent they had envisioned during their look-aheads.…”

Section: Methodsmentioning

confidence: 99%

Task Variation and the Social Network of Construction Trades

2014

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Construction projects can be complex and managers are faced with the challenge of managing multiple trades working on a large number of interdependent tasks. When one trade or task experiences variation, defined as the time difference between what was planned and what happened for this research, additional trades or tasks can be impacted, the project schedule can be disrupted, and/or productivity can suffer. A case study involving a general contractor (GC) building a 150,000 square foot data collection center was conducted. Both starting time and task duration variation data was collected on approximately 1200 tasks performed by over 40 trades. A risk assessment matrix was used to determine which causes of variation posed the greatest risk to project performance. Pajek, a social network analysis software, was used to illustrate the organizational structure of the key trades throughout the project. The research is unique as it couples the quantitative variation analysis with the associated social network of trades to create a decision support system that can be used to target variation for reduction. The results of this research are repeatable and can be useful for managers in improving project performance.

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Section: Methodsmentioning

confidence: 99%

Task Variation and the Social Network of Construction Trades

2014

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“…Some of these studies concentrated on identifying factors that are effective in the implementation of lean construction (Abdullah et al, 2009;Oladiran, 2008) while others focused on investigating the factors that are active during the execution of lean construction (Alarcón et al, 2002;Johansen and Porter, 2003). Other researches have classified lean barriers into different categories wherein some of these studies concentrated on structural and cultural aspect (Samari et al, 2013; Sarhan and Fox, 2013) or management and strategy aspect (Ayarkwa et al, 2012;Bashir et al, 2010) or barriers that exist during the implementation of lean construction practices (Alarcón et al, 2005;Ansell et al, 2007). Bashir et al (2015) presented ten challenges related to management, technical, human, and educational issues when organizations are applying lean process.…”

Section: Literature Reviewmentioning

confidence: 99%

Barriers of Sustainable Lean Construction Implementation: Hierarchical Model.

Dehdasht¹,

Zin²

2018

IJAR

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The construction industry has long been assessed for being hazardous, fragmented, wasteful, inefficient, and ineffective. In this concern, construction, as opposed to manufacturing, is highly influenced by a unique combination of relatively separate factors, such as industry variable onsite conditions, fragmentation, the inherent uniqueness of projects, exposure to weather, and skilled labor shortages, among several others (Aziz and Hafez, 2013). Such a unique combination of factors goes to uncertainty along the project delivery process and its implementation operations (Salem et al., 2006). Construction activities have an enormous effect on the natural environment, human health, and the overall economy; therefore, the construction industry has the potential to significantly advance sustainability practices (Allen and Iano, 2011). Lean construction is the application of new technologies which effectively reduce both cost and waste at the same time, improve the management, optimize the use of resources and improve safety during the construction period (Nahmens and Ikuma, 2011). It is demonstrated that lean construction is a practical approach in enhancing sustainability which includes clearly defined goals for the process of delivery (Nahmens and Ikuma, 2011). Lean construction is different from other construction management methods as it contains a clear set of objectives Lean

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“…The Last Planner system implemented by GEPUC resulted in a more reliable flow and a higher throughput of the production system. Increases in productivity between 7 and 48% have been reported in GEPUC Projects (Alarcón et al 2005).…”

Section: Introductionmentioning

confidence: 97%

On-Site Subcontractor Evaluation Method Based on Lean Principles and Partnering Practices

et al. 2007

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Subcontracting has greatly increased in the construction industry. It helps shift risk from the main contractor to the subcontractor and promotes specialization. Inadequate subcontracting management, however, may result in an adversarial relationship between main contractors and their subcontractors, uncoordinated on-site execution, and disappointing quality and schedule fulfillment. New subcontractor management methods and tools are being developed and tested as part of a collaborative research project led by the Catholic University Production Management Center with the participation of the Chilean Construction Chamber and several construction companies. The experience gained by testing prototype tools and methods on selected projects enabled us to develop an onsite evaluation method based on lean principles and partnering practices. This method allows main contractors to help subcontractors improve their performance by providing them with periodic feedback. It also supports subcontractor selection based on their previous performance, which helps foster collaborative relationships with those that consistently perform well. The results of the application of the method in two case studies are discussed.

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Assessing the impacts of implementing lean construction

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

Cited by 83 publications

References 3 publications

Task Variation and the Social Network of Construction Trades

Task Variation and the Social Network of Construction Trades

Barriers of Sustainable Lean Construction Implementation: Hierarchical Model.

On-Site Subcontractor Evaluation Method Based on Lean Principles and Partnering Practices

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