Developing and evaluating a framework for process improvement in an alliance project: a New Zealand case study

Abstract

Lean thinking' holds out the promise of dramatic improvements in construction production processes, especially in waste minimization. While there exist empirical studies of 'leanness' with regard to non-relational-type projects, there is a need to analyse its applicability in relational contexts, such as an alliance. The application of 'lean' to a project alliance in a viaduct replacement in New Zealand is investigated here. The primary objective is to define a framework to streamline improvements in processes and to verify the applicability of the defined framework to a real construction alliance project. Participant observations, project documentation and action research meetings were used to collect data on the waste identification and elimination processes. The findings indicate that the construction work in a project alliance can be improved considerably by eliminating or reducing waste. Moreover, the savings are substantial, as the processes investigated were cyclic and repetitive. This framework is equally suited to waste detection and improvements at the site level. Project organizations should detect needs and opportunities for process change and transform processes accordingly. The current lack of any waste elimination technique, which could provide a significant competitive advantage for industry participants, has been established. Organizational conditions exist in project alliances that help to disseminate and sustain the lean concept.

Empirical Study on the Influence of Procurement Methods on Last Planner® System Implementation

“…Lean construction researchers, on the other hand, have always maintained that lean construction principles and techniques are best implemented under a relational contractual framework (Vilasini et al 2014;Mathews and Howell, 2005). However, in practice, most construction projects are procured using other methods and arrangements such as a traditional design, bid, build; design and build; management contracting; and construction management; among others (especially in the UK and other Commonwealth countries).…”

“…This finding aligns with a previous study in New Zealand that shows that collaborative procurement such as design and build could support the implementation of the LPS on a construction project (Fuemana et al 2013). Additionally, Vilasini et al, (2014) found that procurement methods with some collaborative undertone are the best to adopt in the implementation of lean construction techniques.…”

“…In voicing their concern on this, Fuemana et al (2013) pointed out that adequate attention has not been given to the influence of procurement methods on the implementation of the LPS. Additionally, Vilasini et al (2014) argued that procurement process should be the starting point for the integration of lean techniques into the construction industry.…”

The use of a BIM-based framework to support safe facility management processes

“…Although frequently implemented in the manufacturing and business worlds, the use of Six Sigma methodologies has been shown to be an effective approach in construction research (Banawi 2013;Koziolek and Derlukiewicz 2012;Lee and Su 2013;Mahasneh 2014;Paslawski 2013;Vilasini et al 2014).…”

Analysis of the Influence of a Strategy-led Planning Approach on Successful Construction Project Implementation

“…Further, management practices that are proven success in other fields (e.g. lean principles) were adapted to reflect construction project characteristics and applied successfully (Vilasini, Neitzert and Rotimi, 2014). Notwithstanding the essence of such developments, the efficiency of planning algorithms requires significant enhancement too (Fallah, Ashtiani and Aryanezhad, 2010).…”