Evaluation of Target Value Delivery and Opportunity Management as Complementary Practices

Malvik, T; Johansen, Agnar; Torp, Olav; Olsson, Nils O.E.

doi:10.3390/su13147997

Cited by 6 publications

(8 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This means that the higher the implementation of LSS, the better the innovation culture. This finding is consistent with the research conducted by Malvik et al (2021), which states that LSS influences innovation culture by promoting continuous improvement, data-driven decision making, structured problem-solving, cross-functional collaboration, and standardization, all of which contribute to fostering an innovation culture within an organization. The LSS methodology encourages employees to continuously seek new ways to improve efficiency, quality, and production processes.…”

Section: Discussionsupporting

confidence: 91%

SEM-PLS Model of Resource Based ISO 56002:2019 Integrated Lean Six Sigma for Cultivating Culture of Innovation (Cased in Precast Concrete Company in Indonesia)

Ginting,

Latief,

Hidayanti

2023

JICP

View full text Add to dashboard Cite

This study explores the integration of ISO 56002:2019 - based on Innovation Management Systems and Lean Six Sigma in the resource context of the precast concrete industry. Lean Six Sigma (LSS) and Innovation are powerful methodologies that exhibit several differences, there are numerous areas where LSS and Innovation share compatible foundations and common goals in the pursuit of improving implementation of Innovation Management System on these companies. In this study, the researchers conducted a literature review to identify the research variables, which were then validated by 5 experts. The researchers collected data through questionnaires from 54 respondents who work in a precast concrete company in Indonesia. SEM-PLS methods were used for analysis. Results indicate Lean Six Sigma’s substantial positive influence on resource of precast concrete company in the Innovation Management System, offering valuable insights for Indonesia’s precast concrete industry. This study contributes to continuous improvement in innovation culture, fostering competitiveness in the global market.

show abstract

Section: Discussionsupporting

confidence: 91%

SEM-PLS Model of Resource Based ISO 56002:2019 Integrated Lean Six Sigma for Cultivating Culture of Innovation (Cased in Precast Concrete Company in Indonesia)

Ginting,

Latief,

Hidayanti

2023

JICP

View full text Add to dashboard Cite

show abstract

“…Thus, the effort put into sustainability is tied to altruistic motivation. Generating value for the user is an elementary component of a sustainable strategy (Malvik et al, 2021). Therefore, a sustainability strategy is inevitably interrelated with value generation.…”

Section: Discussionmentioning

confidence: 99%

Life Cycle Cost and Value of Norwegian Sports Facilities

Ørke,

Malvik,

Torp

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

View full text Add to dashboard Cite

Sports facilities are built to create value for owners and users. In the front end, it is crucial to make decisions based on information about the Life Cycle Cost (LCC) and the possible benefits of the facility. This paper aims to create knowledge about the relationship between the value and LCC of sports facilities. This has been done through literature review, document studies, and workshops.The construction costs have been compared to the operation and maintenance (OM) costs for 11 sports halls. The results show a ratio between OM and construction costs between 0,1 and 3,7. Diverse aspects could explain this, such as the lack of a standard model for what to include in the OM costs and volunteer work with planning, and OM not counted.Planning in sports facilities construction often relies on volunteers from the sports clubs, leading to a lack of competence and resources to implement value-centered approaches like the Lean Construction methodology. This paper shows that it is challenging to quantify the value generated by sports facilities, and value is highly dependent on perspective. There is a need for a more systematic way to evaluate the OM cost and the value generated by the sports facilities.

show abstract

“…The results suggest that innovation can be achieved by promoting a mindset shift among stakeholders and enhancing communication and collaboration throughout the procurement process to achieve the common goal of creating a project with the best value for the client. On a different study, Malvik et al (2021) evaluated the performance of Best Value (BV) procurement in a public highway construction project, using Integrated Project Delivery (IPD) as the project delivery method. The study attempted to combine BV and Target Value Design (TVD) to improve collaboration among stakeholders.…”

Section: Literature Reviewmentioning

confidence: 99%

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Vecchio,

Abellanosa,

Konwat

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

View full text Add to dashboard Cite

The construction industry has widely adopted traditional project delivery methods, such as design-bid-build, to develop conventional construction projects, where only one main contractor is granted the project contract. Selecting only one main contractor for the project results in the waste of valuable ideas coming from the rest of the bidders who participated in the tendering process but did not win the bid. These ideas, coming from the contractors that lost the bid, are usually not considered during the project execution, even though they could increase the value of a project, shorten the schedule, and reduce costs. As an alternative to solve the current gap of lost creativity and ideas coming from contractors that were not awarded the project contract, this study will explore the workarounds to promote partnership between key stakeholders during the pre-tendering phase by involving multiple contractors instead of a single construction project, to develop innovative ideas that could maximize the value of a construction project. The importance of collaboration and co-creation of value is widely emphasized in lean construction. Experts in the construction industry with a background in collaborative delivery were surveyed and interviewed to understand their opinion on the proposed topic. The experts from both backgrounds concluded that involving multiple contractors instead of just one main contractor is a feasible idea, but it will take effort from all the stakeholders to compromise on this type of agreement. The benefits and constraints of implementing collaborative dialogue are further discussed in the following sections of this study.

show abstract

Evaluation of Target Value Delivery and Opportunity Management as Complementary Practices

Cited by 6 publications

References 46 publications

SEM-PLS Model of Resource Based ISO 56002:2019 Integrated Lean Six Sigma for Cultivating Culture of Innovation (Cased in Precast Concrete Company in Indonesia)

SEM-PLS Model of Resource Based ISO 56002:2019 Integrated Lean Six Sigma for Cultivating Culture of Innovation (Cased in Precast Concrete Company in Indonesia)

Life Cycle Cost and Value of Norwegian Sports Facilities

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Contact Info

Product

Resources

About