Lean project management

Ballard, Glenn; Howell, Gregory A.

doi:10.1080/09613210301997

Cited by 200 publications

(170 citation statements)

References 3 publications

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“…( Ballard and Howell, 2003;Koskela, 1992;1994) Pull 'kanban' system The pull systems are a lean approach developed in the automotive industry as a mechanism to pull materials and parts throughout the value stream on a JIT basis.…”

Section: Lean Tools/techniquesmentioning

confidence: 99%

Lean Construction Implementation in the Saudi Arabian Construction Industry

Xia

Fawzia

Karim

2017

CEB

103

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The Kingdom of Saudi Arabia (KSA) has witnessed a huge increase in construction during the last two decades. However, many projects experienced time delays, cost overruns and the generation of massive amounts of waste. To address these challenges, lean construction has been introduced into the Saudi construction industry; however, it is still in its infancy. This study therefore investigates the current state of lean construction implementation in the construction industry in the KSA. The objectives are to identify: the types of construction waste, level of use of tools that support the implementation of lean construction, stages of application of lean methods, and the benefits of lean construction. To achieve these objectives, a structured questionnaire survey of 282 construction professionals was carried out. After the analysis of the collected data using mean score and Anova test, the following conclusions were made. In the construction industry in the KSA, waiting is the most common type of waste, while Computer Aided Design (CAD) is the conventional tool supporting the implementation of lean construction. Furthermore, the data suggests that lean construction is most commonly used in the construction stage of projects while customer satisfaction is the main benefit derived from lean construction practices. This study concludes that the level of implementation of lean construction in the KSA construction industry is increasing. The results will help benchmark the current state of lean construction implementation, which will enable the construction industry to identify strategies to implement lean construction in Saudi Arabia in accordance with their needs and project goals, to achieve better productivity.

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Section: Lean Tools/techniquesmentioning

confidence: 99%

Lean Construction Implementation in the Saudi Arabian Construction Industry

Xia

Fawzia

Karim

2017

CEB

103

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“…For instance, Ballard and Howell (2003), argue that a project must be supplied with materials, information and resources for the production system to design and produce a product. Projects may fail due to various reasons, including lack of commitment and support, the wrong person as project manager, internal conflict between project members, lack of technique, inadequate resources and unrealistic goals (Avots, 1969;Munns & Bjeirmi, 1996).…”

Section: Network and Collaboration From A Project Perspectivementioning

confidence: 99%

Networking and collaboration between tourism and agriculture: food tourism experiences along the National Tourist Routes of Norway

Mei

Lerfald

Bråtå

2016

Scandinavian Journal of Hospitality and Tourism

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Food and culinary routes have been embraced by many destinations (Hjalager & Corigliano, 2000). However, these routes often include narrow geographical areas. The purpose of this study was to identify the challenges and possibilities of networking and collaboration in a food tourism project in a larger geographic area, specifically the Taste of National Tourist Routes (TNTR) in Norway. Although contacts among business operators and participants have been established, different priorities and dissatisfaction among participants suggest that building relationships and sharing knowledge as part of networking and collaboration is difficult. A lack of willingness, involvement and trust are critical factors that affect the success of a well-intentioned network-based food tourism project. Additionally, internal conflicts between government ministries and agencies may also impede the success of a project of this scale. Nevertheless, the outcomes are not solely negative, as the establishment of initial contacts may eventually lead to formal collaborative opportunities and food tourism developments in the future.

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“…La primera fase correspondería al Master and Phase scheduling, en donde se establecen en líneas generales los grandes objetivos de la programación del proyecto, afrontado este en su globalidad y con tareas definidas en los primeros y más altos niveles del WS (Work Structuring) (Ballard & Howell, 2003), una segunda fase corresponde al Lookahead schedule, en donde las tareas pertenecientes ya a niveles inferiores del WS, son secuenciadas normalmente en un plazo de dos a tres meses vista y con un mayor nivel de definición; la última fase corresponde al weekly work plans, en el cual las tareas pertenecientes ya al último y más bajo nivel del WS son secuenciadas con un altísimo nivel de detalle (ver Figura 1).…”

Section: El Sistema Lps (Last Planner System Of Productionunclassified

“…Las nuevas tendencias en la gestión de proyectos y, más concretamente, en el ámbito del Construction scheduling, evolucionan de forma prácticamente imparable hacia las metodologías Lean Construction, gracias a las iniciativas del Lean Construction Institute (Lean Construction Institute, 2010), y a los trabajos de Alarcón (Alarcón, 1997), Koskela (Koskela, 2000) (Koskela, 1992), Ballard (Ballard & Howell, 1994) (Ballard G., 1999) (Ballard & Howell, 2003), Howell (Ballard & Howell, 1994) (Ballard & Howell, 2003), Pellicer (Alarcón & Pellicer, 2009) y Formoso (Tzortzopoulos & Formoso, 1999) (Peixoto & Formoso, 1998). Esta nueva metodología está basada en la filosofía Kay-Zen y sistema de producción Toyota o Producción sin pérdidas, teniendo como una de sus más importantes herramientas la aplicación del LPDS (Lean Proyect Delivery System) (Ballard & Howell, 2003) y del LPS (Last Planner System of Production Control) (Ballard & Howell, 2003) por la contrastada eficiencia y versatilidad como nuevo paradigma de la gestión de proyectos de construcción.…”

Section: Introductionunclassified

“…Esta nueva metodología está basada en la filosofía Kay-Zen y sistema de producción Toyota o Producción sin pérdidas, teniendo como una de sus más importantes herramientas la aplicación del LPDS (Lean Proyect Delivery System) (Ballard & Howell, 2003) y del LPS (Last Planner System of Production Control) (Ballard & Howell, 2003) por la contrastada eficiencia y versatilidad como nuevo paradigma de la gestión de proyectos de construcción.…”

Section: Introductionunclassified

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