2013
DOI: 10.32738/jeppm.201301.0006
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 Production Cells in Construction: Considering Time, Space and Information Linkages to Seek Broader Implementations

Abstract: The use of production cells in manufacturing has achieved many benefits, motivating researchers to apply them in the construction environment. The aim of this research is to identify time, space, and information linkages in construction's production cells applications, seeking opportunities for broader implementations. We adopted a literature review approach focusing on cases in the Brazilian construction sector that addressed cell applications. Subsequently, comparative tables of these publications were prepa… Show more

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Cited by 6 publications
(3 citation statements)
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References 6 publications
(14 reference statements)
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“…Construction requires higher level of commitment and involvement of top management [45] Use better facilities Customer are demanding for better facilities [8] Reduce production time Reduce process time spent to produce parts or components into a useable product desired by customer [48]…”
Section: Planningmentioning
confidence: 99%
“…Construction requires higher level of commitment and involvement of top management [45] Use better facilities Customer are demanding for better facilities [8] Reduce production time Reduce process time spent to produce parts or components into a useable product desired by customer [48]…”
Section: Planningmentioning
confidence: 99%
“…However, the trends of developing models in scientific circles are leaning towards simulation DOI: 10.1515/sspjce-2016-0014 models for solving logistics problems in construction practice. Previous researchers with the critical feedback of their models suggest that future models should acknowledge project's dynamic environment and its stochastic nature [1][2][3][4][5][6]. Thus, algorithms and models have to fulfil the following demands:…”
Section: Introductionmentioning
confidence: 99%
“…The main LC principles at this level are (1) elimination of the process wastes (Terry and Smith, 2011;Koskela et al, 2013), (2) effective management of the value stream (Garnett et al, 1998), 3maintaining a continuous and reliable flow of the production and process elements (Koskela et al, 2002), (4) pull-based project planning and control (Ballard, 2000), (5) just-in-time delivery of materials and components (Pheng and Chuan, 2001), and (6) instilling a continuous improvement culture (Lapinski et al, 2006). Those underpinnings inspired by the LPS principles led to the adoption of some operational techniques and practices in LC like the collaborative and pull-based construction production planning and control frameworkthe Last Planner System (Ballard and Howell, 1998;Priven and Sacks, 2016;Viana et al, 2016), takt-planning and work structuring (Tsao et al, 2004), Visual Management , the 5S (Stehn and Höök, 2008), pull production control using kanban cards (Arbulu et al, 2003;Khalfan et al, 2008;Ko and Kuo, 2015), quality at source and andon light boards (Kemmer et al, 2006), Single Minute Exchange of Dies (SMED) (Filho et al, 2005), pokayoke mistake proofing systems (Tommelein, 2008), cell production units (Mariz et al, 2013), Value Stream Mapping (Yu et al, 2009), Target Value Design (Zimina et al, 2012) and…”
mentioning
confidence: 99%