Supply Chain Management in Construction From a Production Theory Perspective

Broft, R; Koskela, Lauri

doi:10.24928/2018/0538

Cited by 10 publications

(8 citation statements)

References 24 publications

(30 reference statements)

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“…The latter have originally been developed in manufacturing and adapted for construction by changing the vertical axis unit: location or zones instead of units produced (Kenley & Seppänen 2010). This is a result of the differences that exist between the industries as in construction the work stations, or resources, move through the product to be delivered (Broft & Koskela, 2018).…”

Section: Work Structuring Methodsmentioning

confidence: 99%

“…Despite successful examples of the application of these methods, it is believed that the advantages remain limited to achieving better project results. Currently, in order to minimise the costs of each subprocess, focus exists on the efficiency of every supplier's process and competitive pricing (Broft & Koskela, 2018). Or in other words, every organisation or trade tends to focus on the efficiency of their own sub-process, leading to more specialised tasks and subsequently, prefabrication or off-site production as part of these tasks.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Supply Chain Rhythm: Multidisciplinary Teams Through Collaborative Work Structuring

Broft¹,

Pryke²

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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Collaborative work structuring methods are increasingly used in the construction industry to support project teams on delivering their projects on time, within budget and with high quality. By breaking down the work to be done in so-called manageable chunks, work structuring plays an important role in the creation of flow.The optimisation of flow is important due to the fragmented nature of the industry. Despite successful examples of the application of these methods, it is believed that the advantages remain limited to achieving better project results. Where current examples organise working packages around the work of different trades, this paper explores the consequences of a more supply chain-driven approach to collaborative work structuring. It challenges trades to design a "Supply Chain Rhythm". The results presented in this paper show additional advantages, where multidisciplinairy teams have been created within a project. This way, the configuration of the crew performing the work chunk exceeds the boundaries of organisations or trades, and leads to further optimisation of the work flow.

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Section: Work Structuring Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Supply Chain Rhythm: Multidisciplinary Teams Through Collaborative Work Structuring

Broft¹,

Pryke²

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

Self Cite

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“…For example, there is a huge gap of 30 days within the processes of applying the second coat of paint and the second door installation. In compliance with the transformation-flow-value theory of production [42], among the main losses are: ( 1…”

Section: Stage 3: Value Stream Mappingmentioning

confidence: 99%

Methodology to Improve Labor Productivity in Construction: A Housing Project of Highly Repetitive Processes Case Study

Vargas¹,

Cruz²

2022

Proceedings of the Creative Construction E-Conference 2022

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The purpose of this article is to present a methodology to identify and reduce waste considering Lean construction tools, time and motions study techniques. This investigation was carried out during the construction of 1,392 housing units located in Lima, Perú. The present case study focused on the analysis of highly repetitive processes during the structuring and finishing phases. The methodology presented has different stages. First, we used direct field observation to describe the current state of the work structuring. Second, we applied Value Stream Mapping (VSM) and Flow Process Chart in order to identify the productive stream, focusing in the identification of value adding activities and waste: no value adding necessary activities and no value adding unnecessary activities. Then we prepared and analyzed the information. Finally, with the lessons learned, we ideated and tested improvements in the organization of the work and design of the flows of labor, materials and equipment, among others. The success of this methodology is reflected on the reduction of waste and the improvement of labor productivity obtained in the final measurements and in the improvement opportunities identified.

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“…It is considered that the main contractor can have more impact on the administration, performance and quality on the work of their suppliers (Broft and Koskela 2018). Experiences indicate that with the higher number of tiers in the hierarchy comes a profit potential that criminals have by posting fictitious invoices.…”

Section: Theoretical Background Implemented Measuresmentioning

confidence: 99%

Experiences From Allowing Maximum Two Contract Tiers in the Vertical Supply Chain

Aure¹,

Lædre²,

Lohne³

2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

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The AEC-industry is negatively affected by criminal actors seeking economic profit. In order to combat crime, Norwegian authorities have introduced action plans and strategies. This study concentrates on experiences Norwegian contractors have had with a requirement of maximum two contract tiers in their vertical supply chain. Six semistructured interviews with project managers and advisors from contractors in Norway have been conducted, in addition to a literature study. The findings show that the contractors have close to never experienced challenges with the requirement of maximum two contract tiers. The only challenge in this matter is when their sub-subcontractor needs specialist competence or specialist equipment and are not allowed to use another contract tier. By discussing why the requirement of maximum two contract tiers seemingly works, how it is organized and what perceptions that have been made, this study are among the first to document the conctractors' experiences from allowing maximum two contract tiers.

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Supply Chain Management in Construction From a Production Theory Perspective

Cited by 10 publications

References 24 publications

Supply Chain Rhythm: Multidisciplinary Teams Through Collaborative Work Structuring

Supply Chain Rhythm: Multidisciplinary Teams Through Collaborative Work Structuring

Methodology to Improve Labor Productivity in Construction: A Housing Project of Highly Repetitive Processes Case Study

Experiences From Allowing Maximum Two Contract Tiers in the Vertical Supply Chain

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