The lean approach to project management

Gabriel, Eric

doi:10.1016/s0263-7863(96)00066-x

Cited by 31 publications

(8 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…through case study, employees learn how to solve problems using the techniques from the Toyota Production System. This is aligned with what Gabriel (1997) had pointed out that case study approach could promote understanding about the concept and philosophy of lean management. Hence, the lean knowledge and skills gradually improved and continuously implemented in the company.…”

Section: Sharing Lean Databasesupporting

confidence: 82%

Knowledge Transfer in Lean Management: Experience From Malaysian Sme

Zahari

Nordin

Asaad

et al. 2019

JTOM

View full text Add to dashboard Cite

This study explores how SME develops knowledge transfer in Lean management, particularly lean tacit knowledge. Lean tacit knowledge is very significant in ensuring the success of lean management implementation, yet the SMEs often found difficulties due to limited capital and resources. A single case study of Malaysian SME in the automotive industry was selected for this purpose. Results show that lean training, problem solving using case study, factory visit, sharing of lean database and online learning are the common approaches used by the studied company in developing the lean tacit knowledge. Moreover, the accomplishment of this knowledge transfer in lean management necessitatesstrong commitment from the employees and the top management support. This study incorporates some practical implications forthe organizations that aim to implement lean management effectively.

show abstract

Section: Sharing Lean Databasesupporting

confidence: 82%

Knowledge Transfer in Lean Management: Experience From Malaysian Sme

Zahari

Nordin

Asaad

et al. 2019

JTOM

View full text Add to dashboard Cite

show abstract

“…Controlling can be supported by the building information modeling (BIM) and geographic information systems (GIS) [40]. Regular meetings, covering management, design, user liaison, cost and progress are also important for the control [41] (p. 189). Shared resources need to be coordinated [35].…”

Section: Constructionmentioning

confidence: 99%

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

Sertyeşilışık

2016

YBL Journal of Built Environment

View full text Add to dashboard Cite

The world's habitat is being deteriorated despite of the precautions taken. Construction industry is among the industries which highly effect the environment adversely not only through its outputs but also through the construction process and its inputs. The main focus in dealing with the reduction of its footprint has been on sustainable building certificates which mainly analyse the output of the construction activies. There is need to analyse the construction supply chain as a whole and to embed sustainability dynamics in construction supply chain management. Lean construction project management contributes to the reduction of the environmental footprint of the construction industry, enabling reduction in waste, and increasing value added activities. For this reason, based on an in depth literature review, this paper analyses and establishes the principles of the integration of the sustainability dynamics into lean construction supply chain management.

show abstract

“…De beschouwing van Gabriel (1997) geeft aan hoe de filosofie van Lean management nut heeft bewezen bij het projectmanagement. Hij beschrijft twee grote bouwprojecten in het publieke domein in het Verenigd Koninkrijk -de aanbouw van een nieuwe vleugel aan de National Gallery en het nieuwe operagebouw van Glyndebourne.…”

Section: Transactiemanagement Bij Toepassingen Van Lean Mangementunclassified

Transactiemanagement en Lean management: kostenreductie vanuit een verschillend perspectief

Boons¹,

Butter²

2011

MAB

View full text Add to dashboard Cite

Lean management en transactiemanagement bieden een verschillend perspectief voor de bedrijfsorganisatie om tot kostenreductie te geraken. Lean management is gericht op het voorkomen van verspilling in productieprocessen en is ontleend aan de bedrijfspraktijk. Daarentegen ligt de focus van transactiemanagement op het laag houden van transactiekosten bij de interne en externe organisatie van het bedrijf. Daarbij gaat het om waardecreatie op de lange termijn. Beide methoden kunnen elkaar aanvullen bij strategische managementbeslissingen.

show abstract

The lean approach to project management

Cited by 31 publications

References 0 publications

Knowledge Transfer in Lean Management: Experience From Malaysian Sme

Knowledge Transfer in Lean Management: Experience From Malaysian Sme

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

Transactiemanagement en Lean management: kostenreductie vanuit een verschillend perspectief

Contact Info

Product

Resources

About