Luis F. Alarcón
Other affiliations: Hospital General Universitario Gregorio Marañón, Catholic University of the Maule, Andrés Bello National University
Bio: Luis F. Alarcón is an academic researcher from Pontifical Catholic University of Chile. The author has contributed to research in topics: Lean construction & Lean manufacturing. The author has an hindex of 30, co-authored 175 publications receiving 3338 citations. Previous affiliations of Luis F. Alarcón include Hospital General Universitario Gregorio Marañón & Catholic University of the Maule.
Papers published on a yearly basis
01 Jan 2005
TL;DR: In this article, the authors provide a more extensive analysis of the empirical evidence available to assess the impact of the implementation of lean construction practices and provide recommendations for future implementation and research.
Abstract: Over the last 10 years an increasing number of companies have implemented lean construction practices in an attempt to improve performance in construction projects. Most companies, and also some researchers, have reported satisfactory results from their implementation. However, there is still a need to provide more extensive analysis of the empirical evidence available to assess the impact of the implementation of lean construction. The authors have researched the implementation of the Last Planner System and other Lean Construction techniques in over one hundred construction projects over the last five years. They have also developed strategies and support tools for implementation. This paper analyses some of the main impacts observed in the studied projects, and some of the lessons learned from implementations. The paper discusses difficulties and barriers for implementation, productivity improvements, variability reduction and effectiveness of implementation strategies. The paper also provides recommendations for future implementation and research.
TL;DR: In this article, the authors presented a study that was partially funded by the Universidad Catolica del Maule (project MECESUP-UCM0205), the Spanish Ministry of Infrastructure (project 2004-36), and the Universitat Politecnica de Valencia (contract UPV-20050921).
Abstract: This research was partially funded by the Universidad Catolica del Maule (project MECESUP-UCM0205), the Spanish Ministry of Infrastructure (project 2004-36), and the Universitat Politecnica de Valencia (contract UPV-20050921). The authors would like to thank Ricardo Lacort, Francisco J. Vea, and Manuel Civera for their collaboration and support, and Jose C. Teixeira for his advice. Likewise, the authors thank the anonymous reviewers for their suggestions and constructive comments.
TL;DR: In this paper, the authors describe the scope of these initiatives and discuss the lessons learned and improvement opportunities that were identified in their design and implementation, focusing on four initiatives, carried out in Brazil, Chile, United Kingdom, and the United States.
Abstract: Benchmarking is a systematic process of measuring and comparing an organization's performance against that of other similar organizations in key business activities. The lessons learned from other companies can be used to establish improvement targets and to promote changes in the organization. The benchmarking process can create a fertile ground for ideas, but only in a receptive environment; companies that share good practices and compare their performance against others benefit most. Recently, industry groups in several different countries have initiated benchmarking programs focused mainly on construction performance measures. This paper describes the scope of these initiatives and discusses the lessons learned and improvement opportunities that were identified in their design and implementation. This investigation is focused on four initiatives, carried out in Brazil, Chile, the United Kingdom, and the United States. This paper concludes by recommending some further directions on this research topic.
TL;DR: In this paper, an improvement methodology for the design process in construction projects is proposed, based on concepts and principles of lean production, the methodology considers design process as a set of three different models (conversion, flow, and value).
Abstract: An improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models—conversion, flow, and value. Four stages are necessary to produce improvements and changes— ~1! diagnosis/evaluation; ~2! changes implementation; ~3! control; and ~4! standardization. The methodology suggests the application of seven tools in accordance to specific needs ~detected and desired! on five potential areas of improvement—client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.
TL;DR: In this paper, the authors focused on identifying and understanding the productivity factors affecting projects in a Chilean construction company on the basis of questionnaires administered to both direct workers and midlevel employees.
Abstract: Improvement of productivity in construction has been a major industry challenge, given its high impact on project results. It has received increased attention from construction researchers promoting different enhancement actions, since analyzing factors affecting labor productivity is an instrumental part in this process. This paper focuses on identifying and understanding the productivity factors affecting projects in a Chilean construction company on the basis of questionnaires administered to both direct workers and midlevel employees. Analysis of the questionnaire results helped to determine organizational and managerial weaknesses and facilitated comparison of the findings with previous productivity studies. The results proved to be useful in developing recommendations for productivity improvements. The main findings indicate that the critical areas affecting construction productivity were related to materials, tools, rework, equipment, truck availability, and the workers' motivational dynamics. These results are similar to those obtained in previous studies in the United States and in Chile. Salary expectations were found to be the main reason for turnover in the studied company, which was an aspect not mentioned in previous studies. Finally, additional analyses seem to show that some factors affecting productivity are common to construction projects across boundaries, therefore validating data aggregation and the possibility of learning from experiences in different locations and even separated in time of occurrence.
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
01 Jan 2012
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period
22 Mar 2010