Applying lean thinking in construction and performance improvement
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131 citations
Cites background from "Applying lean thinking in construct..."
...In view of the foregoing and the fact that in the delivery of building and infrastructure projects, the key operations include design, planning, construction with management, control and monitoring being the key activities [15], the 32 LCPs identified have been categorised into four main groups based on areas of their possible implementation in the design, planning and construction of building and infrastructure projects....
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...Furthermore, some authors [3,15] [49]; have also explained that LPS has been widely implemented in the construction industry because its effectiveness can be measured by increment in the percentage of plan completed (PPC) or reduction in the percent expected time overun (PET) on projects....
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...Added to this are reworks, which have been identified as key sources of waste in construction leading to both cost and time overruns [15,64]....
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References
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"Applying lean thinking in construct..." refers background in this paper
...reduction nature of the Toyota production system and to contrast it with craft and mass forms of production [2]....
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"Applying lean thinking in construct..." refers background in this paper
...Basically, Koskela [3] has been looking for the evidences of waste and value loss due to (1) Quality of works; (2) Constructability; (3) Material management; (4) Non-productive time; and (5) Safety issues....
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...Since 1992, Koskela [3] has reported the adaptation of lean production concepts in the construction industry and presented a production management paradigm where production was conceptualized in three complementary ways, namely as (1) Transformation; (2) Flow; and (3) Value generation (TFV) theory of production....
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...Koskela [3] has summarized lean thinking into eleven principles which are (1) Reduce the share of non-value adding activities (waste); (2) Increase output value through systematic consideration of customer requirements; (3) Reduce variability; (4) Reduce cycle times; (5) Simplify by minimizing the number of steps, parts and linkages; (6) Increase output flexibility; (7) Increase process transparency; (8) Focus control on the complete process; (9) Build continuous improvement into the process; (10) Balance flow improvement with conversion improvement; and (11) Benchmark....
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...The prevailing perspective (mental model) in construction considers project work as a collection of (activities) rather than a flow [3]....
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...The introduction of new production philosophies in construction requires new measures of performance Koskela [3], such as waste, value, cycle time or variability....
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450 citations