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E-raamat: Lean Construction: Core Concepts and New Frontiers [Taylor & Francis e-raamat]

Edited by (University of Huddersfield, UK), Edited by (University of Huddersfield, UK), Edited by (University of Huddersfield, UK)
  • Formaat: 460 pages, 43 Tables, black and white; 84 Line drawings, black and white; 14 Halftones, black and white; 98 Illustrations, black and white
  • Ilmumisaeg: 10-Mar-2020
  • Kirjastus: Routledge
  • ISBN-13: 9780429203732
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Lean Construction: Core Concepts and New FrontiersSuurem pilt
  • Formaat: 460 pages, 43 Tables, black and white; 84 Line drawings, black and white; 14 Halftones, black and white; 98 Illustrations, black and white
  • Ilmumisaeg: 10-Mar-2020
  • Kirjastus: Routledge
  • ISBN-13: 9780429203732
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9780429203732

This book collates the main research developments around Lean Construction over the past 25 years with contributions from many seminal authors in the field. It takes stock of developments since the publication of Koskela’s (1992) Application of the new production philosophy to construction and in doing so challenges current thinking and progress. It also crystallises theoretical conceptualisations and practically situated learning whilst identifying future research challenges, agendas and opportunities for global collaborative actions.

The contributors present the development of Lean Construction as a fundamental part of improving construction productivity, quality and delivery of value to clients and users of built infrastructure. In doing so, the book introduces the reader to the foundational principles and theories that have influenced the way we now understand Lean Construction and has provided very useful insights to students, practitioners and researchers on key junctures over the last 25 years. Highlighting the key contemporary developments and using global case study material the chapters demonstrate good practice but also help introduce new thinking to both lay readers and experienced practitioners alike.

This book is essential reading for undergraduate and postgraduate students, researchers and practitioners with an interest in Lean Construction and construction management, providing a general understanding of the area, current state of the art knowledge as well as providing an insight to areas for future research.

About the contributors xviii
Foreword xxiv
Derek Drysdale
Acknowledgements xxvi
General introduction: Lean Construction: core concepts and new frontiers xxvii
Patricia Tzortzopoulos
Mike Kagioglou
Lauri Koskela
PART 1 Lean Construction themes
1(2)
1 Theory of Lean Construction
3(1)
Lauri Koskela
1.1 Introduction
3(1)
1.2 Is there a theory of Lean, in the first place?
3(1)
1.3 Is a theory of Lean needed?
4(1)
1.4 If we are looking for the theory of Lean, what are we after?
5(1)
1.5 What is the mainstream theory of production management?
6(1)
1.5.1 Theory of production
6(1)
1.5.2 Ontology
6(1)
1.5.3 Epistemology
7(1)
1.5.4 Outcomes
7(1)
1.6 What is the Lean theory?
7(2)
1.6.1 Theory of production
7(1)
1.6.2 Ontology
8(1)
1.6.3 Epistemology
8(1)
1.6.4 Outcomes
9(1)
1.7 How is Lean Construction different from Lean production?
9(1)
1.8 Concluding discussion
10(4)
References
11(3)
2 Lean product development and design management
14(1)
Patricia Tzortzopoulos
Cynthia Dos Santos Hentschke
Mike Kagioglou
2.1 Introduction
14(1)
2.2 New Product Development process
15(3)
2.2.1 Product development process models in design and construction
16(2)
2.3 Design management in the context of Lean
18(4)
2.3.1 Design management problems
19(3)
2.4 Overview of product development and design management research at the International Group for Dan Construction (IGLC)
22(14)
2.4.1 Design theory
26(3)
2.4.2 Value
29(1)
2.4.3 New Product Development approaches
30(1)
2.4.3.1 Concurrent Engineering (CE)
30(1)
2.4.3.2 Target Value Delivery (TVD)
31(1)
2.4.3.3 Integrated Project Delivery (IPD)
31(1)
2.4.3.4 Benefits realisation
31(1)
2.4.3.5 Building Information Management (BIM)
32(1)
2.4.4 Design management tools and techniques
32(1)
2.4.4.1 Choosing by Advantages (CBA)
33(1)
2.4.4.2 Set-based design
33(1)
2.4.4.3 Last Planner System (LPS) applied to design
34(1)
2.4.4.4 Design Structure Matrix
34(1)
2.4.5 Mass customisation and industrialisation
35(1)
2.4.6 Collaboration and early involvement of stakeholders
35(1)
2.4.7 Design issues and waste
36(1)
2.5 Future research
36(9)
References
38(7)
3 The Last Planner System
45(1)
Glenn Ballard
3.1 Introduction
45(1)
3.2 A brief history of the Last Planner System
46(1)
3.2.1 Matching DID and WILL
47(1)
3.2.2 Matching WILL and CAN
48(1)
3.3.3 Phase schedules: improving specification of SHOULD
49(1)
3.3 Last Planner System functions
49(1)
3.4 Last Planner System principles
50(1)
3.5 Industrial and academic reception of the Last Planner System
50(1)
3.6 Conclusions and further development of the Last Planner System
51(3)
References
52(2)
4 Production control systems for construction at the nexus of Lean and BIM
54(1)
Bhargav Dave
Rafael Sacks
4.1 Introduction
54(1)
4.2 Background
55(1)
4.2.1 The disconnect between the product and the process
55(1)
4.2.2 Connecting the last mile
56(1)
4.2.3 Distinction between operations and process
56(1)
4.2.4 Synergies of Lean and BIM
57(1)
4.3 Requirements for Lean and BIM production control systems
57(4)
4.4 BIAI software with construction management functionality
61(1)
4.5 Research and development of Lean and BIM production control systems
62(10)
4.5.1 Experimental prototypes
63(4)
4.5.2 Commercial software development
67(5)
4.6 Case studies of integrated Lean/BIM production planning and control
72(9)
4.6.1 Project A
72(2)
4.6.2 Project B
74(2)
4.6.3 Project C
76(5)
4.7 Conclusion
81(2)
References
83(2)
5 People and knowledge: Lean organisation
85(1)
John Rooke
5.1 Introduction
85(1)
5.2 Lean is always about people
86(2)
5.3 People management is all about knowledge
88(1)
5.4 Information physics
89(1)
5.5 The management of meaning
90(1)
5.6 Value chains: linking flow and commitment
91(1)
5.7 Improvement, learning and design
92(2)
5.8 A new theory of management
94(1)
5.9 Learning Lean
95(1)
5.10 Conclusion
96(1)
References
96(6)
6 Value generation: bringing the customer into perspective
102(1)
Patricia A. Tillmann
Luciana Miron
6.1 The starting point: bringing the customer into perspective
102(3)
6.2 Understanding the customers3 perspective
105(1)
6.2.1 Value for whom?
105(1)
6.2.2 Concepts that have helped to understand the customer's perspective
106(1)
6.2.2.1 Customer perceived value
106(2)
6.2.2.2 Customer (personal) values
108(1)
6.2.2.3 Customer satisfaction
108(1)
6.2.2 A Perceived value as an intersubjective phenomenon
109(1)
6.2.2.5 Value as purpose fulfilment
110(1)
6.2.3 Considerations when addressing customers' perspective
110(1)
6.3 Efforts to manage value in construction projects
111(9)
6.3.1 Understanding customers' requirements
111(1)
6.3.1.1 Actively engaging stakeholders in defining the value proposition
111(2)
6.3.1.2 Using available data to understand the customers' requirements
113(2)
6.3.2 From customers' requirements to product specification
115(1)
6.3.3 Working within the boundaries of economically feasible solutions
116(1)
6.3.4 The role of project integration on managing value
117(2)
6.3.5 Considerations for managing value in construction projects
119(1)
6.4 Concluding remarks and recommendations for future research
120(9)
References
122(7)
7 Understanding waste in construction
129(1)
Carlos Torres Formoso
Trond Bølviken
Daniela Dietz Viana
7.1 Introduction
129(1)
7.2 Brief history of the concept of waste
130(1)
7.3 Previous academic studies on construction waste
131(1)
7.4 Different taxonomies of waste
132(1)
7.5 Propagation of waste
133(1)
7.6 Modelling waste networks
134(2)
7.7 Which are the lead wastes in construction?
136(4)
7.7.1 Making-do
136(2)
7.7.2 Work-in-progress
138(1)
7.7.3 Unfinished work
138(1)
7.7.4 Transportation
139(1)
7.7.5 Quality deviations
140(1)
7.8 Discussion and conclusions
140(7)
References
142(5)
PART 2 Lean Construction approaches
147(2)
8 Target Value Delivery
149(1)
Glenn Ballard
8.1 Introduction
149(1)
8.2 Target Value Delivery: background
149(1)
8.2.1 Value engineering
150(1)
8.2.2 How target costing developed in construction
150(1)
8.2.3 Target Value Delivery and relational contracting
151(2)
8.3 Target Value Delivery: how it works
153(4)
8.3.1 TVD: project definition
155(1)
8.3.2 TVD: steering to targets in design
155(2)
8.4 Dan management methods used in steering to targets in design
157(2)
8.4.1 Steering to targets in construction
157(2)
8.5 Benefits of Target Value Delivery
159(1)
8.6 Conclusion
159(3)
References
160(2)
9 Integrated Project Delivery: basic tenets and recommendations
162(1)
Thais Da C. L. Alves
William Lichtig
9.1 Introduction
162(1)
9.2 Literature review: IPD, Dan. and collaboration
163(1)
9.2.1 Lean concepts, principles, and tools applied to IPD
164(2)
9.2.2 IPD contractual domains
166(2)
9.2.3 Collaborative governance
168(3)
9.3 Benefits of IPD
171(2)
9.4 Implementing IPD: basic concepts, principles, and tools
173(1)
9.4.1 Selecting the team
174(1)
9.4.2 Workshops and conditions of satisfaction (CoS) 1
175(1)
9.4.3 Signatories and timing to execute the IPD agreement
175(1)
9.4.4 Incentives
176(1)
9.4.5 Operational terms and the use of Lean from design to construction
177(1)
9.4.6 Developing IPD contracts and their teams through education
178(1)
9.5 Final remarks
179(7)
References
182(4)
10 Choosing by advantages and collaborative decision making
186(1)
Paz Arroyo
10.1 Introduction
186(2)
10.2 How does CPA work?
188(3)
10.2.1 Basic CBA principles
189(1)
10.2.2 Decision-making phases
189(1)
10.2.3 The choosing by advantages methods
190(1)
10.3 How is CBA connected with Lean?
191(2)
10.4 CBA and Lean Construction research
193(4)
10.5 Benefits of choosing by advantages
197(1)
10.6 CBA case study
198(6)
10.6.1 Step-by-step CBA application to choose an HVAC system
198(1)
10.6.1.1 Step 1: Identify alternatives
198(2)
10.6.1.2 Step 2: Define factors
200(1)
10.6.1.3 Step 3: Define the `must' and `want to have' criteria for each factor
200(2)
10.6.1.4 Step 4: Summarise the attributes of each alternative
202(1)
10.6.1.5 Step 5: Decide the advantages of each alterna tive
202(1)
10.6.1.6 Step 6: Decide the importance of each advantage
202(1)
10.6.1.7 Step 7: Evaluate cost data
203(1)
10.6.1.8 Case study conclusion
204(1)
10.7 Recommendations to implement a collaborative decision-making process
204(1)
10.8 Future research
205(4)
References
206(3)
11 Lean Construction: a management model for interdependencies in detailed design
209(1)
Bo Terje Kalsaas
11.1 Introduction
209(1)
11.2 Method
210(1)
11.3 The phenomenon of design
211(1)
11.3.1 Design management
212(1)
11.3.2 From theory to case study
213(1)
11.4 Case study: construction of a high school
214(1)
11.4.1 Background and contracting
214(1)
11.4.2 Complexity
215(1)
11.4.3 Social environment and commercial interests
216(1)
11.4.4 Design and production demands
217(1)
11.4.5 Interdependencies and contingency
217(2)
11.4.6 Problematic and deficient coordination
219(2)
11.4.7 Lessons learnt from the case study
221(1)
11.5 The artefact: management model for interdependencies in detailed design
222(4)
11.5.1 Rigid time schedules
223(1)
11.5.2 Self-organised teams
223(3)
11.5.3 Problem relevance
226(1)
11.6 Conclusion
226(4)
References
227(3)
12 Lean as an appropriate approach for managing production in refurbishment projects
230(1)
Sergio Kemmer
Lauri Koskela
12.1 Introduction
230(2)
12.2 Typical approaches to construction management in refurbishments
232(2)
12.2.1 Why docs the traditional construc tion management approach fail?
234(2)
12.3 Towards an appropriate construction management approach in refurbishment projects
236(1)
12.3.1 Refurbishments as complex projects
236(3)
12.3.2 Managing complex and uncertain projects
239(2)
12.4 Theory of production in construction
241(6)
12.4.1 Why is a theory of production necessary?
241(1)
12.4.2 TFV theory of production
242(1)
12.4.3 Lean Construction approach to refurbishment projects
243(4)
12.4.4 Discussion
247(1)
12.5 Conclusions
247(6)
References
248(5)
13 Extended roles of construction supply chain management for improved logistics and environmental performance
253(1)
Ruben Vrijhokk
13.1 Introduction
253(1)
13.2 Characteristics and problems of construction supply chains
254(2)
13.3 Reviewing supply chain management literature
256(1)
13.3.1 Origin and relevance of supply chain management
256(1)
13.3.2 Basic roles of construction supply chain management
256(1)
13.4 Role of logistics in CSCM and impact on environmental performance
257(1)
13.4.1 Consolidated logistics for improved logistics performance
258(2)
13.4.2 Urban logistics aimed at improved environmental impact
260(1)
13.5 Four factors of influence on construction logistics performance
261(3)
13.5.1 Logistics management: decoupling and consolidation
262(1)
13.5.2 Information management: integrated planning and delivery
263(1)
13.5.3 Preassembly: off-site preparation and materials kitting
263(1)
13.5.4 Procurement: MEAT tender and strategic purchasing
263(1)
13.6 Empirical research on advancing construction logistics
264(2)
13.6.1 Ethnographic participatory action research approach
264(1)
13.6.2 Case selection
265(1)
13.6.3 Case study organisation and data collection
266(1)
13.7 Case descriptions and analysis
266(4)
13.7.1 KPI framework
266(1)
13.7.2 Case study project A
266(1)
13.7.3 Case study project B
267(1)
13.7.4 Case study project C
268(1)
13.7.5 Case study project D
268(1)
13.7.6 Cross case analysis
268(2)
13.8 Discussion: extending the roles of construction supply chain management
270(2)
13.8.1 Extending role 1: improving the interlace between the sue and the supply chain
270(1)
13.8.2 Extending role 2: improving the efficiency of the suppl chain
271(1)
13.8.3 Extending role 3: transferring activities from the site to tne supply chain
271(1)
13.8.4 Extending role 4: integration of the site and the supply chain
271(1)
13.9 Conclusion
272(4)
References
273(3)
14 Location-based management system now and in the future
276(1)
Olli Seppanen
14.1 Introduction
276(2)
14.2 A short history of location-based planning
278(1)
14.3 Location-based planning system
279(1)
14.3.1 Location breakdown structure
279(1)
14.3.2 Tasks, location-based quantities and duration calculation
280(1)
14.3.3 Flowline visualisation
281(1)
14.3.4 Layered CPM logic in location-based schedules
282(1)
14.3.4.1 Layer 1: external logic relationships between activities within locations
282(1)
14.3.4.2 Layer 2: external logical relationships driven by different hierarchy levels
283(1)
14.3.4.3 Layer 3: internal dependency logic between locations within tasks
283(1)
14.3.4.4 Layer 4: additional location-based links
283(1)
14.3.4.5 Layer 5: standard CPM links between any tasks and different locations
283(1)
14.3.5 Differences between LBMS algorithm and CPM algorithm
283(1)
14.3.6 Risk management and buffers
284(2)
14.3.7 Schedule optimisation using location-based planning techniques
286(3)
14.4 Location-based controlling system
289(5)
14.4.1 Location-based status monitoring
289(1)
14.4.2 Forecasting and alarms
290(1)
14.4.3 Planning control actions
291(1)
14.4.4 Cascading delays in construction
291(1)
14.4.5 Empirical results of location-based control
291(3)
14.5 Location-based controlling process based on the combination of LBMS and LPS
294(1)
14.6 Limitations and implementation issues
295(1)
14.7 Future research directions
296(1)
14.8 Conclusion
297(4)
References
298(3)
15 Relating construction production design and planning activities with location-based scheduling techniques
301(1)
Clarissa Biotto
Mike Kagioglou
15.1 Introduction
301(1)
15.2 Research method
302(1)
15.3 Production System Design (PSD)
303(1)
15.4 Phase Scheduling (PS)
304(1)
15.5 Work Structuring (WS)
304(2)
15.6 Comparison among the different production system design activities
306(1)
15.6.1 Focus of the production system design
306(1)
15.6.2 Collaboration for decision-making
306(1)
15.6.3 Project stage
306(1)
15.6.4 Output for the production planning and control
306(1)
15.7 location-based Scheduling (LBS) techniques
307(11)
15.7.1 Line of Balance (LOB)
309(1)
15.7.1.1 Visual representation
310(1)
15.7.1.2 Network method and pace representation
310(1)
15.7.1.3 Use of buffers and balancing
310(2)
15.7.1.4 Con text of use in Dan Construction
312(1)
15.7.2 Flowline(FL)
312(1)
15.7.2.1 Visual representation
312(1)
15.7.2.2 Network method and pace representation
313(1)
15.7.2.3 Use of buffers and balancing
313(1)
15.7.2.4 Context of use in Lean Construction
313(1)
15.7.3 Takt-Time Planning (FTP)
313(1)
15.7.3.1 Visual representation
314(1)
15.7.3.2 Network method and pace representation
314(1)
15.7.3.3 Use of buffers and balancing
314(1)
15.7.3.4 Context of use in Lean Construction projects
315(1)
15.7.4 Comparison among location-based scheduling techniques
315(3)
15.8 Crossed comparison between production system design activities and location-based scheduling techniques
318(1)
15.9 Conclusion
319(6)
References
320(5)
16 The Last Planner® System as an approach for coping with the complexity of construction projects
325(1)
Tarcisio Abreu Saurin
John Rooke
16.1 Introduction
325(1)
16.2 What is complexity?
326(1)
16.3 Complexity thinking in Lean Construction
327(1)
16.4 Attributes of complexity in construction
328(1)
16.5 Guidelines for coping with complexity
329(3)
16.6 The complexity guidelines and the Last Planner®
332(3)
16.6.1 Encourage diversity of perspectives when making decisions
332(1)
16.6.2 Monitor unintended consequences of improvements and small changes
332(1)
16.6.3 Design slack
333(1)
16.6.4 Monitor and understand the gap between work-as-imagined and work-as-done
333(1)
16.6.5 Give visibility to processes and outcomes
334(1)
16.6.6 Create an environment that supports resilienc e
334(1)
16.7 Conclusions
335(6)
References
337(4)
17 Framework to manage project structural complexity: representation of the Lean Project Delivery System using a Multi-Domain-MatrLx
341(1)
Audrey Bascoul
Iris D. Tommelein
Stanislaus Tuholski
17.1 Timeline
341(1)
17.2 Introduction
341(1)
17.3 Complexity in the Lean Construction literature
342(1)
17.4 Research method
343(1)
17.5 LPDS-MDM framework
344(3)
17.6 Case study
347(1)
17.6.1 Project overview
347(1)
17.6.2 Challenges in facility plant upgrades
347(3)
17.6.3 Project timeline
350(1)
17.6.4 Problem encountered
351(2)
17.6.5 Recommended approach
353(1)
17.7 Discussion
353(4)
17.8 Conclusion
357(4)
References
358(3)
18 Uncertainty management: a development area for Lean Construction
361(1)
Olejonny Klakegg
Olav Torp
Bo Terje Kalsaas
Trond Bølviken
Gøril Hannas
18.1 Introduction
361(1)
18.2 Conceptual framework for uncertainty management in construction projects
362(5)
18.3 Uncertainty in the different stages of construction projects
367(4)
18.3.1 The initial phase
367(1)
18.3.2 Project and production planning
368(1)
18.3.3 Uncertainty management during execution
369(1)
18.3.4 Uncertainty management at different management levels
370(1)
18.4 Current status in uncertainly management
371(8)
18.4.1 Analytical processes
372(2)
18.4.2 Analytical tools for uncertainty and risk management
374(3)
18.4.3 Strategies for handling/managing uncertainty
377(1)
18.4.4 Monitoring and managing a project's uncertainty
377(2)
18.5 Integrating uncertainty management and the Last Planner System
379(4)
18.6 Conclusion: learn from his ton grasp the opportunities
383(4)
References
383(4)
19 The evolution of Lean Construction education at US-based universities
387(1)
Zofia K. Rybkowski
Lincoln H. Forbes
Cynthia C. Y. Tsao
19.1 Introduction: the context of Lean education
387(6)
19.1.1 The need for Lean: setting the stage
393(2)
19.1.2 University-based Lean education
395(6)
19.1.3 The US academic Lean knowledge engine
401(1)
19.2 Academic course frameworks
402(2)
19.2.1 Serious games and simulations
403(1)
19.3 Seed for research on Ixan education
404(1)
19.4 Conclusion
404(4)
References
405(3)
20 Challenges and opportunities for early project collaboration
408(1)
Danilo Gomes
Patricia Tzortzopoulos
20.1 Introduction
408(1)
20.2 Early project collaboration: significance and challenges
408(2)
20.3 Collaboration in the context of the TFV theory
410(1)
20.4 Collaboration in Lean Construction
411(1)
20.4.1 Collaborative contracts
411(1)
20.4.2 Collaborative systems
412(1)
20.4.3 Collaborative approaches
413(1)
20.5 Different interpretations of collaboration
414(3)
20.5.1 Collaborative contracts: collaboration as the project organisation
414(1)
20.5.2 Collaborative systems: collaboration as a project mechanism
414(2)
20.5.3 Collaborative approaches: collaboration as socio-constructive interaction
416(1)
20.6 Discussion
417(4)
20.7 Final thoughts
421(5)
References
422(4)
Index 426
Patricia Tzortzopoulos is Professor of Integrated Design, Associate Dean for Research and Enterprise and Director of the Innovative Design Lab research centre at the School of Art, Design and Architecture, University of Huddersfield. She has developed a number of research projects examining the design process, including front-end design issues, requirements capture and management, evidence-based design, participatory design approaches, Building Information Modelling in the retrofit of existing social housing, adoption of code checking in healthcare design, among others. Patricia is an associate editor of the Brazilian Journal Ambiente Construido, and has been an active member of the International Group for Lean Construction since 1998.

Mike Kagioglou is Professor of Process Management and Dean of Art, Design and Architecture at the University of Huddersfield since 2013. Mike's career spans Engineering, Manufacturing, Creativity, Design, Architecture and the Built Environment, engaged in inter and multidisciplinary research at a global level. He was an Academic Director for the £11 million Engineering and Physical Sciences Research Council (EPSRC) funded interdisciplinary Innovative Manufacturing Research Centre (IMRC) in Health and Care Infrastructures Research and Innovation Centre (HaCIRIC) and was previously the Director of the £8 million EPSRC Salford Centre for Research and Innovation (SCRI) in the built and human environment. Mike has published more than 200 academic referred papers, many industrial reports and two books.

Lauri Koskela is Professor of Construction and Project Management at the University of Huddersfield. Since 1991, Lauri has been involved in research on Lean Construction. His research has focused especially on the theories of production management as well as project management, underlying Lean Construction. Lauri is a founding and continuously active member of the International Group for Lean Construction (IGLC). He was Director and Trustee at Lean Construction Institute UK in 2010 to 2019. In recent years, he has also focused on the theory of design, and has actively participated in workshops and conferences organised by the Design Society in relation to this theme.
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