| Production control in design and engineering has followed the prevailing
model of project control, relying on ever more detailed budgets and schedules
in the planning phase, and using a control philosophy more akin to accounting
than to causing the future to conform to plan. Both detailed upfront planning
and deviation-seeking control are as inappropriate and ineffective in design
as in construction. This deficiency becomes glaringly apparent when the
delivery model is concurrent engineering, with its drive for simultaneous
design of product and process as well as the early involvement of downstream
players. The paper offers a conceptual framework and case study findings
in support of the Last Planner production control methodology, developed
as part of the application of lean production concepts and techniques to
the AEC industry and its capital projects. A strategy is proposed for improving
design performance based on this production control methodology. Design
performance is to be measured in terms of generating value for the project
stakeholders. |
