Lean construction workshop 1993:

Date: August 11 - 13, 1993
Location: Technical Research Centre of Finland (VTT), Espoo, Finland
Workshop Co-ordinator: Lauri Koskela

MODELING WASTE AND PERFORMANCE IN CONSTRUCTION
Luis F. Alarcón C.
Universidad Católica de Chile, Escuela de Ingeniería, Departamento de Ingeniería y Gestión de la Construcción, Casilla 306, Correo 22, Santiago, Chile. Fax : 011-562-5524054.

The introduction of new production philosophies in construction requires new measures of performance. Traditional models offer only a limited
set of measures. However, it is possible to use old concepts in implementing new approaches to construction performance improvement. In
this paper, several models are briefly reviewed and examples are given on how a traditional model and a new model can be used to predict and
measure performance at the site and project level. At the site level, an example is shown on how work sampling techniques are applied to
measure different waste categories in construction. At the project level, a model to evaluate the effect of management strategies on a
flexible set of performance elements is introduced.

LEAN CONSTRUCTION AND EPC PERFORMANCE IMPROVEMENT

GLENN BALLARD

The conversion process model encourages suboptimization. One notorious example results from an owner insisting on keeping design costs below a certain percentage of total installed cost. A second example is the harmful practice of buying on price tag rather than cost to use, a practice much derided by Deming. A third example is the practice of controlling manpower quantities as a sole or primary means for achieving schedule.

The mismanagement encouraged by the conversion model clearly can infect any or all of the phases and functions involved in a construction project; the design phase, the procurement phase, and the construction phase proper. This paper explores the consequences for performance improvement strategies of displacing the conversion model with lean construction concepts and principles.

LEAN PRODUCTION AS A PURPOSE FOR COMPUTER INTEGRATED CONSTRUCTION

Martin Betts, Department of Surveying, University of Salford, Salford, M5 4WT, UK.

Technological innovation can occur through either a technology-push or strategy-pull process. These are quite distinct innovation models that have important influences on how innovation is managed. Few have addressed what these different models mean to construction innovation and with regard to strategy-pull forces, we have little understanding of what the different strategic forces are. The issue of strategy-pull is becoming increasingly complex in process and manufacturing industries generally, and in construction particularly. We are clearly moving away from the concepts of using technology solely for automation. The dynamic nature of construction, the volatile economic circumstances we face and the inflow of new ideas of production management that are increasingly divergent from mainstream construction management philosophies, give rise to a climate ripe for innovation and a paradigm shift. This paper will explore a specific example of this general phenomenon by examining the consequences of a new production philosophy to CIC. It will place this new philosophy in the context of other strategy-pull forces and developments and discuss their combined effect on the way that innovation in CIC is and should be taking place.

In doing so, the paper raises the issue of a definition of CIC and the extent to which integration is an intrinsic goal of benefit to construction organisations. The case is made for integration to be motivated by the specific improvement needs of the construction process as part of the business strategies of the participating firms.

Lean production in construction

Lauri Koskela

VTT Building Technology, Finland.

In manufacturing, great gains in performance have been realized by a new production philosophy, which leads to "lean production". This new production philosophy is a generalization of such partial approaches as JIT, TQM, time-based competition, and concurrent engineering. In construction, lean production is little known. The concepts, principles and methods of lean production are reviewed, and their applicability in construction is analyzed. The implications of lean production to construction practice and research are considered.

New tools for lean construction

Kari Tanskanen, Ph.D

Tutu Wegelius, M.Sc (eng)

Hannu Nyman, B.Sc

Helsinki University of Technology

Otakaari 1

SF-02150 Espoo

Finland

In this paper we first review some of the major principles of lean manufacturing. We also discuss the situation of construction business from the lean manufacturing viewpoint. Then we define the most important requirements for tools that support lean manufacturing principles. By tools we mean both manual and computerized methods for reengineering, planning and controlling business processes. Finally, we describe two tools that are designed to support lean construction. The first one is a methodology for measuring the effectiveness of information and material flows in designer-vendor-construction site chains. The second one is a computerized tool for planning and controlling material deliveries of lean construction site.

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