Lean Construction de Teoria a La Practica

Baku, Azerbaijan | 129

INTERNATIONAL JOURNAL of ACADEMIC RESEARCH Vol. 7. No. 1. January, 2015

Library of Congress Classification: HD72-88, HD58.7-58.95

LEAN CONSTRUCTION: FROM THEORY TO PRACTICE

Iqbal Shakeri1, Khashayar Asadi Boroujeni2*, Homan Hassani3

1Faculty Member, 2M.S at Amirkabir University of Technology (Polytechnic) (IRAN) 3M.S at Technical University of Malaysia, (UiTM) (MALAYSIA)

Corresponding Author: [email protected]

DOI: 10.7813/2075-4124.2015/7-1/B.22

Received: 13.08.2014 Accepted: 28.11.2014

ABSTRACT This paper aims to compare the techniques of lean manufacturing and lean construction. Despite the obvious differences

between lean production and lean construction, many of their techniques are closely linked and they have the ability to interact with each other. However, several different manufacturing plants and construction workshops reality has caused the lean manufacturing theory not to be fully modeled in the construction industry. The huge amount of impact of the new tools and techniques of Lean Manufacturing Industry In the process of construction projects have caused the increasing interest of those involved in the industry. Moreover, in this paper the results of investigations carried out on a construction project com-patible with several lean construction techniques are presented. In the researches, every technique was evaluated based on the impact on the project and ultimately a lean assessment tool to measure the efficiency of the implementation of Lean techniques, was proposed. This assessment tool evaluates six important lean construction techniques. These techniques include ultimate planners, increase in visual capacity, regular meetings, studies of the first run, 5S and infallible quality. This paper provides a simple, yet comprehensive approach, which can be used in all construction projects.

Keywords: Lean Manufacturing, Modern Construction Technologies, Construction Management 1. INTRODUCTION Construction industry and manufacturing industry bear major differences with each other in term of the physical proper-

ties of the final product. In manufacturing industry, the final product is generally portable and reaches distributors or final consumers. But in construction industry, the ultimate aim is to create a production large units, which is not portable. In additi-on, the construction industry has three other characteristics that distinguish it from the manufacturing industry: production at workshop, producing unique and complex [1] [2] [3] These properties will be ensuing uncertainty associated with construc-tion. In manufacturing industry, the uncertainty can be decreased only through increasing quality control of the process of production and as a result of creating a constant and continuous state, it would be possible to reach better performan-ce.However, in construction projects, the uncertainty of many of climate, soil and geological conditions, potential changes by the employer and the interaction between several different operations during the project, can create a situation that is unique which, just like planned activities of the project period, are critical and would leave fundamental effects on the project will cost.

Production Process vs. Construction Process In the long term, creating added value by raising the profitability of the investment is among the objectives of both the

manufacturing industry and construction. Because of the differences between the two industries, achieving this goal is accomplished by using different tools. In the manufacturing industry, the lifetime of the product on the market is long enough to allow sufficient time for education and research on products, while the time for the construction industry is relatively short. The lack of research investment in the construction industry are the reasons for not being able to use capacity of the industry fully in the process and the technology to create innovation and therefore the competitiveness of the industry in domestic and foreign markets is in peril [4]. Moreover, the manufacturing industry planning is very much under the influence of the improvement of production capacity considering the balance between the reduction of efficiency in machines and the movement forward, while in production industry the tools and machines are purchasable and rentable and contractors do all their efforts in order to reduce the cost of ownership and maintenance apply.

In manufacturing industry, the domain of production operation is fully defined from the outset and all the issues that have been produced or purchased are fixed in accordance with the original plan. In addition, the labor force in the manufacturing industry enjoys high job security of a steady salary and benefits. In contrast, the construction industry is very flexible in procedures, and is in accordance with the resource and the estimated cost of the project. The salary and benefits are subject to the terms of the hiring company and the abilities and skills of the work force. Although workers in the construction industry are responsible for different activities, they benefit from very low job security.

In the manufacturing industry, quality control is possible only through the control of production activities. Typical controls include: avoiding the production of defective item, check and if necessary intervene in the production cycle. All these controls are done in order to prevent repetitive tasks. In contrast, in the construction industry, quality control checks will be confirmed in the final product [5]. In the beginning, all the details and implementation plans, quality standards determine the quality standards of the project and employers and contractors attempts during the project are only restricted to the construction process and control safety issues, environmental rules, and the laws governing the work. Repetitive tasks and activities are among some of the common problems in the construction process as the only purpose in the process of producing a final product is planned.

130 | PART B. SOCIAL SCIENCES AND HUMANITIES


A chain of activities in manufacturing industry is result of preplanned priorities in the production design stage which is rarely subject to change. On the other hand, in construction industry, due to the vast process of manufacture, chain of activities are changeable even in an unpredictable way and they are subject to change and decisions made by the employer and the main contractor of the project [6].

Lean Philosophy Japanese manufacturing techniques are used as a benchmark for producers [7] [8] for over four decades. After studies

carried out by IMPV (The international Motor Vehicle) Japanese techniques as a new production system were called Lean manufacturing [9] [10]. Application of these techniques are not only in production but can also lean service activities [11].Thus, using lean concepts in the construction industry due to having both productive character of the service is possible [12]. Lean concepts include several production systems that all have a common principle such as: waste reduction, flexibility, punctuality, value effective communication, continuous improvement and maintaining the quality from the beginning.

Lean Manufacturing has changed the project management in general [1]. International Group of Lean Construction (IGLC) has carried out extensive research in order to implement Lean Manufacturing techniques and has suggested some tools to carry out operational planning, review, and continuous improvement which have changed the management direction of the construction projects [1].

It is obvious that both lean manufacturing and lean construction guarantee higher performance by combining technical and human elements [13]. Despite all these generalization of the Lean Manufacturing techniques to Lean construction is still a challenge [14].

Lean Manufacturing Techniques What happens in lean manufacturing is the application of labor force potentialities combined with the organizational

capabilities of the workforce with the aim of obtaining higher yields in return for fewer resources [15]. Lean manufacturing aims are reachable by adopting lean principles such as: the current value, the current value (eliminating waste), the constant pursuit of improving production [16] Japanese manufacturers, especially Toyota, have designed techniques to ensure that the operation to the principles, and are known as the Toyota Production System (TPS) [17]. The system uses different methods to achieve goals such as reduced costs, ensure quality and customer satisfaction in order to enable sustainable growth [18] [19]. The four pillars of TPS include punctuality, self-management, workforce flexibility and creative thinking [18].

The concept of punctuality induces worthless Warehousing and sees it as a useless process. That is why waste production units should be employed only when needed. There are three methods for the punctuality.1. Kanban (in Japanese check card) means to reduce storage warehousing using a production process based on previous requests filed by the card or a portfolio of Commerce or a digital requests. [20].2 Manufacture level control scheme which guarantees the surge in demand generated by production volume through the right choice [21].3.Reduction of binding setup process that decreases the number of activities when the factory does not work [22].

Self-management, as an alternative to traditional quality control, is the perfect solution to prevent faults which in its first layer by a Applied Management Systems, would promote the quality and financial management of the company [23]. The quality is attributed of all activities of the organization including the design, supply and manufacturing refers. The second layer, self-control (automatic), prevents the placement of defective parts and the equipment eye inspection process (Poka-yoke) supports this level of control, which is very different form the traditional self-control, where there are no direct involvement in the process [24].

Having access to a flexible workforce makes it possible for companies to suit the fluctuating demand for the products, with their number of labor forceto do this there are two methods: versatile design and performance standards. With the flexible alignment method for machines the situation would be possible for changing workers situation and adjust production line workers proportional to the number of workers and it is only through the exact definition of works that the workers would be able to work on several machines in a reliable way. Also planned preventative maintenance system performance for machines should be done.

All these techniques are based on the capabilities of the human resources capacity.They are: 1.Creative Thinking 2 Problem Solving Skills 3:Teamwork Ability Staffing component which consists of these three capabilities would change the lean manufacturing into a dynamic

system that is always seeking to achieve higher performance. Toyota presently uses TVAL (review the assembly line) to ensure a balance between value-added and job satisfaction of workers [25].

Moving from Lean Manufacturing to Lean Construction: Ballard [26] divides Lean Project Delivery System into four interconnected phases: 1.project definition 2. Lean design 3.

Supply of Lean 4. Lean assembly. He focused his research on the fourth phase of assembly which starts with resources de-livered to site and ends with the delivery of the project. Lean assembly is especially of great significance to general Cont-ractors (GC) who develop human resources and technical infrastructure. In the definition of techniques, usually subjective and creative methods are followed. In the very first step, the theories are shaped and tested through trial and error so that they get applicable at companies. In Lean manufacture, techniques are related to each other determined by the Action [27, 28]. Accordingly, Dos Santos [29] has integrated innovative ways with a theoretical framework of Lean Manufacturing. We will now go on to talk about the transition of Lean manufacturing techniques to lean construction:

1.The variability of production: In lean manufacturing, the effects of flow variability (from order to delivery) can be observed at supply level. Supply level, which is possible through supply chain optimization with the least amount of resources, makes the fluctuations of demand manageable, when the production volumes and sources reduce, then with little fluctuation in demand and production volumes, allocated resources will be manageable. Among techniques related to level of



production are planned Production chain, the standard operation of a flexible, multi-purpose design, layout and overall preventative maintenance.

The variability of construction industry will be significantly influential onlean construction because delays in the completion of an activity can affect the completion time of the project. Final planners technique is a technique that, in a time frame, can support the achievements of designed plans [26]. Final planners are those whom we can count on for a unique practical level. The ultimate planner begins with reversed-phase scheduling (RPS) for example; a project plan with details of relationships between activities in one phase would be specified [30]. Program of a few weeks ahead in the method of sche-dule by reverse phase, determines the activities that must be completed during the next few weeks. Every planner, for controlling the flow of work, provides weekly work programs, and if the tasks are not done on time and according to the plans, the planners must determine the cause of the delay and provide the operational plan to prevent recurrence of the problem.

2.Variability of processes: jikoda) (Autorotation Means Immediate action should be to carried out to prevent the failure from entering processes. In Lean production, visual inspection, gives the autonomy staff the internal autonomy that upon detection of a faulty component, stop the manufacturing processes to eliminate troubleshooting the cause. poka-yoke) (Fail safe are the tools that automatically stop errors to enter the next processes [24]., Since the detection of defects prior to installation and assembly work is difficult and complex, the quality of traditional construction, while focusing on the implementation of Lean Manufacturing focus To avoid Attention deficiencies And measures are perfect or infallible the workshops are designed to ensure the achievement of acceptable levels of quality in all tasks.

3. Transparency; in lean production, any source that does not contribute to better performance gain can be considered to be deleted. A technique 5s is one method that is used in this case and consists of five stages, 1. Sort (seiri) 2. Straighten (Seition) 3. Standardize (Seizo) 4. Shine (Seiketsu) 5. Sustain (Shisuke)

In Construction, 5S provides the possibility of having a transparent workshop in a way that it would be possible to use materials efficiently between the warehouse and the location of the workshop[31]. If a process is observable, inspect able and transparent from start to finish, the control process can be facilitated and thus improve, while clarifying the nature of the process ensures the fair benefit of individuals involved in the process.

4. Continuous improvement; to achieve continuous improvement (Kaizen) there is not just a special and unique technique, but actually fixing problems and bugs is possible using synchronous manner and also a creative attitude, which would cause continuous improvement.

On the basis of purposes and policy set forth, during the daily team meetings, the workers would bring all their teachings to improve the quality of activities [32]. At the end of each month, new goals are set [33]. Revision and redesign of critical activities are performed by use of the first studies done [34]. PDCA cycle (including Act Check Do Plan) (the projection action review and revision) for the first run of the application of H Eyes matters. In the planning, design methodology is done; we examine all the project stages and the steps necessary to eliminate the crossover show. Then, in the performance stage, the ready design would be performed for the first run of the show. In review stage, what is achieved in practice is described and measured, and finally at the stage of action and review, in a meeting with a team member approaches developed as a standard binding are communicated. To ensure the continuous improvement process, all the abilities of members should be used in the best way possible, in order to increase individual and group cooperation [35].

A Case Study and its Findings: The main objective of this case study has been the application and evaluation of various techniques of Lean

Construction by a general contractor in the city of Isfahan. This company is looking for manpower training and organizing all of technical training within the construction techniques. With the approval of the company's management, six techniques of implementation and construction were evaluated, including the following points:

1. Final Planners (Last Planner) 2. Enhanced visual capabilities (Increased Visualization) 3. Community meetings and team (Huddle Meeting) 4. Studies first run (First run studies) 5. 5S techniques 6. Perfect quality or infallible (Fail -safe quality) Over a six month period, the research team evaluated the application of these techniques in a parking lot project. Based

on results and feedback collected from all participants, while providing an overall assessment, usefulsuggestions for future projects were proposed. In this process, two members of the project, became the target group of the study, one project manager and contractors and other Site manager, executive team and employees.

Last Planners One of popular techniques in Lean Construction is the Last Planners. Purpose of the techniques is to create continuity in

work flow and recue changes in project. Philosophy of the techniques is based on the "working what we have to do " instead of "defining more amount of activities In fact, using performance group assessment, this technique, has replace real planning with improved planning and thus has turned pressure planning into elastic planning. This is equivalentto Kanban" and "Homogeneous of Mixture of Products in lean manufacturing.

(RPS): All minor contractors are encouraged to install their activity schedule on a wall, so that they would be able to witness the effect of their planning on the completion time of each phase of the project. After several weeks, in order to calculate the duration of activities, Instead of referring to the original schedule of the project, the planners were more willing to use their inverted phase timing.

Schedule of 6 Week Ahead: Since the project manager has been less familiar with this type of schedule, the research teamprovided the first schedule. After being touched by the fact that the timing of the project manager has the ability to provide updated picture of project activities that must be completed, he started to prepare it regularly. Project manager limits the analysis to focus on the most Issues relating to materials placed as shown in Figure 1.



Fig. 1. Limits and Variances by Category

Analysis of Variance: The variance in the beginning of the project cost was the only performance index. Thus, defining

variance of necessary measures of the project as a performance indicator was very difficult. When the task was not completed on time project manager would consider an immediate reason for it such as the weather conditions, or he would reprogram the project, but within the project and the end of the study, project manager as able to arrange performance programs with a diagnosis of root of the variance to avoid this delay.

Tables of Progress: The study team provided charts of the progress of t work completed (PPC) at two levels: project and component contractors.The component contractors were very interested in the weekly values of PPC. Thus they tried to improve the quality of their work. During the study, project staff provided tables of PPC and put them on the bulletin board project.

Increasing Visual Capacity This technique is useful in the area of performance and is inclined toward control and continuous improvement of the

process. In this technique, the workers capacities would increase by the use of simple and visual tools. (Commitment charts): In a meeting attended by all personnel, managing director of the company pointed to the

safety of the company and the personnel were ordered to cite examples of how the principles of safety routines are applied in their project. At the end of the meeting, a statement of safety commitment was signed by all employees and all the groups involved in the project were informed through project bulletin board.

(Mobile signs): Project personnel presented their information and opinions about the team design of safety signs. After the poll, moving signs were designed and sent to different areas of the workshop. This marks the cosmetic coloration most interesting and attractive design that attracted the attention of everyone on the project.

Project Milestone: At baseline, the staff is normally not informed of the date of completion of the various phases of project and activities. After designing signs, dates of completion of various phases of the project were built in floor to floor project. At the end of the project, most of the staff stated that the effect of the change have been felt as they got more engaged in the project.

Regular Meetings Foremen meetings during this research project, informal meetings of the foremen became weekly meetings agenda. Daily regular meetings, the personnel of the project would meet in short meetings of five to ten minutes at the

beginning of the day when they would review what would be done in the same day. Studies of the First Performance Planning: Through data obtained by the foreman, site supervisor and project manager, two field goal of the research

were planned: To install wall shield and mounting accessories. Bumpers were selected because they were costly and fittings were chosen because of their diversity.

Performance: In this phase of the study, activities were documented by film and productivity studies. Inspection: In a meeting with project manager and foreman and the workers, the performed activity would be

inspected. In the current research project, the research team supervised these meetings in order to find educational and improvement opportunities.

Action and review: Based on the suggestions and results in the meetings, activities were reviewed by support of the workers and foremen.

5sThis is a method related to the physical environment of the workshop, in order to reach a disciplined work place

and increase the transparency of the project with aim of management, control and improve of the activities and processes; these activities include:

Isolation: The first step is to separate the material with code identification and placement of materials and tools in

place close to the location of the activity. Ordering the next step is accumulation of materials and tools in the tool box in an ordered way.



Standardization in this design phase of each activity in the workshop with key information such as the material being produced.

Cleanup: Next steps include keeping the shop clean. Culture: In this stage, the final stage of 5s workers should continue to be strong all the time and repeat the previous

four stages. Infallible Quality This technique was designed with a pretentious nature and on the basis of this aim to pretend faults through designation

of potential destructions instead of inspection and quality control. It is obvious that preventing the damage is much easier and less costly than reform.

Evaluation of Quality: The quality of all assessments was performed at the beginning of the project. Security Inspection; the safety of workshops were provided using a safety design, for example; the list of risks by

each workers was prepared and in the course of the project, probable risks were inspected. Lean assessment tools for construction projects This assessment tool is to evaluate the implementation of Lean techniques. A similar assessment tools is used in Lean

manufacturing[36] this tool corresponds Lean Construction projects. The Check list is shown in Table 1. Each instrument by an attribute on a scale of 1 to 6, is rated as the words are: none, very low, low, medium, high, very high.

Measure was considered during the project's three phases. The first measurement is the initial phase of the project and will be determined during the first week of the study. The second measure was the target value of each option and the third measure, was the last stage. Conversion attribution of points on a scale of 0 to 10, the mean score was calculated.

1. Last planners with greater emphasis on the changes can be used for future projects. "The ultimate planners' is

group of task planning executive team in all stages of the project, from design to improvement activities. Cont-rol of implementation of the project are also among the duties of "planners.

2. Techniques to enhance the visual capabilities as well, are not only about safety issues, but also about the quality and service shop. For example, the following issues could be installed to inform the public:

Time table including the order of activity, phase place and category, completion date, aim demonstration in the table in order to compare it with PPC, project development table and the last status of the project including development percentage, assessment announcement such as good or bad for each activity for the suitable understanding of the workers

Guide bulletins for workshop paths and places Existing tool or material statistics Operational status (active or non-active) equipment such as elevators Safety statements Weather forecast 3. Techniques of regular meetings also with slight variations, eg in time, frequency of meetings (2 or 3 times a week)

as well as in smaller groups (less than 10) gives a better result. Establishment of two way communication between foremen and workers is a key to success of this technique. Regular daily meetings are more similar to lean manufacture than other lean constructions techniques. Issues that may impede correct use of this technique include reduced number of meetings or monotonous meetings. To prevent such pitfalls, we can assess the meetings randomly and collect the suggestions made by participants..

4. Research techniques of first performance,needs the changes before applying for future. Project manager shall supervise the implementation of project management and leadership and their activity in a framework to be documented and the revised monthly. This technique is based on the cycle (Plan, Do, Check, Act) PDCA design and in fact is a group method for using group members experiences and makes them compatible with the specific situations of every single project in order to increase the profitability. On the basis of findings, practical experiences have shown that using this method without additional investment, increased profitability from 53% to 62%.

5. Techniques 5s It must be an intermittent process. A notification of a disciplinary action is required. Results using this technique include increased safety, productivity, quality, time machines, cleanliness, staff morale, teamwork, continuous improvement and reduce boot time and runtime workspace requirements. Moreover, using this technique would help the identification of products and their place and the increase in their availability. It will also cause decrease in time wastes. Effective performance of this technique requires a culture of discipline in all levels, so the applications of encouragement and punishing policies would be of great help.

6. Infallible Quality. Was used with the aim of making the process error interminable, meaning that in the best status, individuals and even workers are not able to commit any error even intentionally. As such, this technique pays particular attention to two main factors; people and equipment, planning methods for each factor which would make the process infallible.. In lean thinking, workers capacities and commitments are so much developed that a large part of controls are done by the worker and in the course of performance. Intellectual infrastructure of lean thinking approach is a humanistic approach in human relationships and tools. Lean self control frees the operator from the government of tools and makes it possible for him to concentrate on issues which would increase skills and judgment potentiality. Using this technique, in addition to quality, can also increase safety. This technique requires the use of measures such as quality sources [37] and the percentage of safe work [38], which is part of the workers assess the performance of contractors. The combination of training and support is necessary to increase the general contractor for the project teams more efficient wherea lean construction technique is obvious.



The Baseline Case Study (Elementary) Benchmark 1 2 3 4 5 Items Ways to encourage Quality Information Community

Relationship The Tools Description Rating

Scheduling Phase Reverse (RPS)

Low (4) Low (4) Very Low (2) Medium (6) None (0) Planners were not familiar with reversed-phase planned

2.3

Schedule 6 Week Ahead Low (4) Low (4) Very Low (2) Medium (6) None (0)

The project manager was not familiar with Schedule 6 Week Ahead

2.3

Agenda Overview Low (4) Low (4) Very Low (2) Medium (6) None (0)

Weekly meetings are informal and just browse jobs Future held was

2.3

Causes of Variance Low (4) Low (4) None (0) Medium (6) None (0)

Without the inclusion of variance, as the costs of Performance was considered

2.8

Drsdpyshrft Chart Project Low (4) Low (4) Very Low (2) Medium (6) None (0)

Such a diagram on the board was not installed 2.3

Average rating 1.3 After the study phase (current) Benchmark 1 2 3 4 5 Items Encourage practices Quality Information Community

Communication tools Description Rating

Scheduling Phase Reverse (RPS)

Too many (10) Large (8) Medium (6) Large (8) Medium (6)

Although the timing of the reversal phase, covering all project phases It was not, however, project planners to estimate the real-time Referred to

7.6

Schedule 6 Week Ahead Large (8) Large (8) Large (8) Large (8) Medium (6)

Director of the project on a regular basis to provide the timing Limitations in the materials were summarized

7.6

Agenda Overview Large (8) Large (8) Large (8) Too many (10) Medium (6)

Planners, business plans next week to prepare, and for Estimated time to complete the activities at the site to prevent If one were to raise it with the La S Faff

0.8

Causes of Variance Medium (6) Medium (6) Medium (6) Low (4) Medium (6)

Project manager of the project examined the causes Yet the variance is sought.

6.5

Diagram of project progress Large (8) Large (8) Medium (6) Large (8) Medium (6)

Employees progress chart of the project were provided

2.7

Average rating 2.7

Fig. 2. Structure of Lean Assessment



Fig. 3. Lean Assessment Tool (Spider Diagram)

2. CONCLUSIONS Achievements by the application of Lean Manufacturing were very noticeable. It costs less than the planned projects and

project was 3 weeks ahead of schedule, and the contractors were more satisfied with their relationships. Average amount of PPC (percentage of development work performed or activities) was 76% compared to the baseline survey which was 20 percent. Serious damage during the project implementation was not reported and the accident rate is very low compared to similar projects in the same company. Most of the planners cooperated in the increased efficiency of the project due to lean construction techniques and they were also inclined to continue cooperation with most of these tools, especially to educational process of lean construction.

Assessment tools described in the study, each alone can be used to assess progress on the project. The techniques can change in accordance with the companies specific ideas and inclinations, thus they must be used under the supervision of project managers and the support of responsible staff for each technique. Currently, the company aims at using these techniques in other projects more research is needed to identify the method. Some temporary researches can be carried out to express the relationship between the increase in lean level of the techniques and their efficiency, and more researches can be done in order to investigate the long term effects of invisible achievements such as development and skill potential increase of the personnel over economic situations.

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