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Historical development[ edit ] Lauri Koskela, inchallenged the construction management community to consider the inadequacies of the time-cost-quality tradeoff paradigm. Evidence from research and observations indicated that the conceptual models of Construction Management and the tools it utilizes work breakdown structurecritical path methodand earned value management fail to deliver projects 'on-time, at budget, and at desired quality' Abdelhamid With recurring negative experiences on projects, evidenced by endemic quality problems and rising litigation, it became evident that the governing principles of construction management needed revisiting.
Listen carefully to the message in this comment. We are not talking about just materials, methods, equipment, or contract documents. We are talking about how we work to deliver successful capital projects and how we manage the costs of inefficiency.
Koskela then used the ideal production system embodied in the Toyota Production System to develop a more overarching production management paradigm for project-based production systems where production is conceptualized in three complementary ways, namely, as a Transformation Tas a Flow Fand as Value generation V.
Transformation is the production of inputs into outputs. Both conceptualizations provide a solid intellectual foundation of lean construction as evident from both research and practice Abdelhamid Recognizing that construction sites reflect prototypical behavior of complex and chaotic systems, especially in the flow of both material and information on and off site, Bertelsen a and b suggested that construction should be modeled using chaos and complex systems theory.
Bertelsen b specifically argued that construction could and should be understood in three complimentary ways: As a project-based production process As an industry that provides autonomous agents As a social system What is lean construction? Lean construction recognizes that desired ends affect Construction of a research paper means to achieve these ends, and that available means will affect realized ends Lichtig Essentially, lean construction aims to embody the benefits of the Master Builder concept Abdelhamid et al.
Lean construction draws upon the principles of project-level management and upon the principles that govern production-level management. Lean construction recognizes that any successful project undertaking will inevitably involve the interaction between project and production management.
While lean construction is identical to lean production in spirit, it is different in how it was conceived as well as how it is practiced. The view of Lauri Koskela, Greg Howell, and Glenn Ballard is very different, with the origin of lean construction arising mainly from the need for a production theory in construction and anomalies that were observed in the reliability of weekly production planning.
Getting work to flow reliably and predictably on a construction site requires the impeccable alignment of the entire supply chain responsible for constructed facilities such that value is maximized and waste is minimized. With such a broad scope, it is fair to say that tools found in Lean Manufacturing and Lean Production, as practiced by Toyota and others, have been adapted to be used in the fulfillment of Lean construction principles.
Similarly, tools and methods found in other areas, such as in social science and business, are used where they are applicable.
The tools and methods in construction management, such as CPM and work breakdown structure, etc. A sampling of these tools includes: The priority for all construction work is to: Early involvement of contractors and suppliers[ edit ] The early involvement of contractors and suppliers is seen as a key differentiator for construction so called 'best practice'.
The IPD approach to contracting aligns project objectives with the interests of key participants. IPD relies on participant selection, transparency and continuing dialog.
Construction consumers might consider rethinking their contracting strategies to share more fully in the benefits. Matthews and Howell  Commercial arrangements that support IPD and Lean Project Delivery[ edit ] There are at least five principal forms of contract that support lean construction In America, IFoA  uses explicit lean construction principles.
The process aims to eliminate waste across the construction value chain,  through evaluation of initial planning and design, and examination of construction processes to predict where and when waste will occur, which is then eliminated through the use of lean tools in the IPD process.
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The resulting supply chain management toolset was tested and refined on two pilot projects and the comprehensive and detailed process-based toolset was published in as the 'Building Down Barriers Handbook of Supply Chain Management-The Essentials'. The project demonstrated very clearly that lean thinking would only deliver major performance improvements if the construction sector learned from the extensive experience of other business sectors.
Lean thinking must become the way that all the firms in the design and construction supply chain co-operate with each other at a strategic level that over-arches individual projects.
In the aerospace sector, these long-term supply-side relationships are called a ' Virtual Company', in other business sectors they are called an 'Extended Lean Enterprise'.
This is the opposite of 'business as usual' in the construction sector, where people do things on project after project in the same old inefficient ways, forcing each other to give up profits and overhead recovery in order to deliver at what seems the market price. What results is a fight over who keeps any of the meagre margins that result from each project, or attempts to recoup 'negative margins' through 'claims', The last thing that receives time or energy in this desperate, project-by-project gladiatorial battle for survival is consideration of how to reduce underlying costs or improve quality'.
The collaborative, commitment-based planning system that integrates should-can-will-did planning pull planning, make-ready, look-ahead planning with constraint analysis, weekly work planning based upon reliable promises, and learning based upon analysis of PPC plan percent complete and reasons for variance.
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