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Index
Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
About the contributors
Foreword
Acknowledgements
General introduction: Lean Construction: core concepts and new frontiers
Part 1: Lean Construction themes
1. Theory of Lean Construction
1.1. Introduction
1.2. Is there a theory of Lean, in the first place?
1.3. Is a theory of Lean needed?
1.4. If we are looking for the theory of Lean, what are we after?
1.5. What is the mainstream theory of production management?
1.5.1. Theory of production
1.5.2. Ontology
1.5.3. Epistemology
1.5.4. Outcomes
1.6. What is the Lean theory?
1.6.1. Theory of production
1.6.2. Ontology
1.6.3. Epistemology
1.6.4. Outcomes
1.7. How is Lean Construction different from Lean production?
1.8. Concluding discussion
References
2. Lean product development and design management
2.1. Introduction
2.2. New Product Development process
2.2.1. Product development process models in design and construction
2.3. Design management in the context of Lean
2.3.1. Design management problems
2.4. Overview of product development and design management research at the International Group for Lean Construction (IGLC)
2.4.1. Design theory
2.4.2. Value
2.4.3. New Product Development approaches
2.4.3.1. Concurrent Engineering (CE)
2.4.3.2. Target Value Delivery (TVD)
2.4.3.3. Integrated Project Delivery (IPD)
2.4.3.4. Benefits realisation
2.4.3.5. Building Information Management (BIM)
2.4.4. Design management tools and techniques
2.4.4.1. Choosing by Advantages (CBA)
2.4.4.2. Set-based design
2.4.4.3. Last Planner System (LPS) applied to design
2.4.4.4. Design Structure Matrix
2.4.5. Mass customisation and industrialisation
2.4.6. Collaboration and early involvement of stakeholders
2.4.7. Design issues and waste
2.5. Future research
References
3. The Last Planner System
3.1. Introduction
3.2. A brief history of the Last Planner System
3.2.1. Matching DID and WILL
3.2.2. Matching WILL and CAN
3.2.3. Phase schedules: improving specification of SHOULD
3.3. Last Planner System functions
3.4. Last Planner System principles
3.5. Industrial and academic reception of the Last Planner System
3.6. Conclusions and further development of the Last Planner System
References
4. Production control systems for construction at the nexus of Lean and BIM
4.1. Introduction
4.2. Background
4.2.1. The disconnect between the product and the process
4.2.2. Connecting the last mile
4.2.3. Distinction between operations and process
4.2.4. Synergies of Lean and BIM
4.3. Requirements for Lean and BIM production control systems
4.4. BIM software with construction management functionality
4.5. Research and development of Lean and BIM production control systems
4.5.1. Experimental prototypes
4.5.2. Commercial software development
4.6. Case studies of integrated Lean/BIM production planning and control
4.6.1. Project A
4.6.2. Project B
4.6.3. Project C
4.7. Conclusion
References
5. People and knowledge: Lean organisation
5.1. Introduction
5.2. Lean is always about people
5.3. People management is all about knowledge
5.4. Information physics
5.5. The management of meaning
5.6. Value chains: linking flow and commitment
5.7. Improvement, learning and design
5.8. A new theory of management
5.9. Learning Lean
5.10. Conclusion
References
6. Value generation: bringing the customer into perspective
6.1. The starting point: bringing the customer into perspective
6.2. Understanding the customers’ perspective
6.2.1. Value for whom?
6.2.2. Concepts that have helped to understand the customer’s perspective
6.2.2.1. Customer perceived value
6.2.2.2. Customer (personal) values
6.2.2.3. Customer satisfaction
6.2.2.4. Perceived value as an intersubjective phenomenon
6.2.2.5. Value as purpose fulfilment
6.2.3. Considerations when addressing customers’ perspective
6.3. Efforts to manage value in construction projects
6.3.1. Understanding customers’ requirements
6.3.1.1. Actively engaging stakeholders in defining the value proposition
6.3.1.2. Using available data to understand the customers’ requirements
6.3.2. From customers’ requirements to product specification
6.3.3. Working within the boundaries of economically feasible solutions
6.3.4. The role of project integration on managing value
6.3.5. Considerations for managing value in construction projects
6.4. Concluding remarks and recommendations for future research
References
7. Understanding waste in construction
7.1. Introduction
7.2. Brief history of the concept of waste
7.3. Previous academic studies on construction waste
7.4. Different taxonomies of waste
7.5. Propagation of waste
7.6. Modelling waste networks
7.7. Which are the lead wastes in construction?
7.7.1. Making-do
7.7.2. Work-in-progress
7.7.3. Unfinished work
7.7.4. Transportation
7.7.5. Quality deviations
7.8. Discussion and conclusions
References
Part 2: Lean Construction approaches
8. Target Value Delivery
8.1. Introduction
8.2. Target Value Delivery: background
8.2.1. Value engineering
8.2.2. How target costing developed in construction
8.2.3. Target Value Delivery and relational contracting
8.3. Target Value Delivery: how it works
8.3.1. TVD: project definition
8.3.2. TVD: steering to targets in design
8.4. Lean management methods used in steering to targets in design
8.4.1. Steering to targets in construction
8.5. Benefits of Target Value Delivery
8.6. Conclusion
References
9. Integrated Project Delivery: basic tenets and recommendations
9.1. Introduction
9.2. Literature review: IPD, Lean, and collaboration
9.2.1. Lean concepts, principles, and tools applied to IPD
9.2.2. IPD contractual domains
9.2.3. Collaborative governance
9.3. Benefits of IPD
9.4. Implementing IPD: basic concepts, principles, and tools
9.4.1. Selecting the team
9.4.2. Workshops and conditions of satisfaction (CoS)
9.4.3. Signatories and timing to execute the IPD agreement
9.4.4. Incentives
9.4.5. Operational terms and the use of Lean from design to construction
9.4.6. Developing IPD contracts and their teams through education
9.5. Final remarks
References
10. Choosing by advantages and collaborative decision making
10.1. Introduction
10.2. How does CBA work?
10.2.1. Basic CBA principles
10.2.2. Decision-making phases
10.2.3. The choosing by advantages methods
10.3. How is CBA connected with Lean?
10.4. CBA and Lean Construction research
10.5. Benefits of choosing by advantages
10.6. CBA case study
10.6.1. Step-by-step CBA application to choose an HVAC system
10.6.1.1. Step 1: Identify alternatives
10.6.1.2. Step 2: Define factors
10.6.1.3. Step 3: Define the ‘must’ and ‘want to have’ criteria for each factor
10.6.1.4. Step 4: Summarise the attributes of each alternative
10.6.1.5. Step 5: Decide the advantages of each alternative
10.6.1.6. Step 6: Decide the importance of each advantage
10.6.1.7. Step 7: Evaluate cost data
10.6.1.8. Case study conclusion
10.7. Recommendations to implement a collaborative decision-making process
10.8. Future research
References
11. Lean Construction: a management model for interdependencies in detailed design
11.1. Introduction
11.2. Method
11.3. The phenomenon of design
11.3.1. Design management
11.3.2. From theory to case study
11.4. Case study: construction of a high school
11.4.1. Background and contracting
11.4.2. Complexity
11.4.3. Social environment and commercial interests
11.4.4. Design and production demands
11.4.5. Interdependencies and contingency
11.4.6. Problematic and deficient coordination
11.4.7. Lessons learnt from the case study
11.5. The artefact: management model for interdependencies in detailed design
11.5.1. Rigid time schedules
11.5.2. Self-organised teams
11.5.3. Problem relevance
11.6. Conclusion
References
12. Lean as an appropriate approach for managing production in refurbishment projects
12.1. Introduction
12.2. Typical approaches to construction management in refurbishments
12.2.1. Why does the traditional construction management approach fail?
12.3. Towards an appropriate construction management approach in refurbishment projects
12.3.1. Refurbishments as complex projects
12.3.2. Managing complex and uncertain projects
12.4. Theory of production in construction
12.4.1. Why is a theory of production necessary?
12.4.2. TFV theory of production
12.4.3. Lean Construction approach to refurbishment projects
12.4.4. Discussion
12.5. Conclusions
References
13. Extended roles of construction supply chain management for improved logistics and environmental performance
13.1. Introduction
13.2. Characteristics and problems of construction supply chains
13.3. Reviewing supply chain management literature
13.3.1. Origin and relevance of supply chain management
13.3.2. Basic roles of construction supply chain management
13.4. Role of logistics in CSCM and impact on environmental performance
13.4.1. Consolidated logistics for improved logistics performance
13.4.2. Urban logistics aimed at improved environmental impact
13.5. Four factors of influence on construction logistics performance
13.5.1. Logistics management: decoupling and consolidation
13.5.2. Information management: integrated planning and delivery
13.5.3. Preassembly: off-site preparation and materials kitting
13.5.4. Procurement: MEAT tender and strategic purchasing
13.6. Empirical research on advancing construction logistics
13.6.1. Ethnographic participatory action research approach
13.6.2. Case selection
13.6.3. Case study organisation and data collection
13.7. Case descriptions and analysis
13.7.1. KPI framework
13.7.2. Case study project A
13.7.3. Case study project B
13.7.4. Case study project C
13.7.5. Case study project D
13.7.6. Cross case analysis
13.8. Discussion: extending the roles of construction supply chain management
13.8.1. Extending role 1: improving the interface between the site and the supply chain
13.8.2. Extending role 2: improving the efficiency of the supply chain
13.8.3. Extending role 3: transferring activities from the site to the supply chain
13.8.4. Extending role 4: integration of the site and the supply chain
13.9. Conclusion
References
14. Location-based management system now and in the future
14.1. Introduction
14.2. A short history of location-based planning
14.3. Location-based planning system
14.3.1. Location breakdown structure
14.3.2. Tasks, location-based quantities and duration calculation
14.3.3. Flowline visualisation
14.3.4. Layered CPM logic in location-based schedules
14.3.4.1. Layer 1: external logic relationships between activities within locations
14.3.4.2. Layer 2: external logical relationships driven by different hierarchy levels
14.3.4.3. Layer 3: internal dependency logic between locations within tasks
14.3.4.4. Layer 4: additional location-based links
14.3.4.5. Layer 5: standard CPM links between any tasks and different locations
14.3.5. Differences between LBMS algorithm and CPM algorithm
14.3.6. Risk management and buffers
14.3.7. Schedule optimisation using location-based planning techniques
14.4. Location-based controlling system
14.4.1. Location-based status monitoring
14.4.2. Forecasting and alarms
14.4.3. Planning control actions
14.4.4. Cascading delays in construction
14.4.5. Empirical results of location-based control
14.5. Location-based controlling process based on the combination of LBMS and LPS
14.6. Limitations and implementation issues
14.7. Future research directions
14.8. Conclusion
References
15. Relating construction production design and planning activities with location-based scheduling techniques
15.1. Introduction
15.2. Research method
15.3. Production System Design (PSD)
15.4. Phase Scheduling (PS)
15.5. Work Structuring (WS)
15.6. Comparison among the different production system design activities
15.6.1. Focus of the production system design
15.6.2. Collaboration for decision-making
15.6.3. Project stage
15.6.4. Output for the production planning and control
15.7. Location-based Scheduling (LBS) techniques
15.7.1. Line of Balance (LOB)
15.7.1.1. Visual representation
15.7.1.2. Network method and pace representation
15.7.1.3. Use of buffers and balancing
15.7.1.4. Context of use in Lean Construction
15.7.2. Flowline (FL)
15.7.2.1. Visual representation
15.7.2.2. Network method and pace representation
15.7.2.3. Use of buffers and balancing
15.7.2.4. Context of use in Lean Construction
15.7.3. Takt-Time Planning (TTP)
15.7.3.1. Visual representation
15.7.3.2. Network method and pace representation
15.7.3.3. Use of buffers and balancing
15.7.3.4. Context of use in Lean Construction projects
15.7.4. Comparison among location-based scheduling techniques
15.8. Crossed comparison between production system design activities and location-based scheduling techniques
15.9. Conclusion
References
16. The Last Planner® System as an approach for coping with the complexity of construction projects
16.1. Introduction
16.2. What is complexity?
16.3. Complexity thinking in Lean Construction
16.4. Attributes of complexity in construction
16.5. Guidelines for coping with complexity
16.6. The complexity guidelines and the Last Planner®
16.6.1. Encourage diversity of perspectives when making decisions
16.6.2. Monitor unintended consequences of improvements and small changes
16.6.3. Design slack
16.6.4. Monitor and understand the gap between work-as-imagined and work-as-done
16.6.5. Give visibility to processes and outcomes
16.6.6. Create an environment that supports resilience
16.7. Conclusions
References
17. Framework to manage project structural complexity Representation of the Lean Project Delivery System using a Multi-Domain-Matrix
17.1. Timeline
17.2. Introduction
17.3. Complexity in the Lean Construction literature
17.4. Research method
17.5. LPDS-MDM framework
17.6. Case study
17.6.1. Project overview
17.6.2. Challenges in facility plant upgrades
17.6.3. Project timeline
17.6.4. Problem encountered
17.6.5. Recommended approach
17.7. Discussion
17.8. Conclusion
References
18. Uncertainty management: a development area for Lean Construction
18.1. Introduction
18.2. Conceptual framework for uncertainty management in construction projects
18.3. Uncertainty in the different stages of construction projects
18.3.1. The initial phase
18.3.2. Project and production planning
18.3.3. Uncertainty management during execution
18.3.4. Uncertainty management at different management levels
18.4. Current status in uncertainty management
18.4.1. Analytical processes
18.4.2. Analytical tools for uncertainty and risk management
18.4.3. Strategies for handling/managing uncertainty
18.4.4. Monitoring and managing a project’s uncertainty
18.5. Integrating uncertainty management and the Last Planner System
18.6. Conclusion: learn from history – grasp the opportunities
References
19. The evolution of Lean Construction education at US-based universities
19.1. Introduction: the context of Lean education
19.1.1. The need for Lean: setting the stage
19.1.2. University-based Lean education
19.1.3. The US academic Lean knowledge engine
19.2. Academic course frameworks
19.2.1. Serious games and simulations
19.3. Need for research on Lean education
19.4. Conclusion
References
20. Challenges and opportunities for early project collaboration
20.1. Introduction
20.2. Early project collaboration: significance and challenges
20.3. Collaboration in the context of the TFV theory
20.4. Collaboration in Lean Construction
20.4.1. Collaborative contracts
20.4.2. Collaborative systems
20.4.3. Collaborative approaches
20.5. Different interpretations of collaboration
20.5.1. Collaborative contracts: collaboration as the project organisation
20.5.2. Collaborative systems: collaboration as a project mechanism
20.5.3. Collaborative approaches: collaboration as socio-constructive interaction
20.6. Discussion
20.7. Final thoughts
References
Index
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