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CURRENT STATUS OF LEAN CONSTRUCTION TECHNIQUES IN LOCAL CONSTRUCTION INDUSTRY UNDER THE SUPERVISION OF RESPECTED DR AFTAB HAMEED MEMON & DR MOHSIN ALI SOOMRO QUAID-E-AWAM UNIVERSITY OF ENGINEERING, SCIENCE & TECHNOLOGY, NAWABSHAH, PAKISTAN CIVIL ENGINEERING DEPARTMENT

Lean Construction Management

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Page 1: Lean Construction Management

CURRENT STATUS OF LEAN CONSTRUCTION TECHNIQUES IN LOCAL

CONSTRUCTION INDUSTRY

   

UNDER THE SUPERVISION OF

RESPECTED

 

DR AFTAB HAMEED MEMON

&

DR MOHSIN ALI SOOMRO

 

QUAID-E-AWAM UNIVERSITY OF ENGINEERING, SCIENCE &

TECHNOLOGY, NAWABSHAH, PAKISTAN

 

CIVIL ENGINEERING DEPARTMENT

Page 2: Lean Construction Management

OUR TEAM

SALAHUDDIN KOLACHI 13CE42 GROUP LEADER ABU BAKAR 13-12CE102 (A.G.L)

MIR AWAIS TALPUR 13CE20 (MEMBER)

ALI RAZA 13-12CE59 (MEMBER)

MUJEEB REHMAN 13CE90 (MEMBER)

MUKHTIAR ALI 13-12CE134 (MEMBER)

Page 3: Lean Construction Management

AIMS AND OBJECTIVES

Identifying status of level of Implementation of Lean Tools & Techniques in Construction

industry.

Identifying Benefits achieved by using Lean Construction Management.

Page 4: Lean Construction Management

Thesis Statement

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PURPOSE OF STUDY

The purpose of this study is to increase the productivity in construction projects by removing

wastes ( non-value activities) and evaluating different lean concepts and tools in construction

industry that are currently adopted by construction sector.

The aim is to find out lean concepts and tools that are most suitable to use in construction

projects. If lean concepts give benefits and could be used in projects, there are no barriers for the

companies to implement lean concepts for increasing the productivity

Page 6: Lean Construction Management

LEAN

Lean is a thinking that makes an evolution in Management System and is accepted as Standard

system of Management.

Page 7: Lean Construction Management

The core idea of Lean Management is to eliminate every kind of waste, found in Production process to smooth workflow by early study of constraints and variances.

A lean organization understands customer value and focuses its key processes to continuously increase it. Lean focuses on what customers wants not on what company can give to customers.

Lean Management system focuses to produce the right product at the right time in the right quantity for the customers and to provide exactly what he need and nothing more with fewer resources.

Page 8: Lean Construction Management

Lean objectives

Page 9: Lean Construction Management

BREIF HISTORY

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Page 11: Lean Construction Management

LEAN PRINCIPLES

Lean works on its five principles that are described in figure;

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Page 13: Lean Construction Management

Why lean in construction ?

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WASTES

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LEAN CONSTRUCTION TECHNIQUES

From 67 research papers and 31 thesis from past researchers, literature mapping was done from

that 34 different lean tools was analyzed, based on their adaptation, 20 lean tools were selected for

Questionnaire survey to assess the status of lean techniques.

These 20 techniques are briefly explains to know their functions.

Page 16: Lean Construction Management

LAST PLANNER SYSTEM

The main function of this tool is Production Control by schedulling.

Page 17: Lean Construction Management

JUST IN TIME

JIT system is a production cost system in the specified time for certain productivity

within the project; productivity which leads to its development and reduce its costs.

It is an inventory costs system in a timely manner, which works on receiving materials

today and use them tomorrow and this can be effected by adjusting the time of material

receipt at the time we start using it in production and adjusting the time of completion

with the time we delivered to customer. This represents a step in controlling stocks

systems leading to a JIT process.

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INCREASED VISUALIZATION

The increased visualization lean tool is about communicating key information effectively to

the workforce through posting various signs and labels around the construction site.

Workers can remember elements such as workflow, performance targets, and specific

required actions if they visualize them (Moser and Dos Santos 2003).

This includes signs related to safety, schedule, and quality.

It works on 3d visualization software like BIM and other Modelling softwares.

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FIRST RUN STUDIES First Run Studies are used to redesign critical assignments (Ballard and Howell et al., 1977),

part of continuous improvement effort; and include productivity studies and review work

methods by redesigning and streamlining the different functions involved.

A PDCA cycle (plan, do, check, act) is suggested to develop the study

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DAILY HUDDLE MEETINGS (TOOL-BOX MEETINGS)

Two-way communication is the key of the daily huddle meeting process in order to achieve

employee involvement. With awareness of the project and problem solving involvement along

with some training that is provided by other tools, employee satisfaction (job meaningfulness,

self-esteem, sense of growth) will increase.

As part of the improvement cycle, a brief daily start-up meeting was conducted where team

members quickly give the status of what they had been working on since the previous day's

meeting, especially if an issue might prevent the completion of an assignment

Page 24: Lean Construction Management

THE FIVE STEPS PLAN 5S PROCESS

The list describes how to organize a work space for efficiency and effectiveness by identifying and

storing the items used, maintaining the area and items, and sustaining the new order. The decision-

making process usually comes from a dialogue about standardization, which builds understanding

among employees of how they should do the work.

Page 25: Lean Construction Management
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FAIL-SAFE FOR QUALITY

Check for Quality

An overall quality assessment was completed at the beginning of the project. Most quality issues

could be addressed by standard practices, and it seemed there was little room for improvement.

 

Check for Safety

Safety was tracked with safety action plans, i.e., lists of main risk items prepared by each crew.

Potential hazards were studied and explored during the job. Most hazards, such as eye injuries, falls

and trips, and hearing loss, have standard countermeasures; however, in practice, workers have to

be reminded of safety practices (Salem et al., 2006).

Page 27: Lean Construction Management

VALUE STREAM MAPPING

Value stream mapping is a tool to identify non-value adding activities and waste.

A value stream map divide the process into smaller sub-process, activities or tasks to clarify

how the product flow between the activities.

The purpose is to identify which activities that add value and which activities that do not add

value, and thereafter look for opportunities and eliminate the nonessential non-value adding

activities. The stakeholders of each activity have to be involved to determine potential time and

cost savings in an activity.

Page 28: Lean Construction Management

KAIZEN

Kaizen is a Japanese word for improvement.

This Lean construction tool involves looking at some task in the field and finding out how to do

it better, more efficiently, safer and quicker.

Standardization of processes is a requirement before starting on Kaizen activities.

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TOTAL QUALITY MANAGEMENT

Total quality management (TQM) consists of organization-wide efforts to install and make

permanent a climate in which an organization continuously improves its ability to deliver high-

quality products and services to customers. While there is no widely agreed-upon approach.

TQM efforts typically draw heavily on the previously developed tools and techniques of quality

control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being

overshadowed by ISO 9000.

Page 31: Lean Construction Management
Page 32: Lean Construction Management

CONCURRENT ENGINEERING

Concurrent Engineering approach emphasizes exactly the design flows and the role of the

design in adding value to the clients.

Concurrent Engineering (CE) is a systematic approach to the integrated, concurrent design of

products and their related processes, including manufacture and support. This approach is

intended to cause the developer, from the outset, to consider all elements of the product

lifecycle from concept through disposal, including quality control, cost, scheduling and user

requirements.

Page 33: Lean Construction Management

INTEGRATED PROJECT DELIVERY

IPD is a Lean Construction tool aimed at improving the traditional construction

management structure by encouraging AEs, CPMs and legal departments to craft contract

terms that align interests of key project team members with a view to setting a better playing

field and working together towards a common goal where risks and rewards are shared.

Page 34: Lean Construction Management
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KANBAN SYSTEM In Japanese, the word Kanban means ‘card’ or ‘sign’ and is the name given to the inventory

control card used in a pull system. The aim of a ‘pull’ system is to produce only what is

needed, when it is needed, and in the right quantities.

Page 36: Lean Construction Management

POKE YOKE

Poka-yoke’s priority is to prevent defects from occurring in the first step by correcting the

condition of work so the product could flow correctly in value stream. A good mistake-proofing

device is one that requires no attention from the worker.

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WORK STANDARDIZATION

Standardized work is one of the most powerful but least used lean tools. By documenting the

current best practice, standardized work forms the baseline for kaizen or continuous

improvement.

As the standard is improved, the new standard becomes the baseline for further

improvements, and so on. Improving standardized work is a never-ending process.

Page 38: Lean Construction Management

ONE PIECE FLOW

One Piece Flow is a fundamental element of becoming lean.

To think of processing one unit at a time usually sends a shudder through the organization

which has batch manufacturing as its life blood.

The word "one" does not necessarily have a literal meaning. It should be related to the

customers' requirements and could be one unit of order. However, what it does mean is that

the organization should only process what the customer wants, in the quantity he wants and

when he wants it.

Page 39: Lean Construction Management
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RE-ENGINEERING

In reengineering whole workflow for each activity/process is redesign considering constraints,

variances, non-value activities and then taking appropriate solution to remove or minimize these

to make uniform workflow.

Reengineering can be used from design phase to final execution phase by defining value of each

step or process.

Industry can apply the reengineering concept or a derivative of this concept, not only at the

level of frim but also at the level of complete industry sector, this will be a major contribution to

the advancement of the construction sector and would be a considerable achievement.

Page 41: Lean Construction Management

CREATIVE THINKING

Construction industry sometimes require innovative thinking to achieve new heights in

construction.

During the process of construction or designing we are faced with the problems for that we

have to think of a creative way so that the problem can be solved with the most efficient way

and the waste can be minimized as much as possible.

Page 42: Lean Construction Management

TOTAL PRODUCTIVE MAINTENANCE (TPM)

TPM is a powerful program for planning and achieving minimal machine downtime.

Equipment and tools are literally put on “proactive” maintenance schedules to keep them

running efficiently and with greatly reduced downtime. Machine operators take far greater

responsibility for their machines upkeep.

Maintenance technicians are liberated from mundane, routine maintenance, enabling them to

focus on urgent repairs and proactive maintenance activities.

A solid TPM program allows you to plan your downtime and keep breakdowns to a

minimum.

Page 43: Lean Construction Management
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PULL PLANNING

A tool that strengthens our current scheduling process by helping manage risk through detailed

collaborative planning and continuous improvement.

Pull Planning is a technique that is used as part of the Last Planner System to develop a

coordinated plan for one phase of a project. However, with practice, Pull Planning should

become much more efficient.

People mistake merely scheduling a phase of work from the end working backwards for the

intent of push planning rather than pull planning.

Page 45: Lean Construction Management
Page 46: Lean Construction Management

BENEFITS OF LEAN CONSTRUCTION

21 Benefits were examined from literature mapping of past researchers that are ;

1. Reduce Project Duration

2. Reduction in waste

3. Smooth Workflow

4. Visual Control

5. Improved Safety

6. Improved Project Quality

7. Client’s Satisfication

8. Improved Flexibility

9. Proper Scheduling

Page 47: Lean Construction Management

10. Defects Reduction

11. Standardizing Work

12. Simplifying Work

13. Reduction in Cost

14. Proper Estimation

15. Greater Profit

16. Improved Communication

17. Minimize inventory

18. Control Budget

19. Proper Task Management

20. Simplify Data organizing

21. Stress Free Working Environment

Page 48: Lean Construction Management

Research Methodology

Page 49: Lean Construction Management

DATA COLLECTION

To determine the current and beneficial status of lean construction management techniques,

Data survey was conducted in different companies of Sindh, Pakistan to collect data.

For data collection survey was conducted by taking interviews from construction

professionals also a Questionnaire was designed, 100 copies were distributed and almost 34

complete Questionnaire were collected.

Page 50: Lean Construction Management

DATA ANALYSIS

The data analysis involves Microsoft Excel spread sheet program and SPSS v. 20 statistical

software package for the purpose of analysis.

the methods used are Reliability test and Kendall’s W test.

Page 51: Lean Construction Management

Reliability test

The alpha value is 0.791 for overall data. This range is considered high as previous studies

show that if Cronbach α is more than 0.7 it indicates that inner consistency of data is in

high level and it can be highly acceptable (Litwin, 1995; Wong & Cheung, 2005; Yang &

Ou, 2008). Since, alpha value for each group as well as overall data estimated for this study

is found higher than 0.7, which indicates that the questionnaire data are valid and reliable.

Descriptrion Cronbach Alpha Number of Items

Tools & Techniques 0.791

 20 

Page 52: Lean Construction Management

W. Kendall’s Test

This test is conducted by SPSS V.20 to rank the most implemented lean tools in Pakistan.

Ranks are given by mean rank of data that collected from questionnaire survey.

For tools ranking following slide is showing table made from W. Kendall’s test

Benefits ranking is given in next after tools ranking.

Page 53: Lean Construction Management

S.no Tools & Techniques Mean Rank Ranks

1 Pull Approach 13.92 1.00

2 work standarization 13.39 2.00

3 Fail Safe For Quality 12.26 3.00

4 Five Step Plan 5 S's 12.23 4.00

5 Just inTime (JIT) 12.14 5.00

6 Increased Visualization Tools 12.14 6.00

7 Integerated Project Delievery 12.12 7.00

8 Total Productive Maintaince 12.11 8.00

9 Total Quality Management 12.06 9.00

10 Concurrent Engineering 11.48 10.00

11 Value Stream Mapping 10.73 11.00

12 Kiazen 10.39 12.00

13 Creative Thinking 10.06 13.00

14 Last Planner System 9.24 14.00

15 One-Piece Flow 8.50 15.00

16 Re-engineering 8.44 16.00

17 Poke-Yoke 8.32 17.00

18 Daily Huddle Meetings 8.12 18.00

19 First Run Studies 7.41 19.00

20 The Kanban System 4.94 20.00

  

Page 54: Lean Construction Management

S.no Benefits Mean Rank Ranks

1Greater Profibility 13.74 1

2Minimize Inventory 13.12 2

3Defects reduction 12.50 3

4Redutcion in cost 12.19 4

5Reduce Project Duration 11.88 5

6Improved flexibility 11.88 6

7 Standerizing work 11.57 7

8Simplifying Work 11.57 8

9Simplify Data orgnizing 11.26 9

10Improve Project Quality 10.96 10

11Control Budget 10.96 11

12Smooth Work flow 10.65 12

13Improved safety 10.65 13

14 Proper Scheduling 10.34 14

15Proper Estimation 10.34 15

16Stress Free Working Environment 10.03 16

17 Visual control 9.72 17

18Proper Task Management 9.72 18

19Client's Satisfication 9.41 19

20Improved Communication 9.41 20

21Reduction in waste 9.10 21

Page 55: Lean Construction Management

CONCLUSION

From analysis, techniques that are most implemented are ;

1. Pull Approach or Pull Planning

2. Work Standardization

3. Fail Safe for Quality

Also benefits that are most achieved by construction sector by using lean are ;

4. Greater profitability

5. Minimize Inventory

6. Defects Reduction

Page 56: Lean Construction Management

RECOMMENDATIONS

From the results it is clear that almost all lean tools & techniques are used in construction industry,

but due to lack of supports from construction organizations and less researches in lean construction

they are not fully implemented as they are functioned.

Many respondents using these techniques are not fully aware of their specified functions for that

they are made.

Although still Lean construction is in its beginning stages so large efforts are required to

implement Lean techniques properly.

For future recommendations to assess the Lean benefits fully, organizations are suggested to

arrange Lean workshops, seminars and meetings to achieve the theoretical functions and benefits

of lean techniques.

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Page 58: Lean Construction Management

ANY QUESTIONS . . . ???

WELCOME . . .