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I urgently need two 25 page research papers, so 50 pages in total. It is extremely urgent, I need it in 24 hours. This requires either a team working on this or someone who writes very fast. APA Format with Citations. I need them to be original, and follow this exact formatting: Times New Roman, 12 pt font, 1,5 spacing. I need the papers to be 100% plagiarism free. You can use quotes (not too much) and insert two pictures of visuals in each to increase page count. The topics with a brief outline (you can stray from this) are the following

Project 1 Title: The Lean Construction Technique

Project Objectives:

1. Show that the Lean Construction Technique is useful and important in modern construction.

2. Find the most important benefits of the Lean Construction Technique.

3. Find potential improvements in the implementation of the Lean Construction Technique.


Project 2 Title: Earthquake Engineering for Infrastructure

Project Objectives:

1. Discover the latest techniques used in Earthquake Engineering.

2. Find the most important Earthquake Engineering Techniques that are especially useful in the protection of infrastructure.

3. Establish a set of improvements that can be made to infrastructure to be better engineered to withstand earthquakes.

User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Attached.

The Lean Construction Technique

1

The Lean Construction Technique
Insert name of school
Insert your name
Insert professor name
December 2019

The Lean Construction Technique

2

The Lean Construction Technique
In the terminology of the construction industry, the term "lean" can be defined as a method used in
the field of construction based on innovation and technological progress. Proper use of these
methods will increase project efficiency and reduce waste. Economic construction methods are
expected to improve production control and process reliability, which will also help reduce project
costs and service life. In addition, the principle of lean construction is derived from the production
process that will be used in the building. Lean construction uses high-quality tools and principles
to optimize construction methods by increasing efficiency, reducing waste, and continuously
improving the construction industry. According to scientists, the construction industry is
considered a slow-moving industry, many of which Problems, and the industry has commissioned
several reports to investigate over the past 60 years Performance and improvement measures
(Simon, 1944; Emmerson, 1962; Banwell, 1964, UK Property Federation, 1983; Latham, 1994).
The last is the Egan report "Rethinking Architecture" The event was held in 1998 in response to
customer concerns about renting services from construction companies. At the core of the Egan
report is the desire to change culture, style, and management (Forbes and Ahmed, 2011). The
report reviews building case studies from around the world I made some improvements, including
examples of successful lean thinking. We have been working since 1998 to encourage the use of
lighter concepts in buildings in most geographic areas
The UK is growing fast, as evidenced by a seminar on construction industry research and
information organisation.
Association (CIRIA) and Building Productivity Network (CPN) (Johansen et al., 2002).
They have these efforts Expanded to include Lean Construction Improvement Program (CLIP)
created by BREA case study on the development of excellence in architecture was promoted in
2003. Lean Creation British Institute of Architecture (LCI-UK) and some lean construction (LC)

The Lean Construction Technique

3

consulting and promotion companies It also enhanced the image of the letter of credit rules. Some
organizations and universities now offer LC Education that helps to introduce lean thinking into
mainstream architectural education. Despite these tireless efforts, a study by Common et al.
Remains unresolved. (2000) shows the existence of lean culture It is much smaller than stated
among the large construction companies in the UK. Compared with other countries, the level of
development recognized in the LC literature review of other countries (Common et al., 2000).
Mossman (2009) and Bashir et al. Emphasize this point. (2010), he mentioned Although many
countries have benefited greatly from the LC concept, few seem to Lean implementation of the
UK construction industry over the past two decades, even after publication Egan reports. Some
structural and cultural obstacles seem to hinder its success. fulfill
Lean Transformation of Construction Industry
Lean thinking is a philosophy based on the concept of slim production (Koskela 1992, Koskela
2000).According to Common et al. (2000) and Mossman (2009), Lean principles at least to the
very beginningIn 1900, Henry Ford introduced the principle of assembly line, which completely
changed the production of automobiles. The In the early 1950s, Toyota developed strict
production management under the leadership of engineer Ohno (Womack). (Et al., 1990) Taiichi
Ohno, the father of Toyota's production system, is devoted to research methods Turn "stupid"
waste into value and change the attention and thinking of limited handicraft production centers
Productivity and mass production of employees across the entire production system (Womack &
Jones, 1996; Howell (1999). As reported by Womack and others. (1990) The research team
proposed the concept of "lean" MIT works on International Automotive Program.

The Lean Construction Technique

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The nature of waste reduction in Toyota production systems and comparison with
traditional and large-scale forms Produce In addition, the first consideration of tailored
manufacturing ideas for manufacturing is due to: Koskela (1992) (Garnett et al., 1998, Mossman,
2009). This precursor technical report has been carefully studied Thoughts expressed on a machine
changed the built environment (Garnett et al., 1998). Koskela (1992) developed a production
model for generating conversion stream value called TFV Production theory can bring better
performance when used in buildings. He proposed You need to think of construction output as a
combination of conversion processes and processes to eliminate waste,Traditional architectural
thinking focuses only on transformation activities and ignores processes and values Considerations
(Garnett et al., 1998; Senaratne and Wijesiri, 2008). 8 kinds of waste are usually accepted here
Top: Transport, Equipment, Move, Ready, Overproduction, Overhealing, Default, Improper Use
of Skills(Terry and Smith, 2011).Since then, scientists have worked closely with professionals
who study TFV theory and reading.Technology (Alves and Tsao, 2007).
In addition, the publication initiated the establishment of an international working group.
Introduced Lean Construction (IGLC) in 1993, followed by other initiatives such as, 1997;
Promote lean principles in construction (Common et al., 2000).As a result, Womack and Jones
(1996) described the process of lean thinking and set the highest five points. Strict production
rules. They call this theoretical basis "lean thinking" to distinguish themselves .Cleaner Production
Activities (Terry and Smith, 2011). The five lean principles are: value, value stream, process,
Rally and perfection (Womack and Jones, 1996).
According to Garnett et al. (1998), Work done by Womack And Jones (1996) are
considered a strategic approach to achieving the adjusted production system described in 1990 "In
a sense, Koskela refers to the general philosophy of management" (Garnat et al., 1998). LCI was

The Lean Construction Technique

5

founded by Howell and Glenn Ballard in 1997 and developed the Lean Project Delivery System
(LPDS) and the latest production control planning system (LPS) using groundbreaking principles
Architecture (Ballard, 2000). LPDS is divided into four interrelated phases: project definition, lean
Design, efficient delivery and efficient assembly. Last Planner is a tool focused on planning.Use
features such as "advanced planning" to plan what build features you can do when restrictions
occur, Phase out, and "Percent of Plan" (CPP) can pre-monitor the plan and ask for it Delay in
analyzing root causes (Ansell et al., 2007).
Lean Construction (LC) is a different approach to project management because it has clear
goals where the delivery process is designed to maximize client performance at the project, project
and project level.At the same time, product and process and production control are applied
throughout the life cycle of the project product Until delivery (Howell, 1999). Abdel-Razek et al.
(2007) believes that the main idea of LC is to reduce or eliminate Waste is reflected in non-valueadded activities and improves the efficiency of value-added activities. However, according to
Koskel (1992), LC includes: instant practice, programs developed using pull, Reduce work
efficiency differences, improve process reliability, and eliminate waste, Simplify operations and
perform comparison tests.
The evidence for lean thinking shows that lean methods can achieve many benefits
including total adherence to Construction rules by stakeholders’. The claimed benefits include:
better performance, higher reliability and improvements Quality, higher customer satisfaction,
greater predictability, shorter delivery times, less waste, lower costs, higher Improve design
capabilities in the areas of design and safety (Lehman and Reiser 2004, Mossman 2009). The
adjusted construction workload can be very beneficial to the UK construction industry. Several
countries This brings many benefits to the implementation of the Lean concept, but does not seem

The Lean Construction Technique

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to apply in the UK Building organization (Bashir et al., 2010). He is working to overcome many
obstacles Poor execution (Mossman, 2009) Therefore, the purpose of this study is to identify
obstacles May prevent successful L / C implementation in the UK; instead of centralizing
construction attention and resources on practical issues.
Obstacles to Effective Implementation of Lean Manufacturing Technique
As a result, the construction industry rejected many ideas
The design is different; the project is getting more complex Affected by many uncertainties and
limitations (Salem et al., 2006). Repeatedly said the construction industry is unique because it is
unique. Egan (1998) No the construction industry is considered to involve many iterative
processes. The working group recommends two options for the construction industry: "Ignore all
this, believe Design is so unique that there are no lessons to learn; Gold Search benefits from
redesign Learn from as many people as possible elsewhere (Egan, 1998). Koskela (2000) argues
that these obstacles are only temporary. Many countries around the world have conducted many
studies to identify obstacles to implementation.
LC method. Some of these studies have focused on identifying transmission and
transmission barriers. Implementation of LC (Johansen and Walter 2007, Olatunji 2008, Senaratne
and Wijesiri 2008, Abdullah, etc.2009; Mossman, 2009). Others focused on identifying obstacles
encountered in performing LC exercises. (Seymour 1998, Garnett 1999, Alarcon et al., 2002,
Johansen and Porter 2003, Jørgensen et al. et al. , 2005; Ansell et al., 2007). These obstacles affect
the LC submission process and hinder projects. Performance, if not handled properly. I don't
understand the factors that affect success by implementing LC, organizations will not be able to
identify areas for improvement these jobs should be targeted or which ones can achieve better
results (Leong and Tilley, 2008). To this Therefore, a comprehensive literature review was

The Lean Construction Technique

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conducted to understand the potential obstacles to success. LC implementation. Based on a
thorough literature review of obstaclesAs shown below, this study uses the LC method to classify
these obstacles into ten different categories.
Lean construction works (LC) can be very satisfying for the UK construction industry.
Anyway By adopting the Lean concept, it seems that many countries in the world have made huge
gains. It is widely used in construction in the UK. There seem to be many structural and cultural
factors. Obstacles to progress by British construction companies on lean methods.(Architectural
and Human Environment Review, Volume 6, 2013/14)The study assessed many obstacles to
successful LC implementation, three of which were identified as Related to the opinions of the
participants, namely: lack of awareness of light management and Understand ,management's lack
of commitment; cultural and human attitude issues. The results of this research can be used to
help scientists, experts and companies build the UK. Industry focuses attention and resources on
important issues needed for implementation LC concept. A qualitative research approach is
recommended to explore nature .It is determined that more studies can be made to propose
strategies to overcome obstacles to LC implementation.
Decentralization and outsourcing
Many similar factors in the construction industry in developed and developing countries
The LC concept is used (Forbes et al., 2002). In both areas, decentralization and outsourcing
Construction hinders collaboration and learning among project participants (Mossman, 2009). you
Participants have different situations and priorities but have a common goal of success Related
projects (Abdullah et al., 2009). Therefore, it is necessary to All parties are involved in
associations and integrated teamwork (Thomas and Thomas, 2005). I mean because in the process
of implementing the LC concept, poor communication will have a negative impact Effectiveness

The Lean Construction Technique

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of project implementation and coordination systems (Abdullah et al., 2009).Architecture and
Human Environment Review, Volume 6, 2013 5 5 In addition, contractors often hire
subcontractors in construction projects. Subcontractors usually have no contracts with customers;
sometimes you will have to work on a budget if the client paid a fair price to the first contractor
(Forbes et al., 2002). As a result, this often leads the quality of work involved. However, some
customers have tried to provide Framework options and partnership agreements, which typically
involve only major players (Mossman2009).
Acquisitions and contracts
Traditional procurement methods and contracts undermine the application of lean principles, as
they seem to Establish an adverse relationship between the parties involved (Mossman, 2009) and
may cause losses in the process (Cullen et al., 2005). According to Cullen et al. (2005) Form of
contract allowing parties to exercise power another causes an adverse relationship. These adverse
relationships include transaction costs Waste and therefore oppose lean philosophy. Mossman
(2009) suggested that recent contracts such as New contracts for PPC2000, Be, NEC3 and JCT
Superior Design are moving towards lean. In addition, Johansen and Walter (2007) point out that
any form of acquisition usually outsources design work. External designers separate design and
construction processes without supervision or tolerance; therefore, the vision of cooperation and
integration has been lost. So choose to cooperate an acquisition system is recommended, with an
emphasis on design and construction at the same time emphasize on Successful implementation of
LC (Common et al., 2000).
Issues related to human culture and attitudes.
Applying Lean Principles in the Construction Industry Needs a New Approach Eliminate "waste"
throughout the process, create "continuous flow" and radically increase "value" Instead, we know

The Lean Construction Technique

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that the culture of the British construction industry is opportunistic and conflicting. And resistant
to change (Rooke et al., 2003; Rooke et al., 2004). So change traditions and behavior seems to be
a necessary prerequisite for the implementation of letters of credit in the UK (Seymour 1998,
Garnett 1999; Et al. (2000). Based on research and case studies from Common et al. (2000),
Alarcon et al. (year 2002) Johansen and Porter (2003), Johansen et al. (2004), Jorgensen et al.
(2004), Alarcon et al. (2005), Salem et al. (2006), Olatunji (2008), Abdullah et al. (2009) and
Mossman (2009). These factors include: lack of commitment, Lack of teamwork, lack of selfcriticism, poor communication and transparency among each other Cultural issues in the
production process to encourage subcontractors and employees to adopt the method an
indispensable way to worry about risk, to change the wrong way, not to consider purity as a
continuum Professionals, overly enthusiastic hosts, dependence, lack of motivation and
Motivation, lack of confidence and fear of internal and contract conflicts.
Adhering to traditional management concepts due to time and business pressure
One of the main obstacles to the successful implementation of letters of credit is the tendency for
construction companies to submit applications. Traditional management concepts are contrary to
efficiency and quality initiatives (Abdullah et al., 2009).According to Common et al. (2000),
which seems to be a commercial pressure to sign a contract Production issues So Mossman (2009)
advises companies not to expect crisis Change because it's too late to master new skills and ways
of thinking. That's why Abdullah et al. (2009) pointed out that although construction companies
remain loyal to current management philosophy, they are satisfied with it after achieving their
goals, they are reluctant to make any changes, even if they change can help improve performance
and improve quality and performance.
Financial problem

The Lean Construction Technique

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Successful LC implementation requires sufficient resources to provide the right tools and
equipment, Adequate professional compensation, incentives and incentives; investment in training
and development Plan, perhaps hiring a lean expert, which will advise employers and employees
during the initial implementation (Bashir et al., 2010). Dulaimi and Tanamas Research (2001),
Olatunji (2008) and Mossman (2009) reveal some common financial obstacles that need attention
Suggest. These factors include: inflation, insufficient project financing, unstable construction
market, Effective implementation of basic social services required, lack of incentives and
motivation, low some companies are reluctant to invest more in training It is not just a requirement
of necessary legislation.
Lack of commitment and support from senior management
The successful implementation of LC or any new innovation strategy must be supported by senior
management. Management must provide sufficient time and resources to effectively plan and
manage change.From the implementation process (Bashir et al., 2010). Although Abdullah et al.
(2009) and Alinaitwe (2009) point out that lack of management leadership and commitment is one
of the keys Mossman (2009) believes that this problem exists for middle managers.
This is not senior management. For middle managers, their training and experience are not
obvious. Enough for them to manage changes in thinking, responsibilities and roles. Alternately
For those who manage the implementation of the LC concept, the benefits are obvious: higher
efficiency, reduced costs Time and accident (Mossman, 2009). However, some studies report
management issues such as poor planning, no commission to improve workflow, insufficient
understanding of customer needs, lack of Workforce participatory management style, logistical
issues, lack of prior planning and poor performance (Shammas-Toma et al., 1998; Johansen and
Porter, 2003; Olatunji, 2008; Alinaitwe, 2009).

The Lean Construction Technique

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Benefits of Lean Construction Technique
The construction industry is diverse and strongly involved in projects related to design and
planning uncertainties, the existence of different interests of stakeholders, resource availability,
environmental factors, national economic and legal regulations. However, due to construction
waste and demolition waste, industrial activities have a negative impact on the environment. Lean
construction (LC) technology offers the opportunity to do more, but requires less energy, less
equipment, less time and space. The purpose of this study is to evaluate the advantages of liquid
chromatography technology based on the opinions of South African construction industry
professionals. A well-structured questionnaire was prepared to collect data from respondents
including quantity inspectors, architects, construction managers, project managers and
construction engineers. The results of analyzing the data show that customers, consultants and
contractors agree that the most important benefits of using LC technology are waste reduction,
effective material management and improved material costs. construction project. This means that
construction waste management is one of the important management processes necessary to
achieve project goals. It is recommended that companies use LC to identify and analyze waste in
order to improve efficiency, reduce the time and number of accidents, improve reliability, improve
quality and ensure higher safety and Customer satisfaction. The study points to the advantages of
thin construction technology for the South African construction industry and many researchers
from other developing countries. Therefore, it was concluded that, among other things, reducing
waste and effective material management are the main goals of CL technology, which are its main
advantages. Since construction waste management is one of the most important management
processes to achieve project goals, it is recommended that companies use waterproof buildings to
identify and analyze waste to improve efficiency and reduce waste. Avoid accidents, improve

The Lean Construction Technique

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reliability, improve quality and ensure customer satisfaction. For further research, these studies
can also be conducted in other South African provinces to better understand the views of building
professionals on the benefits of LC.
Although the construction industry around the world has encountered some challenges in
implementing LC, some industries have realized the potential for successful LC implementation
(Vilasini, 2014). Scientists have noticed some advantages and benefits. The main advantage of
using LC weaving is to reduce waste (Lo Wait.2005). By eliminating construction waste, LC
encourages:


Minimize double placement and movement of equipment and staff.



Balance teams and coordinate processes



Remove hardware restrictions



Minimize input variance



Minimize changes and difficult settings.



Reducing interpersonal dynamics According to Womack and Jones (2010), the most
important benefit is increased customer satisfaction. Construction companies that use lean
structures based on a client's approach can:



Satisfy customer's request.



From a design perspective, the value of architecture.



Use flexible resources and adaptive plans to respond to changing opportunities and needs.



Use costs and goals.
Cleanliness and organization are important advantages, because without them,
opportunities for improvement and the root cause of the problem are often hidden. Salem
et al. (2005) clearly shows that in clean workplaces, cracks, missing parts or equipment

The Lean Construction Technique

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leaks are more pronounced, thereby improving job safety and minimizing the risk of
accidents. In addition, the slim design also improves equipment efficiency, operator skills,
the use of the right equipment and the high performance of the right equipment. It should
be noted that cleaning is a good starting point and a means to develop and strengthen
habits, behaviors and professional skills necessary to reduce waste and continuously
improve structural efficiency and performance. .In addition, according to Mossman (2009),
the LC benefits from construction organizations are considered to be the most important
benefits of implementing LC technology in the construction industry:


Improve security



Lower cost



Eliminate costs



Improve efficiency



Shorten travel



Improve reliability



Improve quality



Improve customer satisfaction



Improve predictability



Improve design to increase construction capacity

According to Modi and Thakkar (2014), LC practitioners believe that LC can help organizations
reduce inventory, supply on demand, and increase the number of employees with many skills,
structural management, and resources focused on the most effective tasks. In addition, Modi and
Thakkar (2014) believe that the use of LCtechnique in the construction sector has the following
advantages: short delivery times, reduced costs, increased productivity, reduced waste, improved

The Lean Construction Technique

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quality or fewer defects, and shorter cycle times. The benefits of lean work construction as
discussed by Modi and Thakkar (2014) are:
•Reduce labor while maintaining or increasing output.
•Maximize employees with multiple skills

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References
Ab Rahman, M. N., Shokshok, M. A. & Abd Wahab, D. (2011) 'Barriers and Benefits of Total
Quality management Implementation in Libyan Manufacturing Companies'. Middle-East
Journal of Scientific Research, 7(4) 619-624.
Abdel-Razek, R. H., Abd Elshakour M, H. & Abdel-Hamid, M. (2007) 'Labour Productivity:
Benchmarking and Variability in Egyptian Projects'. International Journal of Project
Management, 25(2) 189-197.
Abdullah, S., Abdul-Razak, A., Abubakar, A. & Mohammad, I. S. (2009) 'Towards Producing
Best Practice in the Malaysian Construction Industry: The Barriers in Implementing the
Lean Construction Approach'.Faulty of Engineering and Geoinformation science,
Universiti Teknologi Malaysia.

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Alarcón, L. & Serpell, A. (1996) 'Performance Measuring, Benchmarking and Modelling of
Project Performance', Proceedings of 5th Conference of the IGLC. The University of
Birmingham, UK.
Alarcon, L. F., Diethelm, S. & Rojo, O. (2002) 'Collaborative Implementation of Lean Planning
Systems in Chilean Construction Companies', Proceedings of the IGLC-10 Conference
Gramado, Brazil, 2002.
Alarcón, L., Diethelm, S., Rojo, O. & Calderon, R. (2005) 'Assessing the impacts of implementing
Lean construction', Proceedings of the 13th Annual Conference of the IGLC. Sydney.
Alarcón, L., Grillo, A., Freire, J. & Diethelm, S. (2001) 'Learning From Collaborative
Benchmarking in the Construction Industry', Proceedings of 9th IGLC. Singapore.
Alves, T. & Tsao, C. (2007) 'Lean Construction – 2000 to 2006'. Lean Construction Journal, 3 (1).
pp 46-70.
Ansell, M., Holmes, M., Evans, R., Pasquire, C. & Price, A. (2007) 'Lean Construction Trial on a
Highways Maintenance Project', Proceedings IGLC-15. Michigan, USA July 2007.
Ballard, G. (2000) The Last Planner System of Production Control. Degree of Doctor of
Philosophy. The University of Birmingham.
Banwell, H. (1964) Report of the Committee on the Placing and Management of Contracts for
Building and Civil Engineering Work. HMSO.
Bashir, M. A., Suresh, S., Proverbs, D. G., and Gameson, R. (2010) ‘Barriers towards the
Sustainable Implementation of Lean Construction in the United Kingdom’, ARCOM
doctoral workshop, 25 June, University of Wolverhampton.
UK British Property Federation (1983) Manual of the BPF System for Building Design and
Construction.British Property Federation, London.

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Chan, A. P. C., Chan, D.W.M., Chiang, Y.H., Tang, B.S., Chan, E.H.W. and Ho, K.S.K. (2003)
'Exploring Critical Success Factors for Partnering in Construction Projects'. Journal of
Construction Engineering and
Management, 130(2) 188-198.Common, G., Johansen, E. & Greenwood, D. (2000) 'A Survey of
the Take-up of Lean Concepts among UK
Construction Companies', Proceedings of the 8th IGLC Conference. Brighton, United
Kingdom, 2000.
Costa, D., Formoso, C., Kagioglou, M. & Alarcón, L. (2004) 'Performance Measurement Systems
For Benchmarking in the Construction Industry', Proceedings of 12th IGLC. Copenhagen,
Denmark.

Attached.

The Lean Construction Technique

1

The Lean Construction Technique
Insert name of school
Insert your name
Insert professor name
December 2019

The Lean Construction Technique

2
Table of Contents

1

THE LEAN CONSTRUCTION TECHNIQUE ......................................................................................................... 3

2

LEAN CONSTRUCTION CONCEPT .................................................................................................................... 4

3

LEAN CONSTRUCTION PRINCIPLES ................................................................................................................. 5
3.1
3.2
3.3

4

VALUE IDENTIFICATION.......................................................................................................................................6
VALUE STREAM MAP .........................................................................................................................................7
FLOWS ............................................................................................................................................................8

LEAN CONSTRUCTION TECHNIQUES .............................................................................................................. 8
4.1
4.2
4.3
4.4
4.5

LAST PLANNING SYSTEM (LPS) .............................................................................................................................9
MASTER PULLING SCHEDULE ...............................................................................................................................9
PHASE SCHEDULE ..............................................................................................................................................9
LOOK-AHEAD PLANNING ...................................................................................................................................10
WEEKLY WORK PLAN (WWP) ..........................................................................................................................10

5

LEAN TRANSFORMATION OF CONSTRUCTION INDUSTRY ............................................................................ 10

6

13

7

OBSTACLES TO EFFECTIVE IMPLEMENTATION OF LEAN MANUFACTURING TECHNIQUE .............................. 13
7.1
7.2
7.3
7.4
7.5

DECENTRALIZATION AND OUTSOURCING ..............................................................................................................14
ACQUISITIONS AND CONTRACTS .........................................................................................................................15
ISSUES RELATED TO HUMAN CULTURE AND ATTITUDES. ...........................................................................................16
FINANCIAL PROBLEM ........................................................................................................................................17
LACK OF COMMITMENT AND SUPPORT FROM SENIOR MANAGEMENT .........................................................................17

8

BENEFITS OF LEAN CONSTRUCTION TECHNIQUE ......................................................................................... 18

9

POTENTIAL IMPROVEMENTS IN THE IMPLEMENTATION OF THE LEAN CONSTRUCTION TECHNIQUE........... 21
9.1
CONSTRUCTION SUPPLY CHAIN ..........................................................................................................................21
9.2
ON-‐SITE SUBCONTRACTOR EVALUATION ............................................................................................................21
9.3
FINISHING TRADES IN BUILDINGS ........................................................................................................................22
9.4
CONSTRUCTION SUBMITTALS .............................................................................................................................22
9.5
IMPROVING LABOR WORK FLOW IN CONSTRUCTION................................................................................................23
9.6
FORMWORK ENGINEERING................................................................................................................................23
9.7
CONSTRUCTION PROJECTS (STRUCTURE AND FINISHES) ...........................................................................................23
9.8
PRECAST CONCRETE FABRICATION .......................................................................................................................24
INFRASTRUCTURE PROJECTS ............................................................................................................................................24

10

CONCLUSION ............................................................................................................................................... 25

11

REFERENCES ................................................................................................................................................ 27

The Lean Construction Technique

1

3

The Lean Construction Technique

In the terminology of the construction industry, the term "lean" can be defined as a method used in
the field of construction based on innovation and technological progress. Proper use of these
methods will increase project efficiency and reduce waste. Economic construction methods are
expected to improve production control and process reliability, which will also help reduce project
costs and service life. In addition, the principle of lean construction is derived from the production
process that will be used in the building. Lean construction uses high-quality tools and principles
to optimize construction methods by increasing efficiency, reducing waste, and continuously
improving the construction industry. According to scientists, the construction industry is
considered a slow-moving industry, many of which Problems, and the industry has commissioned
several reports to investigate over the past 60 years Performance and improvement measures
(Simon, 1944; Emmerson, 1962; Banwell, 1964, UK Property Federation, 1983; Latham, 1994).
The last is the Egan report "Rethinking Architecture" The event was held in 1998 in
response to customer concerns about renting services from construction companies. At the core of
the Egan report is the desire to change culture, style, and management (Forbes and Ahmed, 2011).
The report reviews building case studies from around the world I made some improvements,
including examples of successful lean thinking. We have been working since 1998 to encourage
the use of lighter concepts in buildings in most geographic areasThe UK is growing fast, as
evidenced by a seminar on construction industry research and information organisation.
Association (CIRIA) and Building Productivity Network (CPN) (Johansen et al., 2002). They have
these efforts Expanded to include Lean Construction Improvement Program (CLIP) created by
BREA case study on the development of excellence in architecture was promoted in 2003.
Lean Creation British Institute of Architecture (LCI-UK) and some lean construction (LC)
consulting and promotion companies It also enhanced the image of the letter of credit rules. Some

The Lean Construction Technique

4

organizations and universities now offer LC Education that helps to introduce lean thinking into
mainstream architectural education. Despite these tireless efforts, a study by Common et al.
Remains unresolved. (2000) shows the existence of lean culture It is much smaller than stated
among the large construction companies in the UK. Compared with other countries, the level of
development recognized in the LC literature review of other countries (Common et al., 2000).
Mossman (2009) and Bashir et al. Emphasize this point. (2010), he mentioned Although many
countries have benefited greatly from the LC concept, few seem to Lean implementation of the
UK construction industry over the past two decades, even after publication Egan reports. Some
structural and cultural obstacles seem to hinder its success.

2

Lean Construction Concept

Koskela et al. (2002) Defining lean architecture as a structural design method wasted materials in
production systems with minimal time and effort the maximum value that can be reached. Salem
and Zimmer (2005) also define the concept as follows: On the other hand, continuous waste
treatment processes can meet or exceed customer requirements Focus on the value stream and
continuously seek perfection in project implementation. According to Abdelhamid and Salem
(2004), lean is a commonly used definition Construction is a way to design production systems to
minimize material waste, Time and effort to create the greatest possible value for our customers.
Few (2013) recently defined lean buildings as design waste disposal the first production process of
a construction project using lean principles No Minimize activities that do not increase the value
of products and services and do not create them Lean Construction is always looking for people
who have more time to add value Improvement in all stages of design, construction, operation and
maintenance Construction projects that meet customer requirements. Besides doing more efficient,
efficient and cost effective construction process that provides effective value and Risk

The Lean Construction Technique

5

management for construction companies and questioning cost, time and cost beliefs Quality
management cannot be done simultaneously (Dulaimi and Tanamas 2005).

3

Lean Construction Principles

Figure 1:Lean Construction Management

Lean thinking is based on five basic principles necessary for market acceptance and operational
excellence. Womack and Jones (1996) identified for the first time five Lean principles:
determining value from the customer's perspective; determining value from the customer's
perspective. Understand the value stream; implement processes in the workflow; attract
customers at the right time; and pursue excellence and continuous improvement (Cullen et al.,
2005; Hook and Stehn, 2008; Suresh et al., 2012; Fewings 2013). These principles are a vehicle
for continuous improvement, and the benefits of lean construction can only be realized through

The Lean Construction Technique

6

full implementation (Dulaimi and Tanamas, 2005). However, according to Green (2001) and
Bertelsen (2004), not all rules apply to the construction industry due to differences between
sectors. However, Forbes and Ahmed (2011) proposed five principles that will apply to all
organizations.
Similarly, Salem and Zimmer (2005) point out that most principles apply to the
construction industry, while Koskela (2004) states that they do not fully cover all aspects of the
production process that generates value. In addition, Hook and Stehn (2008). It is also
recognized that the principles do not give sufficient attention to the cultural aspects of the
workforce, which is inevitable in restrictive practice. Due to the different special characteristics
of the construction process and the production process, Koskela (1992) described the principle of
lean construction as follows: process transparency; reduction of fluctuations; shortening of cycle
time; simplicity; comparative analysis; flexibility performance; process management; . On the
other hand, the Building Industry Association (IIC) defines the five different principles of light
construction as a client approach. Culture and people; organization and standardization of the
workplace; waste disposal; continuous improvement and implementation of quality (Forbes and
Ahmed, 2011). To improve your understanding of lightweight structures, you need to discuss
these principles.

3.1 Value Identification
In lean construction, this value is displayed from the customer's perspective and is determined by
Customer needs and requirements (Koskela 2004). Value must be simple and easy Understand and
specify, and must be provided at the right time and the right price (Bjornfot And Stehn 2007;
Mossman 2009). Because effectively delivering value to customers is the main goal leading the
entire transformation process is lean construction manage all value-added processes (Bjornfot and
Stehn 2007). So to achieve appropriate value-added processes where the organization must be

The Lean Construction Technique

7

involved transform the elements of the project in a way that the customer recognizes Change and
willingness to pay for it (Mascitelli 2002). Customers need products. It fulfills its mission, meets
the needs of its customers, and is good value for money. (Ballard and Howell 2004). UK
government report shows that for businesses to stay competitive, they need to know what their
customers want and want to return (year 2013). Therefore, the purchasing team must understand
the needs of the customer and the ultimate goal. Product users must provide effective value.

3.2 Value Stream Map
Every project has products that require value and customers that get value. The implementation of
construction projects includes value-added and non-value-added activities. Although value-added
activities convert materials into products, activities that do not add value consume resources such
as time, space, and money without increasing the value of the product (Farrar et al., 2004; Forbes
and Ahmed, 2011). Although a study by Bjornfot and Stehn (2007) in Sweden showed that only
20% of construction work adds value directly to the product, a study by Koskel (1992 in Seneratne
and Wijesiri 2008) shows that non-value-added activities Absorbed about 12% of the total project
cost and 2/3 of the total project time. Therefore, in order to effectively develop and deliver the
product, all necessary value-added steps must be identified. The value stream includes all the
value-added steps needed to design, manufacture and deliver the product (Fewings 2013). In
construction, a value stream is a series of activities from concept to delivery so that a customer
requests (removes) a building or service. Identifying the value stream is determining when and
how to make a decision, and the main strategy behind the decision to understand how to
incorporate value into the building. Therefore, the value flow diagram is a flowchart that can lead
to the realization of valuable products and identify alternative routes that can maximize
performance during construction (Dulaimi and Tanamas, 2005; Forbes and Ahmed, 2011).

The Lean Construction Technique

8

3.3 Flows
Lean construction aims to ensure the efficient flow of information and resources. Flow is Key
processes to improve and balance portfolio activities It can be developed (Fewings 2013).
However, many factors can Obstacles to activities and resource flows add value to construction
projects. You Accident, executive meeting, misunderstanding, approval cycle, discomfort
disturbance, wasteful location, change, and management (Mascitelli 2002,Abdelhamid and Salem
2005). Therefore, the above obstacles should be minimized successfully deliver value to
customers. Construction Practice is considered very wasteful and requires many tasks and lean
actions creating customer value (Latham 1994, Forbes and Ahmed 2011). With that in mind, Lean
technologies designed to eliminate barriers to value-added processes Actions are being developed
to remove any barriers to the flow of value Construction process (Bennett 1998, Farrar et al.,
2004). It is based on minimization Uncertainty, reducing the number of accidents, avoiding
changes, and in some cases rescheduling it works by enabling certain tasks to continue without
having to perform other tasks.

4

Lean Construction Techniques

Lean construction technology is the foundation of LC and has been evolving since its use in the
construction industry. Antillon (2010) defines lean technologies as procedures, structures,
projects, models, methodologies, and products that, when implemented, can help companies apply
lean technology across the workplace. Simultaneous engineering, complete percentage plan (PPC)
measurement, resource management, over time, standardization, immediate problem identification
and process evaluation. Detect differences and differences, use visual indicators, equipment
integration and continuous improvement (Antillón, 2010). In LC technology, the Last Planner
(LPS) system is o...


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Just what I was looking for! Super helpful.

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