Lean Construction : Core Concepts and New Frontiers.

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- About the contributors -- Foreword by Derek Drysdale, Director and Trustee, Lean Construction Institute - UK -- 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.

This book collates the main research developments around Lean Construction over the past 25 years with contributions from many seminal authors in the field.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.