050 Intergrating Constructability with Lean Construction
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This document discusses integrating constructability reviews with lean construction and work planning. It describes how constructability must be considered early in the project life cycle during planning, design, procurement, and mobilization phases. Conducting detailed reviews of designs, models, specifications, and construction processes allows constructability specialists to identify issues like errors, unclear specifications, complex features, and aspects that will be difficult to bid or construct. The document also outlines key aspects of lean construction including maximizing value and reducing waste through techniques like supply chain management and just-in-time. Weekly work plans are identified as a tool to implement lean construction principles and production scheduling.
050 Intergrating Constructability with Lean Construction
- 1. INTEGRATING CONSTRUCTABILITY WITH LEAN CONSTRUCTION & WORK PLAN helpdesk@construction-productivity.co.uk htt://www.construction-productivity.co.uk
- 2. Constructability is the integration of construction expertise into all phases of the project. For Improving factors such as: cost schedule quality overall project objectives
- 3. Constructability must be used at key points in the project life cycle. This includes: in the planning phase; early in the design phase; prior to the procurement phase; prior to the mobilization phase for construction.
- 4. Constructability process considers a detailed review of: Design drawings; Models; Specifications; construction processes.
- 5. This is carried out by one or more highly experienced construction Engineers or specialists. working closely with the project team including cost engineering; this is carried out prior to construction mobilization; before construction work is put for tender.
- 6. • The purpose of the constructability review is to identify the following items: • Design errors (both material selection or dimensions). • Un clear specifications.
- 7. • Project features-difficult and very costly to construct. • Project complexity- that exceed the knowledge and capability of industry to properly build. • Project features that are difficult to interpret and will be hard to accurately bid.
- 10. Lean construction main objective is to maximize value and reduce waste. It applies specific techniques in an innovative project delivery approach. including: 1. supply chain management, 2. Just-In-Time techniques.
- 12. As well as the open sharing of information between all the parties involved in the production process. Lean manufacturing is an outgrowth of the Toyota Production system. Developed by Taichii Ohno in Toyota in the 1950s.
- 13. It is based on lean manufacturing, of the Toyota Production system. Ohno learnt from mass production at Ford Motor manufacturing facilities in the U.S. and witnessed high level of waste during production.
- 14. Ohno identified several wastes in mass production systems in car industry such as: 1. overproducing 2. waiting time 3. transporting
- 15. also, in other areas such as: 1. processing methods; 2. unnecessary stock on hand; 3. unnecessary motion; 4. defective goods; 5. failure to meet customers’ needs; 6. high waste through out the process. He would be very disappointed by recent failures in Toyota car performance.
- 16. Womack and Jones (1996) suggested that there are five key principles that need to be monitored when lean construction systems are applied in construction. Those are: Value-clarifying the customer’s needs; the supply chain involvement in all stages, from inception to completion; By clarifying activities or products that signify value.
- 17. Value stream: By mapping the whole value stream establishing cooperation between all parties involved; identifying and eliminating waste; From taking such steps the construction process can be improved.
- 18. Flow: Business flow includes project information such as: 1. specifications 2. contracts 3. plans, etc. Job site flow involves the activities and the way they have to be carried out. Supply flow refers to the materials used in a project.
- 19. Pull: The efforts of all participants provides smooth pulls during the construction process. Perfection: Use of best methods of work instructions and best procedures. Introduction of best quality control methods.
- 21. This well planned and systematic approach helps the management team to create quality work plans. They learn from any failure a good WorkPlan is a weekly work plan based on lean construction production scheduling
- 22. screening work package constraint percentage of planned completed (PPC) Scheduling of construction work is often done with the help of computer tools It implement the critical-path method (CPM)
- 23. based on activities of given duration and unit resources allocated to them as well as predecessor relationships between activities for different parties involved in a construction project to communicate with one another whom should be doing what work and when.
- 24. The application of lean production techniques in construction has been triggered by its success in manufacturing (Womack and Jones 1996). Weekly work plans can be developed as valuable tools for production planning and control. This is possible through the application of lean construction techniques. In the application weekly work plans are generated using a database (Choo, Tommelein
- 26. Activity-on-Arrows Representation of a Nine Activity Project
- 27. Defining Precedence Relationships Among Activities