Many scholars express that the objective of lean system is elimination of waste.
But elimination of waste is the motto of Industrial engineering since beginning.
Lean is an important aspect of industrial engineering focusing first on inventory reduction and then on resource reduction to achieve a specified output. Lean theory says even 50% of the current resources planned as traditional theory can be reduced by using lean oriented thinking.
See EFFICIENCY PRINCIPLES APPLIED TO MEASUREMENT AND CURE OF WASTES by Harrington EmersonLean Construction
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https://www.youtube.com/watch?v=VU133nIHx1c
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Lean Construction - The Toyota Industrial Engineering of Construction
OPEN ACCESS PEER-REVIEWED CHAPTER
From Lean Manufacturing to Lean Construction: How Principles, Tools, and Techniques Evolved
WRITTEN BY Sevilay Demirkesen
Published: March 10th, 2021
Industrial Engineering in Civil Engineering.
Lesson 427 of Industrial Engineering ONLINE Course - Applied Industrial Engineering Module
Introduction to Lean Construction (Module 1 - Lean Basics)
By Prof. Koshy Varghese, Prof. N Raghavan | IIT Madras
Proceedings of Seventh Conference of the International Group for Lean Construction - IGLC - 7
1999, University of California, Berkeley
http://construction.berkeley.edu/~tommelein/IGLC-7/
http://construction.berkeley.edu/~tommelein/IGLC-7/PDF/
LEAN CONSTRUCTION: ARENAS OF ENACTMENT, MODELS OF DIFFUSION AND THE MEANING OF ‘LEANNESS’
Stuart D. Green and Susan C. May
School of Construction Management and Engineering, The
University of Reading, PO Box 219, Reading, RG6 6AW, UK
http://www.reading.ac.uk/web/FILES/innovativeconstructionresearchcentre/icrc-papers-LEAN_CONSTRUCTION_-_ARENAS_OF_ENACTMENT,_MODELS_OF_DIFFUSION_AND_THE.pdf
Lean Construction: Where are we and how do we proceed
Sven Bertelsen
Lean Construction Journal, October 2004
http://www.leanconstruction.org/media/docs/lcj/LCJ_04_0009.pdf
Lean Construction - Evolution
1992 Report of Lauri Koskela
CIFE Technical Report 72, Stanford University
The term “new production philosophy” refers to an evolving set of methodologies, techniques and tools, the genesis of which was in the Japanese JIT and TQC efforts in car manufacturing. Several alternative names are presently used to refer to this philosophy: lean production, JIT/TQC, world class manufacturing, time based competition. In manufacturing, great gains in performance have been realized by this new production philosophy.
Construction has traditionally tried to improve competitiveness by making conversions incrementally more efficient. But judging from the manufacturing experience, construction could realize dramatic improvements also by identifying and eliminating non conversion (non value-adding) activities. In other words, actual construction should be viewed as flow processes (consisting of both waste and conversion activities), not just conversion processes. As demonstrated previously by the manufacturing industry's experience, adoption of the new production philosophy will be a fundamental paradigm shift for the construction industry.
An initial set of design and improvement principles for flow processes is presented that
can serve as an implementation guideline.
According to the new view, a construction project consists of three basic flows (design
process, material process and work process) and supporting flows. For most participating
organizations, these processes repeat from project to project with moderate variations.
By far the most general concept seems to be the understanding of construction as a set of
activities aimed at a certain output, i.e. conversions. This activity view of construction is
shared both by the old traditions of construction and the newer methods.
The traditional method of cost estimation is at the heart of this activity view. The building (or
other structure) is divided into its constituent elements, and for each element, the costs of
needed materials and labor (conversion of input to output) are estimated. In later stages,
contracts which specify a part of the building as the output, and a remuneration as input, are
established. This is exactly according to the conversion model: it is assumed that the total
production process consists of a set of subprocesses which convert an input to an output, and
which can be realized and analyzed in isolation from each other1
. Also in network based
project planning (CPM networks), a relative newcomer in the historical perspective of
construction, the activities needed for producing the various elements of the building are the
basic unit of analysis.
Work flows: Successful application of methodical work improvement, based on
Taylor’s scientific work study, was first reported in 1911 (Drewin 1982). However,
the authors of a leading volume in productivity improvement state in 1989 that
“adoptions [of techniques for improving productivity have] seldom occurred (Oglesby,
Parker, Howell 1989).
The concept of process improvement provides a framework, which can - and should - be immediately applied in all construction industry organizations.
Measures, which directly pinpoint improvement potential (waste or value) and facilitate targeting and monitoring of improvement, are crucial for implementation of process improvement.
The traditional production philosophy
Production activities are:
- conceived as sets of operations or functions, which are
- controlled, operation-by-operation, for least costs, and
- improved periodically with respect to productivity by implementing new technology.
The new production philosophy
Production activities are:
- conceived as material and information flow processes, which are
- controlled for minimal variability and cycle time, and
- improved continuously with respect to waste and value, and periodically with respect to efficiency by implementing new technology
The primary focus in design is thus on minimizing value loss, whereas in construction it is on
minimizing waste. It has to be stressed that both wastes and value losses are real and considerable, as described above.
Measures for construction
It is evident that the conventional measures of construction, which most often focus on cost or productivity, fail to make waste visible and to stimulate continuous improvement.
The following are, construction related measures.
- Waste: Such issues as number of defects, rework, number of design errors and omissions, number of change orders, safety costs, excess consumption of materials and the percentage of non value-adding time of the total cycle time for a particular work or material flow may be addressed.
- Value: The value of the output to the internal or external customer often has to be evaluated subjectively.
- Cycle time: The cycle times of main processes and subprocesses are powerful measures
- Variability: Any deviations from the target can be addressed, like in schedule performance (percent of activities executed as planned).
The basic improvement guideline is thus: get started, define processes, measure them, locate
and prioritize improvement potential, implement improvement and monitor progress!
Process definition and measurement is crucial. Work processes must first be made transparent by charting them. Next, the inherent waste in processes must be made visible through suitable measures, and targets and monitoring should be focused on it. As discussed earlier, a significant issue is to find measures which are project-independent. Even if measurements are not as straightforward as in manufacturing, they are not an insurmountable problem.
A number of principles for flow process design and improvement have evolved as part of this report. There is ample evidence that through these principles, the efficiency of flow processes can be
considerably and rapidly improved:
1. Reduce the share of non value-adding activities.
2. Increase output value through systematic consideration of customer requirements.
3. Reduce variability.
4. Reduce cycle times.
5. Simplify by minimizing the number of steps, parts and linkages.
6. Increase output flexibility.
7. Increase process transparency.
8. Focus control on the complete process.
9. Build continuous improvement into the process.
10. Balance flow improvement with conversion improvement.
11. Benchmark.
International Group for Lean Construction (IGLC) was formed in 1993.
The Lean Construction Institute (LCI) was founded in August 1997 by Glenn Ballard, Greg Howell, Iris Tommelein and Todd Zabelle as a for profit research, development, and advisory company focused on the application of Lean for construction projects.
"The Lean Construction Institute (LCI) is a research organization with a very particular focus on production management, the way work is done, in construction. We are very different from other organizations because our first goal is to understand the underlying “physics” of production. This means we want to understand the effects of dependence and variation along supply and assembly chains. These physical issues are ignored in current practice and have no relationship to teamwork, communication, or contract. These human issues are at the top of practitioner’s lists of concerns because they do not, indeed cannot see the source of their problems in physical production terms."
In 2000, it was made a non-profit corporation. The institute does research to develop knowledge regarding project based Lean Principles and Methods in the design, engineering, and construction of capital facilities.
https://en.wikipedia.org/wiki/Lean_Construction_Institute
Koskela, Lauri. An exploration towards a production theory and its application to construction.
Espoo 2000. Technical Research Centre of Finland, VTT Publications 408. 296 p.
Espoo is Spektri Duo at Helsinki University of Technology (Espoo, Finland)
The transformation view of production has been dominant during the 20th century. The transformation view has its intellectual origins in economics. The popular value-chain theory, proposed by Porter (1985), is another approach embodying the transformation view. A production theory based directly on the original view on production in economics has been proposed by a group of scholars led by Wortmann (1992a).
The flow view of production, first proposed by the Gilbreths (1922), has provided the basis for JIT and lean production. In a breakthrough book, Hopp and Spearman (1996) show that by means of queueing theory, various insights, which have been used as heuristics in the framework of JIT, can be mathematically proven.
The value generation view was initiated by Shewhart (1931) and further refined primarily in the framework of the quality movement. Cook (1997) has recently presented a synthesis of a production theory based on this view.
However, nobody has up till now suggested that the three views are all necessary for production management and should be used simultaneously, in an integrated and balanced manner (*proposed in this thesis).
TFV (Transformation - Flow - Value) theory of Lean Production and Construction. Product and Process Industrial Engineering.
The new conceptualization, based on the TFV (Transformation - Flow - Value) theory of production, explains these anomalies and provides for a new improvement potential. Thus, a new theory of construction is proposed. This is the major contribution regarding construction management.
In the interpretation of construction from the TFV theory point of view, there are two specific contributions. Firstly, it is argued that the TFV principles have to be applied in the design, control and improvement of production systems of construction. Secondly, it is argued that it is advantageous, but not necessary, to eliminate such construction peculiarities as one-of-a-kind products, site construction and temporary project organization. If they are not eliminated by production system design, they can be mitigated by control or by improvement.
Further research in construction management
The theoretical foundation, as outlined in this study, should be further refined, strengthened and validated. Especially, further empirical clarification of the value view (in contrast to the flow view) and its problems in construction is required. The full range of mechanisms causing waste in conventional
construction should be explored and explained. The relation between operations management and innovation in construction needs clarification.
Of course, there is a need for further development of construction-oriented practices and methods based on the TFV principles. How could the TFV theory be effectively applied for furthering specific goals, like safety, sustainability etc. in construction? How could operations management principles and information technology initiatives in construction be better aligned? How could practical efforts directed at forming a production template based on the TFV theory be assisted?
One special point of view is related to the options of the client in construction. What are the possibilities for a client to stimulate performance improvement, from the demand side, in his projects? How should offers made by companies at different stages of implementation of TFV principles be evaluated?
This is a totally new situation for construction management, where no coherent theoretical
foundation has up till now been recognized. What are the implications of this finding for construction management, understood both as a scientific discipline and professional practice?
Note that in manufacturing, such advances as mass production and lean production have diffused as practice-based methodology, and theory formation has lagged behind actual practice. Could construction benefit from a more rapid and coherent theory-based evolution and diffusion of methods and practices
based on the TFV concept of production.
Implications for the discipline of construction management: reintegration to operations management
Operations management for construction, called “construction management and engineering” or “construction management and economics” is the subfield of operations management that has its own department in universities, Content analysis of scientific papers shows that the discipline of construction management and engineering is largely inward looking (Betts & Lansley 1993). It is not unfair to
say that construction management and engineering in civil engineering has developed in relative isolation from the trends in operations management in general.
There are four issues that make this isolation problematic.
Firstly, construction, especially manufacturing of construction components, has incrementally
developed towards manufacturing (Sebestyén 1998).
Secondly, in manufacturing, features typical of construction have become more common. One-of-a-kind production is increasingly studied in the framework of operations management (Hirsch & Thoben 1992, Wortmann 1992b). Due to the short life cycle of products, the manufacturing of a product can increasingly be seen as a project (Goldman et al. 1995). These two trends lead to the difference between
construction and manufacturing becoming increasingly diluted.
The third issue is related to the theme of this study: the theoretical foundation of construction management is the same as for operations management in general. As in any other particular field of production, the theoretical foundation has to be applied to the specific features of construction. However, having progressed in isolation, construction management has largely failed in the task of clarifying
the peculiarities of construction. This failure is the fourth problematic issue.
This suggests that the discipline of construction management and engineering, now progressing in relative isolation, has to be reintegrated with the generic discipline of operations management and its related sub-fields, like design science and project management.
Implications for practice
From the point of view of construction management practice, the crucial finding is that there exists a theoretical foundation, the application of which demonstratedly leads to better performance than by means of prevailing methods and principles. Thus, construction is now in an analogous situation to
manufacturing in the 1980s, when JIT methods started to diffuse and led, together with ideas from the quality movement, to a re-evaluation of most aspects of production management. Similarly, in construction, a change to this new foundation will eventually be compelled by competition.
However, construction is in one respect in a better position than manufacturing: the new foundation is not implicit any more, but can be made explicit and accessible to the practitioners through the doctrine of construction management.
Which benefits can be expected?
Evidently, the construction industry needs new tools and methods for realizing the switch to the TFV concept. A considerable number of the methods and tools developed in manufacturing can directly, or with minor modifications, be applied to construction. However, for the peculiar features of construction, new methods and tools have to be developed starting from first principles.
The role of a theory as a communicative device is crucial in such multi-organization endeavors as construction. This would imply that all parties of a construction project share common vocabulary, metrics and understanding of the success factors, as well as other issues. This target situation is analogous to the aims in the field of project management, where a project management body of
knowledge (Project Management Institute 1996) has been compiled, or in quality management, where concepts, methods and practices have been internationally standardized (SFS-ISO 9000). However, presently neither project management or the quality movement cover all the views and principles needed. The realization of communication benefits of a foundation first requires that the body
of knowledge has been sufficiently consolidated and validated. Secondly, it is necessary that the various professional bodies of construction subscribe to it and modify their codes of practice and other guidelines accordingly. However, project-wise, enhanced communication can be more rapidly achieved through focused training efforts.
The foundation provided by the TFV concept, even in its present state, already provides direction for the search for improved performance, as the industrial cases, described above, show. It can be anticipated that production templates, stressing all TFV views in a balanced way, will emerge in construction. The
characteristic feature of such templates is that there is a good fit between the different parts and aspects of production, leading to synergic effects. Such templates are needed both for a permanent supply of intermediate products and services and for the temporary project activities.
As in manufacturing, the initial increase of competitive benefits can be anticipated to be so great, that the decision of implementing the TFV model overshadows all other competitive strategic decisions. Further, the analogy from manufacturing would suggest that first implementers would have a lasting
competitive benefit, assuming that they can create a capability to learn.
LEAN CONSTRUCTION JOURNAL
Published by the Lean Construction Institute since 2003, the Lean Construction Journal (LCJ) is an international refereed journal devoted to Lean Construction practice and research. LCJ is an open access journal, registered with the Directory of Open Access.
https://leanconstruction.org/pages/learning/publications/lean-construction-journal/
More details of the lean construction are covered in The Evolution of Lean Construction Concept and Practice
Industrial Engineering in Civil Engineering.
Lesson 427 of Industrial Engineering ONLINE Course - Applied Industrial Engineering Module
Interesting pictures to use as needed
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Lean Launch
Lean Launch: Managing Product Introduction Risk Through Response-Based Logistics
Donald J. Bowersox, Theodore P. Stank, and Patricia J. Daugherty
J PROD INNOV MANAG 1999;16:557–568
Lean Logistics
Lean Logistics: The Nuts and Bolts of Delivering Materials and GoodsMichel Baudin
Productivity Press, 2004 - Business & Economics - 387 pages
Google Book Link - http://books.google.co.in/books?hl=en&lr=&id=nLyuEYC8rWIC
Lean logistics
International Journal of Physical Distribution & Logistics
Management, Vol. 27 No. 3/4, 1997, pp. 153-173.
Lean Maintenance
Lean Maintenance: Reduce Costs, Improve Quality, and Increase Market Share
Ricky Smith, Bruce Hawkins
Butterworth-Heinemann, 11-Jun-2004 - Technology & Engineering - 287 pages
Google Book Link with Preview - http://books.google.co.in/books?hl=en&lr=&id=mTUaMKA-zj4C
Book: Lean Maintenance by Joel Levitt, Industrial Press, 2009
http://www.skf.com/skf/access/securefiles/887047.pdf
Planning and Scheduling in a Lean Maintenance Environment
By Randy Heisler
http://www.reliabilityweb.com/excerpts/excerpts/lean_planning_and_scheduling.pdf
Lean Marketing
The Dawn of Lean Marketing
http://www.palgrave-journals.com/dam/journal/v3/n1/full/3650054a.html
Lean Procurement
Lean Procurement: The Future of Supply Chain Management in a Demand-Driven World
An Oracle White Paper Written in Collaboration with
CSS International, Inc.
June 2006
http://www.oracle.com/us/media/057011.pdf
Lean Product Development
Lean Product Design - How Toyota Designs Cars - Womack, Jones and Roos
Lean Product Development and Product Development Productivity - Bibliography
Lean Product Development - Low Waste Product Development - Efficient Product Development
Strategies for Lean Product Development
Myles Walton
1999
http://dspace.mit.edu/bitstream/handle/1721.1/7519/Strategies%2Bfor%2BLean%2BProduct%2BDevelopment.pdf?sequence=1
The Toyota Way in Services: The Case of Lean Product Development
Jeffrey K. Liker and James M. Morgan*
Academy of Management Perspectives, May 2006, Pp. 5-20
Lean product development: Maximizing the customer perceived value through design change (redesign)
International Journal of Production Economics
Volume 114, Issue 1, July 2008, Pages 313–332
Lean Product Development
Masters Thesis, 2012
http://www.leanforum.se/x_jobb/2012/LPD-The-Bank-of-Tomorrow.pdf
Lean Production - Lean Manufacturing
Lean Manufacturing System - Toyota Production System As Described by Toyota Global
Lean Manufacturing - World Class Manufacturing - Bibliography
The Lean Revolution in Lantech - 1992-2003 - Womack and Jones
Lean System in Lantech - 2004 Onwards
Lean Machining Systems
Becoming Lean: Inside Stories of U.S. Manufacturers
Jeffrey K. Liker
Productivity Press, 1997 - Business & Economics - 535 pages
Google Book Link
http://books.google.co.in/books?hl=en&lr=&id=xBHVjF8NsOMC
Manufacturing Operations and Supply Chain Management: The Lean Approach
David H. Taylor, David Brunt
Cengage Learning EMEA, 2001 - Business & Economics - 388 pages
Google Book Link - http://books.google.co.in/books?hl=en&lr=&id=YFI4NRkkKbkC
Lean Manufacturing that Works: Powerful Tools for Dramatically Reducing Waste and Maximizing Profits
Bill Carreira
AMACOM Div American Mgmt Assn, 2005 - Business & Economics - 295 pages
Google Book Link - http://books.google.co.in/books?hl=en&lr=&id=Ze1T8fwMxRQC
Lean Manufacturing: Context, Practice Bundles, and Performance
2002
http://carlsonschool.umn.edu/assets/101192.pdf
Framework for Lean Manufacturing Metrics
Olugbenga O. Mejabi,
Associate Professor, Wayne State University, Detroit, Michigan, USA.
Dr. Mejabi is an Asscociate Professor of Industrial and Manufacturing Engineering at
Wayne State University and President of Simplex Systems, Inc., an Engineering and
Management Consulting firm
http://www.simplexsystems.com/Framework%20%20for%20a%20Lean%20Manufacturing%20Planning%20System.pdf
More
More Research Papers and Articles on Lean ManufacturingLean Retailing
Control Your Inventory in a World of Lean Retailing
http://hbswk.hbs.edu/item/1907.html
Lean Software Development
Lean Software Development: An Agile ToolkitMary Poppendieck, Tom Poppendieck
Addison-Wesley Professional, 2003 - Business & Economics - 203 pages
Google Book Link http://books.google.co.in/books?hl=en&lr=&id=hQk4S7asBi4C
Dasari. Ravi Kumar
http://projectperfect.com.au/downloads/Info/info_lean_development.pdf
Lean Supply Chain
THE FINANCIAL ADVANTAGES OF THE LEAN SUPPLY CHAIN
SUPPLY CHAIN MANAGEMENT REVIEW, V. 6, NO. 2 (MAR./APR. 2002), P. 42-49: ILL.
Lean supply chain and its effect on product cost and quality: a case study on Ford Motor Company
Supply Chain Management: An International Journal, 2009, Vol. 14 Iss: 5, pp.335 - 341
Lean Warehousing
New Strategy for Warehouse Optimization – Lean warehousing
Proceedings of the 2011 International Conference on Industrial Engineering and Operations Management
Kuala Lumpur, Malaysia, January 22 – 24, 2011
http://www.iieom.org/ieom2011/pdfs/IEOM076.pdf
Lean in Legal Firms
Lean process improvement: Who says there's no messing with lawyers?
Industrial Engineering of Lean Enterprises
http://nraoiekc.blogspot.com/2012/01/more-industrial-engineering-studies-on.html
Ud. 21.5.2022, 28.2.2022
Pub 2.11.2013
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