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    Achieving Lean Design Process: Improvement Methodology

    Source: Journal of Construction Engineering and Management:;2002:;Volume ( 128 ):;issue: 003
    Author:
    Javier Freire
    ,
    Luis F. Alarcón
    DOI: 10.1061/(ASCE)0733-9364(2002)128:3(248)
    Publisher: American Society of Civil Engineers
    Abstract: An improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models—conversion, flow, and value. Four stages are necessary to produce improvements and changes—(1) diagnosis/evaluation; (2) changes implementation; (3) control; and (4) standardization. The methodology suggests the application of seven tools in accordance to specific needs (detected and desired) on five potential areas of improvement—client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.
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      Achieving Lean Design Process: Improvement Methodology

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    http://yetl.yabesh.ir/yetl1/handle/yetl/20087
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    contributor authorJavier Freire
    contributor authorLuis F. Alarcón
    date accessioned2017-05-08T20:34:38Z
    date available2017-05-08T20:34:38Z
    date copyrightJune 2002
    date issued2002
    identifier other%28asce%290733-9364%282002%29128%3A3%28248%29.pdf
    identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/20087
    description abstractAn improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models—conversion, flow, and value. Four stages are necessary to produce improvements and changes—(1) diagnosis/evaluation; (2) changes implementation; (3) control; and (4) standardization. The methodology suggests the application of seven tools in accordance to specific needs (detected and desired) on five potential areas of improvement—client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.
    publisherAmerican Society of Civil Engineers
    titleAchieving Lean Design Process: Improvement Methodology
    typeJournal Paper
    journal volume128
    journal issue3
    journal titleJournal of Construction Engineering and Management
    identifier doi10.1061/(ASCE)0733-9364(2002)128:3(248)
    treeJournal of Construction Engineering and Management:;2002:;Volume ( 128 ):;issue: 003
    contenttypeFulltext
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    DSpace software copyright © 2002-2015  DuraSpace
    نرم افزار کتابخانه دیجیتال "دی اسپیس" فارسی شده توسط یابش برای کتابخانه های ایرانی | تماس با یابش
    yabeshDSpacePersian