Achieving Lean Design Process: Improvement MethodologySource: Journal of Construction Engineering and Management:;2002:;Volume ( 128 ):;issue: 003DOI: 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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contributor author | Javier Freire | |
contributor author | Luis F. Alarcón | |
date accessioned | 2017-05-08T20:34:38Z | |
date available | 2017-05-08T20:34:38Z | |
date copyright | June 2002 | |
date issued | 2002 | |
identifier other | %28asce%290733-9364%282002%29128%3A3%28248%29.pdf | |
identifier uri | http://yetl.yabesh.ir/yetl/handle/yetl/20087 | |
description 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. | |
publisher | American Society of Civil Engineers | |
title | Achieving Lean Design Process: Improvement Methodology | |
type | Journal Paper | |
journal volume | 128 | |
journal issue | 3 | |
journal title | Journal of Construction Engineering and Management | |
identifier doi | 10.1061/(ASCE)0733-9364(2002)128:3(248) | |
tree | Journal of Construction Engineering and Management:;2002:;Volume ( 128 ):;issue: 003 | |
contenttype | Fulltext |