Evaluating the effect of construction process characteristics to the applicability of lean principles

Abstract

PurposeThis paper seeks to test the applicability of lean principles to simple construction processes using discrete‐event simulation.Design/methodology/approachQuantitative construction data and process mapping of plastering and block‐laying processes were first gathered and established from construction project through field observation and interviews with those involved in the selected projects. Then a simulation model was built to mimic the aforementioned processes to study the impact of certain lean principles. The simulation models became like an experimentation tool where lean principles (e.g. focus on actual objects and map the value stream) were introduced to evaluate their impact on such processes.FindingsLean principles are effective not only in complicated processes, as proved in previous studies, but also in simple processes. Enhancing the flow of construction materials means the less time they will spend in the value stream and as a result the leaner a process will be. In fact, simple processes are good candidate for lean improvements.Research limitations/implicationsSimulating lean principles did not bring different construction processes to the leanest level of performance. There are other factors that govern each process. Rework, uncertainty, labor skills, site conditions and location are some examples of such factors that need further analyses for leaner construction processes.Originality/valueMany studies focused on complicated processes to investigate the applicability of lean principles to construction. Results of these studies affirmed the great potentiality of such principles in improving construction processes. This study readdressed the issue of lean applicability to construction by focusing on simple processes, which are block‐laying and plastering.

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“…In recent years there has been an increase in the number of empirical studies focused on establishing and measuring the potential of Lean to deliver claimed benefits, such as productivity improvements, and enhanced outputs, in different project contexts. Reported benefits include: a 4% improvement in productivity from a pilot study using Lean for managing the drainage operations in the design and construction sector in Edmonton, Canada (Agbulos et al, 2006); a 21% increase in process efficiency for block-laying and 50% for plastering from field observations of 13 cases involving the construction of low rise residential buildings in Saudi Arabia (Al-Sudairi, 2007); another pilot Lean project in Edmonton, among water and sewer installation crews, which found the productivity gain increased from 4% to 5-10% (Kung et al, 2008); enhanced performance against time, cost and quality objectives and heightened levels of satisfaction among the subcontractors working on a parking-garage project in Ohio, US (Salem et al, 2006); significant reduction in onsite steel fixing and associated labour costs, as well as a safer working environment on the construction of a bridge in Sweden (Simonsson and Rwamamara, 2007); and finally, similar positive results from a comparative analysis of two completed Lean projects involving the installation of seismic isolation bearings (Tuholski et al, 2009). The focus of these studies is on new-builds and maintenance activities, yet there are numerous types of construction where the use of Lean has not been explored, such as refurbishment projects.…”

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