Lean Design Management – An Evaluation Of Waste Items For Architectural Design Process

Mazlum, Salih Kaan; Pekeriçli, Mehmet Koray

doi:10.4305/metu.jfa.2016.1.1

Cited by 10 publications

(17 citation statements)

References 16 publications

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“…Broft & Pryke (2019) pointed out that individual organizations strive to focus on the efficiency of their own subprocesses. Thus, when optimizing a single design process by minimizing waste, for example, waiting, over processing, or unused employee creativity (Mazlum and Pekericli, 2016), the risk of missing the benefit of value-creating iteration (Hansen and Olsson, 2011) increases. Kpamma and Adjei-Kumi (2011) argued that transferring the information in smaller batches would eliminate waste in the design process.…”

Section: Technical Design Processmentioning

confidence: 99%

Waste in Design Management Operations From the Viewpoint of Project Needs

Uusitalo¹,

Lehtovaara²,

Seppänen³

et al. 2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

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Waste in all project processes is hindering productivity and project's financial goals. Successful design management operations ensure error-free design documentation just in time so that production may start when scheduled with confidence for design quality. However, traditional design management processes aim to remove waste on individual design processes, thus neglecting to view the process as a whole. This research answers the question: How the project participants perceive waste in design management operations, and in which ways the waste could be eliminated? Following a design science research approach, methods applied in this research consist of a single-case study and semi-structured interviews with the project's design-related organization as well as orientation to previous research related to waste in design management process. Several factors related to waste in design management process are identified, and potential countermeasures are proposed. A conceptual, holistically optimized design management process is presented to remove waste to support project teams' struggle in reaching shared goals. The key aspects are a shared technical design process in combination with decentralized team-based processes, emphasizing designer's resilience and ability to solve uncertain events by themselves. The flow between these two perspectives is acquired by a social collaboration that is initiated through trust.

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Section: Technical Design Processmentioning

confidence: 99%

Waste in Design Management Operations From the Viewpoint of Project Needs

Uusitalo¹,

Lehtovaara²,

Seppänen³

et al. 2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

View full text Add to dashboard Cite

show abstract

“…Considering the role of structural engineering companies (SECs) in building projects with private procurement [11] and the importance of their efficient work in the initial stages of construction projects [12], this paper seeks to identify and quantify situations and problems that hinder optimal processes in the functioning of traditional SECs in Chile, especially those issues responsible for reducing the productivity of these organizations and that contribute to the low indicators of the AEC industry.…”

Section: Introductionmentioning

confidence: 99%

“…These activities were then classified according to the typical waste categories of Lean Management and then validated by the panel of experts described in Table 1, following the same work dynamics described in Stage 1, thus obtaining a list of 25 SEC activities that do not add value. [12,16].…”

mentioning

confidence: 99%

Waste Identification in the Operation of Structural Engineering Companies (SEC) According to Lean Management

et al. 2021

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Although the architecture, engineering and construction (AEC) industry is highly relevant to national development, it suffers from significant productivity challenges. Beneath the design and documentation of structures, a dynamic, complex process is taking place, with constant modifications and feedback involving numerous professionals from different fields and their respective approaches and work developed using various computer programs. This diversity of factors converges within an iterative trial-and-error process and does not stop until a refined model is achieved. To understand traditional structural engineering companies (SECs) in Chile involved in building private procurement projects, 25 non-value-adding SEC activities were identified and classified according to typical lean management waste categories. These were initially validated by a panel of experts and then confirmed through a survey of 37 companies. The identified activities reduce the productivity of SEC organizations, contributing to low AEC industry indicators.

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“…Design work inherently su ers from the lack of tangible deliverables and di culty to evaluate/control against progress milestones [1]. Consequently, it is not uncommon that planning and controlling design processes are chaotic and involve improvising, miscommunication, lack of adequate documentation, unbalanced resource allocation, and erratic decision making [2]. The internal and external interdependencies of a design process tend to raise the level of uncertainties and variations [3].…”

Section: Introductionmentioning

confidence: 99%

Lean design management using a gamified system

et al. 2018

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Design process, due to its information-and innovation-intensive nature, is highly susceptible to change and thus, waste. This attracted the attention of lean design/construction professionals in the past few years. However, limited, if any, researches have addressed this issue from the human behavior perspective. This research proposes a method that exploits the potential of the Last Planner ® System (LPS) in design management. The main contribution of this paper is improving the applicability of the LPS to design processes by incorporating a gami ed pay-for-performance system into the normal practice of the LPS. It encourages motivating design engineers by granting them singlepoint, autonomous responsibility to perform their tasks. To this end, the proposed method shifts the focus of design managers away from predicting the work ow and chronologies of design tasks to motivate design engineers to eliminate non-value-adding works/time. To bolster the concept and examine the method, it was put into practice by construction design teams. Findings corroborate the e ciency of the method in eliminating the nonvalue-adding works from design processes. The ndings are of practical value to consulting rms, especially design team managers who seek to maximize innovation, competency, and quality outcome.

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Lean Design Management – An Evaluation Of Waste Items For Architectural Design Process

Cited by 10 publications

References 16 publications

Waste in Design Management Operations From the Viewpoint of Project Needs

Waste in Design Management Operations From the Viewpoint of Project Needs

Waste Identification in the Operation of Structural Engineering Companies (SEC) According to Lean Management

Lean design management using a gamified system

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