Putting the Collaborative Style of a Successful Football Team in a Lean Construction Context

Malvik, T

doi:10.24928/2022/0131

Cited by 4 publications

(3 citation statements)

References 10 publications

(12 reference statements)

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“…As supported by experts' personal experience, collaborative procurement was also sought to be both cost and time-efficient and contributed greatly to the success of projects. These findings are in support of the ideas for collaborative procurement under lean construction theory as discussed in the studies of Gomes & Tzortzopoulos (2020) and Malvik (2022). The challenge, based on the owner's point of view, contractors are the ones who may not be willing to participate in early collaboration, which was the opposite of the contractor's point of view.…”

Section: Advantages Disadvantagessupporting

confidence: 74%

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Vecchio,

Abellanosa,

Konwat

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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The construction industry has widely adopted traditional project delivery methods, such as design-bid-build, to develop conventional construction projects, where only one main contractor is granted the project contract. Selecting only one main contractor for the project results in the waste of valuable ideas coming from the rest of the bidders who participated in the tendering process but did not win the bid. These ideas, coming from the contractors that lost the bid, are usually not considered during the project execution, even though they could increase the value of a project, shorten the schedule, and reduce costs. As an alternative to solve the current gap of lost creativity and ideas coming from contractors that were not awarded the project contract, this study will explore the workarounds to promote partnership between key stakeholders during the pre-tendering phase by involving multiple contractors instead of a single construction project, to develop innovative ideas that could maximize the value of a construction project. The importance of collaboration and co-creation of value is widely emphasized in lean construction. Experts in the construction industry with a background in collaborative delivery were surveyed and interviewed to understand their opinion on the proposed topic. The experts from both backgrounds concluded that involving multiple contractors instead of just one main contractor is a feasible idea, but it will take effort from all the stakeholders to compromise on this type of agreement. The benefits and constraints of implementing collaborative dialogue are further discussed in the following sections of this study.

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Section: Advantages Disadvantagessupporting

confidence: 74%

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Vecchio,

Abellanosa,

Konwat

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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“…The Norwegian football club Rosenborg, playing at an elite level, used known Lean principles to create value for the local community. They assisted local football clubs at the mass sports level with funding and competence, intending to help them develop the next local superstar to play for Rosenborg (Malvik, 2022). In this case, the end goal shows signs of selfish motivation.…”

Section: Discussionmentioning

confidence: 99%

Life Cycle Cost and Value of Norwegian Sports Facilities

Ørke,

Malvik,

Torp

et al. 2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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Sports facilities are built to create value for owners and users. In the front end, it is crucial to make decisions based on information about the Life Cycle Cost (LCC) and the possible benefits of the facility. This paper aims to create knowledge about the relationship between the value and LCC of sports facilities. This has been done through literature review, document studies, and workshops.The construction costs have been compared to the operation and maintenance (OM) costs for 11 sports halls. The results show a ratio between OM and construction costs between 0,1 and 3,7. Diverse aspects could explain this, such as the lack of a standard model for what to include in the OM costs and volunteer work with planning, and OM not counted.Planning in sports facilities construction often relies on volunteers from the sports clubs, leading to a lack of competence and resources to implement value-centered approaches like the Lean Construction methodology. This paper shows that it is challenging to quantify the value generated by sports facilities, and value is highly dependent on perspective. There is a need for a more systematic way to evaluate the OM cost and the value generated by the sports facilities.

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“…As collaboration is one of the "Five Big Ideas" presented by (Macomber 2004), along with optimizing the whole, coupling learning with action, viewing projects as networks of commitment, and increasing relatedness, collaboration must be investigated through the context of LPS to weave and embed its implementation from within. (Schöttle et al 2014) defined collaboration and compared it against cooperation sometimes used interchangeably with the former.…”

Section: Collaboration In Construction Planningmentioning

confidence: 99%

Investigating and Simulating Collaboration Among the LPS Phases

Pourrahimian¹,

Shehab²,

Hamzeh³

2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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Although heavily studied, collaboration in construction is still perceived as an elusive or intangible aspect because of its complex nature. Its complexity roots in the unfeasibility of quantifying it or its impacts on the performance of a construction project. While some studies acknowledged the need to evaluate or assess collaboration, empirical and numerical methods that pertain to direct quantification of either collaboration or the impacts of collaboration on the performance of a project are still unaddressed. This paper aims to address this gap from a Lean perspective by investigating the effects of collaboration throughout the different phases of the Last Planner System. After a thorough analysis of the collaborative points occurring in each phase, computer simulation is employed to model the progression of a construction project from pull planning to lookahead planning and finally to execution while also modelling collaboration among the project members. Findings on how collaboration during each phase impacts the project performance differently are presented. This study's contribution lies in highlighting the importance of early collaboration in construction projects and emphasizing the need for accurate quantification of such qualitative aspects.

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Putting the Collaborative Style of a Successful Football Team in a Lean Construction Context

Cited by 4 publications

References 10 publications

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Collaborative Dialogue During the Pre-Tendering Phase to Maximize Project Value Generation

Life Cycle Cost and Value of Norwegian Sports Facilities

Investigating and Simulating Collaboration Among the LPS Phases

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