The Toyota Way model: an alternative framework for lean construction

Gao, Shang; Low, Sui Pheng

doi:10.1080/14783363.2013.820022

Cited by 51 publications

(48 citation statements)

References 33 publications

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“…Table 4 shows how often different lean methods are implemented in the current Saudi Arabian construction industry. Results obtained are consistent with previous studies such as by Gao and Low (2014), which indicates that the adoption of lean/techniques in the construction industry is very prolonged. Forbes and Ahmed (2011), suggest this is because of the averse-to-change nature of the construction industry.…”

Section: Level Of Use Of Tools That Support the Implementation Of Leasupporting

confidence: 83%

Lean Construction Implementation in the Saudi Arabian Construction Industry

Xia

Fawzia

Karim

2017

CEB

114

103

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The Kingdom of Saudi Arabia (KSA) has witnessed a huge increase in construction during the last two decades. However, many projects experienced time delays, cost overruns and the generation of massive amounts of waste. To address these challenges, lean construction has been introduced into the Saudi construction industry; however, it is still in its infancy. This study therefore investigates the current state of lean construction implementation in the construction industry in the KSA. The objectives are to identify: the types of construction waste, level of use of tools that support the implementation of lean construction, stages of application of lean methods, and the benefits of lean construction. To achieve these objectives, a structured questionnaire survey of 282 construction professionals was carried out. After the analysis of the collected data using mean score and Anova test, the following conclusions were made. In the construction industry in the KSA, waiting is the most common type of waste, while Computer Aided Design (CAD) is the conventional tool supporting the implementation of lean construction. Furthermore, the data suggests that lean construction is most commonly used in the construction stage of projects while customer satisfaction is the main benefit derived from lean construction practices. This study concludes that the level of implementation of lean construction in the KSA construction industry is increasing. The results will help benchmark the current state of lean construction implementation, which will enable the construction industry to identify strategies to implement lean construction in Saudi Arabia in accordance with their needs and project goals, to achieve better productivity.

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Section: Level Of Use Of Tools That Support the Implementation Of Leasupporting

confidence: 83%

Lean Construction Implementation in the Saudi Arabian Construction Industry

Xia

Fawzia

Karim

2017

CEB

114

103

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“…Although enormous challenges have been encountered, the implementation of lean in construction industry À or lean construction À has now become an established theme. Gao and Low (2013a) compared various frameworks of lean construction and found that only a few considered the softer aspects of the lean approach, with the majority actually not considering the HRM implications at all. Consequently, (Gao & Low 2013a) proposed the Toyota Way model as an alternative means of interpreting lean construction, given that the Toyota Way model is comprehensive and introduces multiple perspectives from which to look at lean approaches for the construction industry.…”

Section: Lean In the Construction Industrymentioning

confidence: 99%

Toyota Way style human resource management in large Chinese construction firms: A qualitative study

Gao

Low

2015

International Journal of Construction Management

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The Toyota Way model is known to be a comprehensive management framework with two main two objectives: continuous improvement and respect for people. In contrast to the enormous amount of attention focused on lean tools and process-oriented improvement, less is known about the softer aspects of such practices. The purpose of this paper is to explore the current practices of people management within large Chinese construction firms and their relevance to the Toyota Way. Addressing the gaps identified can help Chinese construction firms understand the missing link of human resource management practice in the lean context. This paper is qualitative in nature and is based on semi-structured interviews with 27 Chinese construction industry professionals. Several practices associated with the Toyota Way style people management have been identified in this study, including selectivity in recruitment, training and individual development, teamwork, motivation and organizational support. The research determines which of the practices from a range of generally recognized Toyota Way people management were in fact followed and which are currently not used. Additionally, the potential hindrances to several practices, which were seen to be implemented only with difficulty, are also identified. The results will be of value to readers with interests in lean production, human resource practices, the Toyota Way and the management and implementation of human resource management in the context of lean or within project-based firms, such as construction firms. The limitations of this study are that small and medium enterprises are excluded and that the sample contains unequal numbers of interviewees from private firms and state-owned enterprises, which would potentially affect the generalization of the implementation of Toyota Way style people management to the entire construction industry in China.

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“…This network of commitment is created through the conversation for action loop, also named the promise cycle, defined by Flores (2013) and is an important connection between TPS and LPS. This mind + hands philosophy empowers foremen/forewomen to make their own commitment regarding their daily and weekly tasks in order to deliver and improve their performance continuously (Shang and Low 2014). To do so, the LPS consists of seven key principles: (1) use pull planning to develop the different scheduling levels, (2) engage the Last Planners early on in the different scheduling phases to reduce uncertainty, (3) activities are planned and madeready collaboratively by the Last Planners, (4) commitments are given by the Last Planners, (5) do not detail too far in the future, (6) the opportunity to say 'no' to attain a transparent and trustfully production plan, and (7) learn from mistakes by having short-cycle evaluation and planning meetings (see for example Ballard and Tommelein 2016).…”

Section: Last Planner System and Takt Timementioning

confidence: 99%

The Beauty of a Phase-Overlapping Last Planner System® With Incorporated Takt

Schöttle¹,

Nesensohn²

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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The purpose of methods and tools is to serve the project team and add value within the project delivery. Therefore, the implemented production system should support the interaction of the project team, enabling team members to develop a common understanding, and to reach the required quality and production performance when carrying out their daily activities. This research concludes that the Last Planner ® System (LPS) aligns to the Toyota Production System (TPS) and its recognized management theory, which is a vehicle to integrate the minds + hands philosophy within projects from early design phase till handover. Our findings show that adopting the LPS as a production system helps to align and integrate the project participants. Takt is a work structuring tool that can be integrated into the LPS, if the product allows (repeatable areas). Thus, we recommend that the production system be designed based on the team's needs and the product requests.

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The Toyota Way model: an alternative framework for lean construction

Cited by 51 publications

References 33 publications

Lean Construction Implementation in the Saudi Arabian Construction Industry

Lean Construction Implementation in the Saudi Arabian Construction Industry

Toyota Way style human resource management in large Chinese construction firms: A qualitative study

The Beauty of a Phase-Overlapping Last Planner System® With Incorporated Takt

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