scholarly journals Lean construction and project performance in the Australian construction industry

2021 ◽  
Vol 907 (1) ◽  
pp. 012024
Author(s):  
M Fauzan ◽  
R Y Sunindijo
Keyword(s):  
Construction Industry ◽  
Performance Indicators ◽  
Six Sigma ◽  
Project Performance ◽  
Lean Construction ◽  
Just In Time ◽  
Strong Correlations ◽  
Last Planner System ◽  
Last Planner ◽  
Sydney Australia

Abstract The construction industry is plagued by poor project performance and the adoption of lean construction is seen as a way to address this issue. Therefore, this research aims to assess the implementation of lean construction and its relationships with project performance in the Australian construction industry. Just in time, last planner system, Six Sigma, and 5S management are the four lean construction tools investigated in the research. Data were collected using a questionnaire survey from construction practitioners in Sydney, Australia. Results show that the implementation of these four tools is adequate, although some lean activities need to be implemented at a higher level. Lean construction also has strong correlations with many project performance indicators, demonstrating its value to the construction industry that is in a dire need of improvement. Finally, this research also recommends specific areas for improvements.

Improving the Project Performance Based on Continuous Workflow and Reliable Planning

2013 ◽  
Vol 357-360 ◽  
pp. 2228-2232
Author(s):  
Xiu Feng Xue ◽  
Jian Guo Chen
Keyword(s):  
Construction Industry ◽  
Construction Projects ◽  
Buffer Management ◽  
Project Performance ◽  
Lean Construction ◽  
Theory And Practice ◽  
Last Planner System ◽  
Major Factors ◽  
Last Planner

Lean Construction attracts widespread attention since it was formally proposed in 1993, which have made far-reaching development both in the theory and practice. Construction projects seldom happen as ideally as planned because of constructions nature uncertainty and variability, which always spoil plans and become major factors that affect project performance and productivity. The goal of the construction industry is to increase the planning-reliability, to impact the productivity of workflow and hence the project performance. The attention on improve the workflow will be a practical way to avoid these bad affections. This paper, through focusing the measurement of workflow and the methods to maintain the continuous workflow, introduces all-round methods called Last Planner System and Buffer Management two key indexes for keeping continuous workflow within giving reasonable improvements for better performance in construction industry.

scholarly journals Performance measurement in the UK construction industry and its role in supporting the application of lean construction concepts

2013 ◽  
Vol 13 (1) ◽  
pp. 23-35 ◽  
Author(s):  
Saad Sarhan ◽  
Andrew Fox
Keyword(s):  
Performance Measurement ◽  
Construction Industry ◽  
Performance Measures ◽  
Small Sample ◽  
Lean Construction ◽  
Successful Implementation ◽  
Last Planner System ◽  
Financial Performance Measures ◽  
The Uk ◽  
Last Planner

Performance measurement has received substantial attention from researchers and the construction industry over the past two decades. This study sought to assess UK practitioners’ awareness of the importance of the use of appropriate performance measures and its role in supporting the application of Lean Construction (LC) concepts. To enable the study to achieve its objectives, a review of a range of measurements developed to evaluate project performance including those devoted to support LC efforts was conducted. Consequently a questionnaire survey was developed and sent to 198 professionals in the UK construction industry as well as a small sample of academics with an interest in LC. Results indicated that although practitioners recognise the importance of the selection of non-financial performance measures, it has not been properly and widely implemented. The study identified the most common techniques used by UK construction organisations for performance measurement, and ranked a number of non-financial key performance indicators as significant. Some professed to have embraced the Last Planner System methodology as a means for performance measurement and organisational learning, while further questioning suggested otherwise. It was also suggested that substance thinking amongst professionals could be a significant hidden barrier that militates against the successful implementation of LC.

scholarly journals Integration of LEAN Last Planner System in construction processes

2019 ◽  
Author(s):  
Jolanta Tamošaitienė ◽  
Tomas Starta
Keyword(s):  
Construction Industry ◽  
Research Literature ◽  
Lean Construction ◽  
Time Saving ◽  
Construction Productivity ◽  
Strategic Process ◽  
Last Planner System ◽  
System Technique ◽  
Last Planner

Globally, the efficiency of the construction sector has declined around the world over the past 30 years. The main principles aimed at the improvement of the situation are based on lean construction. The concept of lean construction can be effectively used in the strategic process to improve waste reduction as well as cost and time efficiency, which results in positive outcomes such as environmental protection, economy and time-saving. Lean construction practices help to achieve significant benefits. However, many organisations still find it difficult to successfully and correctly integrate lean concepts. The research literature indicates that the construction industry has encountered poor implementation and integration of these concepts. Lean construction has eight main techniques for increasing productivity in implementing customer requirements in the construction industry. Having in mind that lean is the key requirement for gaining construction productivity, this paper provides the basic fundamental knowledge of lean construction. Also, it shows how to get the most effective results by applying the Last Planner System technique. The described case study demonstrates the integration of the Last Planner System technique into the project.

Study on Lean Construction Method of Green Substation

2013 ◽  
Vol 448-453 ◽  
pp. 4369-4375
Author(s):  
Hui Zhang ◽  
Yi Hu Zhang
Keyword(s):  
Environmental Protection ◽  
Electric Power ◽  
Management System ◽  
Construction Method ◽  
Lean Construction ◽  
Design Institute ◽  
General Contractor ◽  
Last Planner System ◽  
Design Build ◽  
Last Planner

The application of lean construction theory in building green substation was discussed. The study on integration of design-build indicated that the electric power design institute as the general contractor should change the mode of only setting up one secondary organization to manage the engineering, and should improve the management system and change the producing idea. The study on the combination of the last planner system and building the substation indicated that the measures of arranging the work and setting the workload reasonably and enhancing the supply of important resources etc. could increase the Percent Plan Complete of building the substation. At last, the 4-saving and 1-environmental protection measures of green construction of substation were brought out.

scholarly journals Exploring the Synergy Between Lean Construction and Flash Track Implementation

10.29007/g7dr ◽  
2020 ◽  
Author(s):  
Pardis Pishdad-Bozorgi ◽  
Sooraj Kumar
Keyword(s):  
Construction Industry ◽  
Review Paper ◽  
Lean Construction ◽  
Just In Time ◽  
Successful Implementation ◽  
Lean Principles ◽  
Successful Execution ◽  
Lean Tools ◽  
Increasing Demand ◽  
Theoretical Evidence

Speed-driven projects require extensive planning and coordination for their successful execution within the specified time and cost. With an increasing demand for flash track execution, more efficient ways for project implementation is needed. Lean construction is having a profound impact on the construction industry, which is perceived to be suffering from cost and schedule overruns. This review paper investigates the use of various lean tools and principles in flash track projects and if there is any synergy between lean and flash track projects to improve productivity and schedule performance. Through rationalizations and with the help of case studies and theoretical evidence found in literature, eleven lean tools and eight lean principles have been analyzed for their synergy with flash track construction. The results indicate that all except one lean tool (Just in Time) and one lean principle (reduce inventory) facilitate successful implementation of flash track project.

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