• Construction Engineering and Management
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• v.5 no.4 s.20
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• pp.16-19
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• 2004

• Construction Engineering and Management
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• v.1 no.3 s.3
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• pp.48-57
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• 2000

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.150-153
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• 2006

GS E&C had developed the construction management system, PMS which is based on EVMS in 1997. Recently, TPMS has developed for effective construction management through applying daily schedule management and JIT on material, labor, equipment focusing field work. TPMS realizes "Shielding" and "Make-Ready Process" which are the main concept of Lean construction. Through this system, it can manage and plan daily field work, support the field work related material, labor, and equipment planning, and minimizes the non-valuable process. This paper introduces the concept of TPMS, and through established system, it can lead the construction culture and raise the competitive power of construction industry

• Journal of KIBIM
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• v.8 no.4
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• pp.23-33
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• 2018

Recently, the industry actively adopts the cutting-edge technologies of the fourth industrial revolution and uses them to enhance the productivity and service of mass-customization. The manufacturing industry is creating new processes and business models by achieving digital transformations through a lean start-up approach aimed at achieving the highest customer satisfaction with minimal resources. Although attempts are made to manufacture the building by introducing the latest technology in architecture, it is applied sporadically, not as an integrated system, in the entire phase of the architectural project. This paper analyzes the changes in the construction industry through the application of core technologies of the fourth industrial revolution. Design processes are analyzed for the digital transformation of the construction industry by case study of advanced architectural design practice. A novel design concept model 'Architectural lean startup' is proposed by combining the architectural process and the lean start up method. Through the design of the bus stop based on the architectural lean startup concept, it is confirmed that the designer repeats the 'Generate-Test-Analysis' to develop the design and generate the final result.

• Construction Engineering and Management
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• v.11 no.3
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• pp.59-60
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• 2010

• Korean Journal of Construction Engineering and Management
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• v.2 no.4 s.8
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• pp.48-61
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• 2001

This study aims at improving work reliability. It proposes a way to overcome the limitations of current scheduling methods by providing a new framework, CPAM(Construction Process Analysis Model) based on the lean principles. It suggests methods which improve work reliability and production effectiveness with variability control methods. Also it suggests methods which reduce inventories of materials and equipment and WIP(Work In Process) using two techniques; Lookahead Schedule and Weekly Work Plan. The contribution of this research also includes that it assumes planning as a process of reducing uncertainty and maximizing throughput, counter-posing plan reliability to resource redundancy as alternative strategies for managing in conditions of uncertain work flow.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.31 no.3D
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• pp.451-456
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• 2011

There is a relationship between effective time management and project success. Therefore, advanced time management techniques have recently been introduced. This paper investigates the current time management practices for road construction sites and proposes lean construction practices to effectively implement time management. This would be helpful to establish an effective schedule plan. Also, an efficient construction site time management system can be developed base on this fundamental research. Furthermore, future research should be performed to investigate the performance of lean construction.

• Construction Engineering and Management
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• v.16 no.6
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• pp.28-31
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• 2015

• Construction Engineering and Management
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• v.5 no.4 s.20
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• pp.3-11
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• 2004

• Construction Engineering and Management
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• v.5 no.4 s.20
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• pp.12-15
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• 2004