• International conference on construction engineering and project management
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• 2005.10a
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• pp.1212-1215
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• 2005

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, several construction companies in the USA are starting to implement lean construction with nebulous hopes of obtaining better results from their current projects than from past projects not employing lean construction. There are many difficulties in adopting lean concepts and systems into construction projects and implementing lean construction in real construction sites. Thus, there are demands to share information how other companies implement lean construction, to identify the benefits and barriers of lean implementation in the construction fields, and finally to improve their lean implementation. This study was the first exploratory study to assess lean construction implementation on overall projects. The case studies carried out the examination of the mutual relationships of lean planning systems, organization structure, attitudes of project participants and company strategy which played major influences on successful lean implementation

• Journal of Construction Engineering and Project Management
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• v.6 no.1
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• pp.20-25
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• 2016

With the multitude of variables that may play a role in a company's Lean journey, it is becoming more understood that leadership plays a significant role in implementing lean principles on construction projects. The goal of this research is to investigate the relationship between leadership and Lean Construction implementation. The research uses a quantitative research in which a survey was conducted, followed by a statistical analysis to test the hypothesis. Through the statistical analysis of survey data, the research finds that there is positive relation between the level of transformational leadership and the effectiveness of lean implementation. When an organization is implementing organizational change like Lean, traits of leaders must not be underestimated. The study findings may contribute to the knowledge of lean construction leadership by bridging the gap between leadership and the effectiveness of lean implementation.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.113-119
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• 2003

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, several construction companies in the USA have applied the Last Planner System (LPS), a decentralized system developed by the Lean Construction Institute. Thus, there are demands to share information how other companies implement lean construction, to identify the benefits and barriers of lean implementation in the construction fields, and finally to improve their lean implementation. This study carried out case studies to assess current lean construction projects with the objective to find out how effectively and to what extent lean construction is being adapted by the construction industry. This study will only introduce the Last Planner which has four levels in the LPDS, findings based on interviews with project participants, and observations from the projects. This study will also provide empirically identified success factors associated with lean implementation on the construction site. Finally, the recommendations are offered to support the effort of adaptation of lean construction in the domestic construction industry. Even though lean construction still stood on the bridge crossing from current practice to lean practice, it is the researcher's conviction that lean construction would be successfully adapted to the construction industry in the near future and would be recognized as an effective management innovation.

• Korean Journal of Construction Engineering and Management
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• v.7 no.3 s.31
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• pp.130-137
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• 2006

Since Lean Construction has been introduced in 1992, much research is in progress to popularize lean concepts and principles. Most research focuses on developing lean concepts and tools and strengthening the limited domain of instrumental rationality and technical efficiency. However, the basic concepts of human resource management seem to be ignored by those who advocate lean production. Thus, the lean construction research related to human resource management must be once considered for popularization and activation of lean construction at the beginning stage in the domestic construction industry. Because human resources have a major influence on lean implementation and its success, especially at the beginning stage of lean construction. This paper considers the human resource requirements for the implementation of lean construction in the USA construction industry. The results from the study will provide the foundations to adapt lean construction into the domestic construction industry. Consequently, the study found that lean construction could improve the capability of human resource and human motivation if effectively implemented in the construction sites. Since lean construction emphasizes and focuses on improvement of relationships among project participants, constant application to human resource management is crucial for successful lean implementation.

• Korean Journal of Construction Engineering and Management
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• v.6 no.6 s.28
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• pp.152-159
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• 2005

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, Lean Construction Institute developed Last Planner System to achieve better workflow and effective planning management. Domestic construction companies are also getting interested in the Lean Construction. However, there are no detailed guidelines how to implement lean system. Thus, this study will provide a guideline for deployment of last planner system, a prototype lean implementation control checklist, and all project participants roles based on the case studies in USA. This study should provide a framework to apply lean construction to domestic construction sites.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.647-651
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• 2007

The Lean Construction is adopted from Lean Principle of Manufacturing Industry in the early of 1990, that has been providing theoretical background and good practical implementation for maximizing customers' satisfaction and improving productivity through minimizing the waste factors in the construction operations. The Last Planner System(LPS), one of the elementary techniques of Lean Construction, aims for improving the work reliability and reducing variability by measuring and managing the daily or weekly performance for overcoming the weakness of recent complex schedule management tools such as Critical Path Method. This research is propose a framework for implementation of LPS conducted by owner in plant construction.

• Journal of Construction Engineering and Project Management
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• v.6 no.1
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• pp.11-19
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• 2016

Most of the Indian contractors are not well equipped to handle the growing demand of infrastructure development; hence construction projects frequently run in to time and cost overruns, disputes and quality issues. This study aims to improve the construction industry in India by implementing lean principles to eliminate non-value adding activities (wastes). The purpose of this study is to 1) identify the wastes and their sources affecting the construction process, and 2) to identify problems and document lessons by applying a Last Planner System (LPS) to a sample project. First, the researchers identified that Delays, Rework, and Interruptions were the most critical wastes affecting the construction process and Poor management control, Poor Planning and Shortage of Resources were the major sources of the above mentioned wastes. Second, the researchers report the Percent of Planned Complete (PPC) analysis results and experienced problems after implementation of LPS at the sample project. It was observed that much more improvement could have been achieved if there was consensus between the owners and the contractor on the implementation of the LPS in its entirety. Some of the problems experienced in the implementation of the LPS like lack of scheduling, resource and material shortage were found to be similar to those in developed countries.

• 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.

• Korean Journal of Construction Engineering and Management
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• v.3 no.4 s.12
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• pp.139-144
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• 2002

Management of today's dynamic projects requires a shift of focus from product to process. The purpose of traditional project controls is to conform performance to plan. The purpose of lean project controls is to make the best possible choices at each point in time during the course of the project, as well as contributing knowledge to the parent organizations so they can learn from project experience. The Lean Construction Institute(LCI) proposed the Last Planner System(LPS) capable of accomplishing that purpose, principally through controlling the quality of planning and of management processes themselves, as distinct from concentrating exclusively on project performance. The case project was a pilot project for the implementation of the Last Planner. Consequently, the coordination of the work on this project was extremely successful. The project had its share of challenges. The coordination did not prevent design problems, or supplier errors, but helped the team deal with the problems effectively while maintaining the work flow. The last planner helped the contractors know: a) who will be doing what and where, b) what each one needs from the others, and c) what are the project priorities. The system itself created a more collaborative environment, because it 'demands' that the subcontractors address these issues.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.222-226
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• 2008

The construction industry has remained stagnant for a long time. So many researchers have wanted to solve this problem not only focusing on enhancement of construction process, but also introducing the culture of cooperation. The Last Planner System(LPS), one of the elementary techniques of Lean Construction, aims for improving the work reliability and reducing variability by measuring and managing the daily or weekly performance for overcoming the weakness of recent complex schedule management tools such as Critical Path Method. This research propose a framework for implementation of LPS conducted by owner focused on construction stage and introduce optimal owner participation model in plant construction, based on needs analysis for construction participants. Furthermore, this research introduce a modified needs analysis, so called IPBA(Importance-Performance-Betterment Analysis), and an advanced LPS procedure which add the needs analysis during pre-LPS and(or) main LPS stages.