• International conference on construction engineering and project management
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• 2009.05a
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• pp.51-59
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• 2009

Lean construction researchers and practitioners have established a new paradigm for managing construction projects. This paradigm stems from insights gained by viewing project delivery as one kind of production and, inspired by the success of the Toyota Production System, leveraging Toyota's 'lean thinking' in the context of such one-of production. Premises of lean construction are that (1) production systems are riddled with variation, (2) variation can be good or bad, but most of it is bad, (3) most of this variation-good or bad-is self-inflicted; consequently 'lean' passionately promotes good- and relentlessly eradicates bad variation. This paper surveys a few of many lean construction means to manage variation. Lean thinking encompasses a lot more than thinking about variation, but that is the lens used here through which construction project management is viewed. Pairing these premises with lean variation-management tools may help readers broaden the insights they can gain from reading the lean construction literature.

• 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 Korean Society for Quality Management
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• v.41 no.3
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• pp.355-369
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• 2013

Purpose: This study is about Lean-NPD (New Product Development). Lean-NPD is Pulip Line's New Product Development type. This study introduced Lean-NPD Definition, Case Study, and Research Model of Lean-NPD. Empirical results of this survey will be provide suggestions to workers. Methods: Researcher developed research model about Lean-NPD activities. And researched Lean-NPD. This study analyzed model fitness and path significant with SEM(Structural Equation Model). Results: Fitness of the research model was satisfactory level. Leadership capabilities and production operations were significantly influence marketing capabilities(t> ${\pm}1.96$). Organizational culture significantly affected marketing capabilities(t> ${\pm}1.96$). R&D capabilities and marketing competencies had significant influence on business performance(t> ${\pm}1.96$). Marketing capabilities had significant influence on quantitative management performance(t> ${\pm}1.96$). Outstanding leadership appear to directly affect Qualitative Performance(t> ${\pm}1.96$). Conclusion: Under the excellent leadership and management environment definite organic Lean-NPD organizational culture significantly affects the operation can be seen. Lean-NPD of operational activities to provide value to customers, customer-oriented marketing activities can be seen that more important than anything. Lean NPD based on customer needs is key factor of growth.

• International Journal of Computer Science & Network Security
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• v.21 no.5
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• pp.57-68
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• 2021

Successfully adapting to digital and customer-oriented transformation, the concept of lean manufacturing professes the philosophy of creating greater benefit while minimizing losses. These losses are operations that do not add value in the production process to ensure the efficiency, flexibility, and profitability of projects. In the context of broad automation and digitalization of all sectors of the economy, mechanisms for combining automation technologies and lean production are becoming available. Moreover, when it comes to the efficient use of financial, human, or material resources, it is clear that the use of Industry 4.0 technologies can be an effective tool for achieving the goals of lean production, as many of them pursue the same goal. In this context, this article aims to study the effectiveness of the implementation of project management concepts at the global level and identify the main factors influencing its effectiveness to ensure the achievement of lean production through LEAN technologies and Industry 4.0 technologies. To achieve this goal, several statistical indicators were selected and several statistical methods of analysis were used: pairwise correlation, regression analysis, methods of comparison, synthesis, and generalization. Statistical analysis was conducted according to a survey conducted by the Project Management Institute (PMI) in 2020. An economic-mathematical model of dependence of project effectiveness in different regions of the world on the level of implementation of project management approaches is built, which shows that the increase in project effectiveness by 85% is due to financial losses, technical training, and consumer orientation. These results allow project managers to develop appropriate strategies to improve project management approaches at all levels. It is established that LEAN technologies and technologies of Industry 4.0 have several tools that have a positive effect on minimizing losses following the concept of lean production. Besides, given that the technology of Industry 4.0 is focused on the automation of Lean Production technology, a mechanism for the introduction of lean production using these technologies and methods.

• Journal of Korean Society for Quality Management
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• v.40 no.2
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• pp.166-175
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• 2012

Enterprises are continuously trying management innovation activities for survival. Among representative management innovation activities in domestic manufacture enterprise, which are TPS, 6 sigma, Lean 6 sigma etc. Many enterprises through these reform activity have gotten good result. However, these techniques have merits and demerits according to circumstance of enterprise. Specially, there are a lot of difficulties in medium and small size enterprises. In this research, We introduce Lean-SMAIS Method for medium and small size enterprises that is consists of the merit of lean 6 sigma and software(which is called ProEye). We prove Lean-SMAIS method is useful by applying medium and small size enterprise A company.

• 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.

• 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 Safety Management and Science Conference
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• 2012.11a
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• pp.453-460
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• 2012

To maximize the operational efficiency of production and operations systems, Six Sigma and Lean Production System have been widely used. The main focus of Six Sigma is reducing variations, whereas that of Lean Production System is eliminating losses. To take advantage of the two approaches Six Sigma and Lean Production System was integrated into Lean Six Sigma, and the integrated approach has been used in recent years. In the implementation of Lean Six Sigma, the problems under consideration have often physical or technical contradictions which are difficult to be solved by conventional methods. To solve such contradictions TRIZ is useful in many cases. In this thesis, it is considered that how TRIZ can be applied to Lean Six Sigma. An integrated road-map of Lean Six Sigma and TRIZ is suggested and some cases are reviewed.

• 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.

• The Journal of Industrial Distribution & Business
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• v.9 no.10
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• pp.21-37
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• 2018

Purpose - This paper explores the contribution lean makes to service levels by addressing lean thinking application in logistics process improvement within a MNC soft drinks manufacturer situated in the United Arab Emirates, and identifies the most significant sources of wastes and their interdependence and highlights key attributes of successful lean implementation. Research design, data, and methodology - This case study examines key logistics employees' perceptions on lean methodology. Results - The results highlight the most significant types of wastes in logistical processes and illustrates ways to eliminate wastes and streamline process flow. The importance of the human role within lean methodology is also identified. Findings suggest that managers should follow both a micro and macro approach when implementing lean practices, as focusing on one waste often leads to ignoring the significance of other wastes. Conclusions - This study highlights the importance of implementing lean at both micro and macro levels and shows how staff involvement increases the efficacy of lean thinking. It offers guidance towards the efficiency of creating value stream mapping processes in situ, which considers different wastes and their interdependence. Managers with limited resources are encouraged to implement lean methodology taking cognizance of these factors.