• The Journal of the Korea Contents Association
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• v.13 no.7
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• pp.417-431
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• 2013

During the development process of mega-project, individual buildings including skyscrapers are built following the master plan. It is not a difficult thing to see the gap of standpoint between the urban planners and architects on the project. This study aims to analyze the difference between architect and urban planner's point of view in evaluating international design competition works which the internationally distinguished honorable design companies(SOM, Jerde Partnership, Studio Daniel Libeskind, Foster+Partners and Asymptote Architecture) submitted as the ideas of Yongsan International Business District Design. Furthermore, we made an attempt to quantify the weight of each factors of urban design by each group. Architect and urban planner's viewpoint were revealed with seven architects and seven urban planners evaluating the international design competition works through AHP(Analytical Hierarchy Process). AHP structure was made of two step hierarchy in terms of Master Plan and Landmark Tower. Eight evaluation criteria were set up such as the concept, land use, transportation, feasibility of Master Plan and the concept, location, functional efficiency and aesthetic beauty of Landmark Tower. Results show that Architect have different point of view from that of urban planner. While the architect's weight of evaluation criteria is on the Landmark Tower(0.505), urban planner's weight is on Master Plan(0.642). Feasibility, the location of Landmark Tower and land-use are very important evaluation criteria to architect and urban planner in common. Functional efficiency of Landmark Tower is in architect's favour and transportation is in urban planner.

• Journal of Construction Engineering and Project Management
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• v.3 no.4
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• pp.5-11
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• 2013

Construction industry is overwhelmed by delay and often has suffered cost and time overrun. In this context, Last Planner System (LPS) has been considered as a very useful tool for the management of the construction process. Many previous studies have reported its effectiveness in construction performance. This study aims to evaluate the level of importance of the Last Planner processes in the Vietnam construction industry (VCI), and analyze the existing barriers when implementing these processes in construction management. These barriers were collected based on previous studies from International Group for Lean Construction (IGLC). A survey was carried out through questionnaire. The respondents are been experienced people in construction project management. There are four processes of LPS that were investigated including master schedule, phase schedule, lookahead plan, and weekly work plan. The results showed that master schedule is the most important item when performing a construction project in the VCI. The highest degree of agreement belongs to 'owner - contractor' pair with 77.1% importance indices; whereas the lowest belongs to 'consultants - contractors' pair with 63.8% importance indices. Eventually, three barrier factors were extracted from factor analysis technique with 62.2% of variance explained.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.361-368
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• 2009

In the Urban Regeneration Project, the scale becomes huge and the composition of participating organizations is complex. It is necessary to establish the master plan fast and effectively harmonize conflict options and interests in the early stage of the project. However, the master planner, who is tasked to establish the master plan, and the master planning team, are difficult to establish the master plan fast while effectively considering various and complex information related to regeneration. The Urban Regeneration Project is composed of various types of computer files like HWP, EXL, PDF, DWG and others. When the master plan is established, it is necessary to link the information items and physical files of urban generation in order to effectively save the files in storage for easy search and utilization. This study developed a prototype system to support participating subjects of the Urban Regeneration Projects. It will effectively utilize the information items in the physical computer files using information blocks and Metadata. The developed system provides the base to effectively manage large amount of documents in the early stage of the Urban Regeneration Project and make effective decision-making using the concept of data warehouse.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.722-726
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• 2006

Last Planner System (LPS) developed by Lean Construction Institute consists of four steps: Master Schedule, Phase Schedule, Lookahead Planning and Weekly Work Plan. This paper focuses on the process of measuring Percent of Plan Completed (PPC) at the Weekly Work Plan stage. PPC means the percentage of weekly assignments completed. According to the results of the researches that deal with PPC from many other countries, we can assure the benefits of using PPC. However, the concept of PPC is unfamiliar in Korea construction industry. This paper analyzes the cases in which PPC is applied in other countries and compares them with the production control system in Korean construction industry. The results of this research will provide the time management system for using PPC in Korea.

• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.283-285
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• 2001

The most work-space invest much time and labor for optimal arrangement. The work-plates of the work-space should be arranged, processed and assembled under the restricted work space. The optimal arrangement under the terms of a restriction arrange the maximum work-plates in appointed work-space. It's the central aim. The work-plates arrangement scheduling of the most work-space are achieved through the experience of the planner. Like this, if the work-plates arrangement is worked by hand, there spend much time for the training planner. And the burden of the personnel expenses occur for using the master worker, also there are dangerous factors to be able to bring the bottleneck circumstance for the process planning, because the quick work planning does not accomplish. With such problems, the biggest problem is inferior the value of the plan. For solved the such problem of hand-operating, some work-spaces developed and used the work-plate arrangement scheduling system for the special quality of themselves. This paper make research into a plan to develop the work-plate arrangement scheduling system efficiently.

• Journal of Korean Society of Rural Planning
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• v.21 no.4
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• pp.167-175
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• 2015

The aim of this study is to establish resident-participative primary design of integrated rural development project with master planner by setting principals of open competition and transparent decision-making about village-to-village or business-to-business unit enterprise in Onui area, Hong-seong Gun. For effective processing, software projects such as residents education and rural landscape planning are simultaneously conducted for enhancing project understanding and comprehensive development plan including related post project. Above all, competition teams for individual project were organized to establish the resident-participative primary design using survey tables of residents demand. In 6 months resident-participative processing of primary design, continuous education and visiting to advanced area are conducted in team unit. Strengthened ability of team unit can be used in management and maintenance after project development. To do this, residents with the same opinions gathered as one competition team and identified business plans such as village asset, business location, size, program, and method for land securing. Favorable decision-making process by residents who are audience in project presentation of competition team has conducted. After selecting competition teams, continuos consulting are operated for establishing operation and management for developed or remodeled facilities through repetitive education and visiting advanced area. In this process, unit project suggested by competition team are completed. Preliminary selection was conducted by experts who were entrusted by residents. After residents agreement of project main stream such as major facilities and location, final detailed cost of projects are work out. Suggested process in this study which choose the final project by residents would improve residents' voluntary participation in integrated rural development project through open competition in establishing primary design.

• Korean Journal of Construction Engineering and Management
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• v.8 no.3
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• pp.57-65
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• 2007

Last Planner System (LPS) developed by Lean Construction Institute consists of four steps: Master Schedule, Phase Schedule, Lookahead Planning and Weekly Work Plan. This paper focuses on the process of measuring Percent of Plan Completed (PPC) at the weekly Work Plan stage. PPC means the percentage of weekly assignments completed. According to the results of the researches that deal with PPC from many other countries, we can assure the benefits or using PPC. However the concept of PPC is unfamiliar in Korea construction industry. This paper analyzes the cases in which PPC is applied in other countries and compares them with the production control system in Korean construction industry. The results of this research will provide the time management system for using PPC in Korea.

• The Journal of Society for e-Business Studies
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• v.7 no.2
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• pp.97-111
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• 2002

E-business curriculum needs to be developed reflecting requirements of the industry which involve a close relation with a job performed in the field, and a professional knowledge and an expert skill. In this paper, we present a method based on a market-oriented approach for developing an I-business curriculum. For the purpose, we analyze the opinion data resulting from the surveyed opinions of respondents working for I-business companies and evaluate the importance of each course being involved in the curriculum with respect to the job classification (e.g., Web planner, Web master, Web programmer, Web marketer, Web designer, Web PD), and then, complete a flow diagram considering precedence and relative difficulty among the selected courses. The E-business curriculum developed by the proposed method is useful to provide guidelines for determining courses required toward a desired job and for making a partial amendment of the curriculum.

• IE interfaces
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• v.19 no.1
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• pp.34-42
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• 2006

This paper presents a scheme for a hierarchical production scheduling and control system for a refrigerator factory with mixed model assembly lines. The setting of the factory is as follows. There are three mixed-model assembly lines called main line A, B and C and two batch lines that supply parts to the main lines. For each of the main lines, three work-centers are dedicated to them. The sub-lines and work-centers produce parts in batch type. An incoming production order from the master planner is characterized by its product type, amount, and due date. Under this situation, the proposed scheme has several features to schedule and control the above mentioned factory; 1) select the starting time and the place (assembly line) for an order processing, 2) devise a way to control orders to be processed as scheduled, and 3) reschedule orders when something unexpected happen. Finally, this paper provides a case study where the proposed scheme is applied to.