Institut for produktion Civilingeniøruddannelsen i Byggeledelse

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SUMMARY EXPERIENCES SO FAR Up until now there has been two tests concerning the prototype. At both tests the prototype was criticised for being too complex at first. At the beginning of the game the players where left with a feeling of confusion. This confusion was basically caused by the amount of information needed to start the game. Once the players got past the first couple of rounds their confidence returned and hereafter they only needed very little guidance. Another point of critique addressed to the game was that very little consideration is given to the fact that in order to succeed in real projects the cooperation between the project manager and the crews represented on the site is critical. In the light of Lauri Koskela’s Transformation-Flow-Value concepts the game primarily address the Flow perspective because the Last Planner System of Production Control mainly is founded in the Flow concept. This implies that the sequence for presenting the game as suggested earlier is quite important for the total understanding on how the building process is evaluated. At both tests the prototype was well received by the players for giving a good introduction to both the Last Planner System and the importance of the Flow concept. For conclusions some of the comments made at the first test of the prototype by members of the Association of Construction Management in Denmark in Ebeltoft May 16 and 17, are quoted: SIDE 22 “…gave a fine introduction to the two major contributions to the work on Lean Construction… After an introduction to the game Plan Byg developed by the two students the group was given a chance to play the game… It was found that the game inspired the group in such a way that blushing cheeks could be noticed among the members of the group…” [Jørgen Sander]
Indhold: Kapitel 1 Indledning 1.1 PROJEKTETS STRUKTUR ................................................................................................ 26 "Gå ikke i gang med store projekter med halvstore ideer." SIDE 23
Page 1: AALBORG UNIVERSITET FIBIGERSTRÆDE
Page 4 and 5: den 4 juni 2002]. Endvidere indehol
Page 6 and 7: 9 VURDERING AF BYGGERIETS FORANDRIN
Page 8 and 9: SUMMARY ABSTRACT This is a summary
Page 10 and 11: SUMMARY struction industry is curre
Page 12 and 13: SUMMARY Environment Closed system O
Page 14 and 15: SUMMARY Complete), constraint analy
Page 16 and 17: SUMMARY to remove the cards is by u
Page 18 and 19: SUMMARY The rules for using the wor
Page 20 and 21: SUMMARY The framework of LPS Lean P
Page 24 and 25: KAPITEL 1 D ansk byggeri har gennem
Page 26 and 27: KAPITEL 1 Den initierende problemfo
Page 28 and 29: KAPITEL 1 kapitel 7 er der efterfø
Page 30 and 31: KAPITEL 2 G rundlaget for den initi
Page 32 and 33: KAPITEL 2 Antal Omsætning Eksport
Page 34 and 35: KAPITEL 2 2.2 Produktiviteten i byg
Page 36 and 37: KAPITEL 2 I [Kristensen & Nielsen,
Page 38 and 39: KAPITEL 2 Det fremgår af tabellen,
Page 40 and 41: KAPITEL 2 41,75 timer 10 imens den
Page 42 and 43: KAPITEL 2 SIDE 42
Page 44 and 45: KAPITEL 3 D et foregående kapitel
Page 46 and 47: KAPITEL 3 SIDE 46 ”At stræbe eft
Page 48 and 49: KAPITEL 3 SIDE 48
Page 50 and 51: KAPITEL 4 I dette kapitel redegøre
Page 52 and 53: KAPITEL 4 Filosofien - ”Just-In-T
Page 54 and 55: KAPITEL 4 udviklingsarbejdet i prog
Page 56 and 57: KAPITEL 4 Gennemsnitligt antal inge
Page 58 and 59: KAPITEL 4 SIDE 58 - De nuværende s
Page 60 and 61: KAPITEL 4 Information De 7 strømme
Page 62 and 63: KAPITEL 4 hensyn til såvel de tids
Page 64 and 65: KAPITEL 5 I dette kapitel identific
Page 66 and 67: KAPITEL 5 Aktør Beskrivelse af ans
Page 68 and 69: KAPITEL 5 cer synes tilstede uanset
Page 70 and 71: KAPITEL 5 tilfælde kan karakterise
Page 72 and 73:
KAPITEL 5 5.1.6 Uklar/manglende def
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KAPITEL 5 5.2 Afgrænsning af probl
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KAPITEL 5 ikke har indflydelse på
Page 78 and 79:
KAPITEL 5 SIDE 78
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KAPITEL 6 I forhold til at opfylde
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KAPITEL 6 6.1.1 Omgivelser Til at b
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KAPITEL 6 SIDE 84 Åbent system Byg
Page 86 and 87:
KAPITEL 6 udmærket eksempel er udv
Page 88 and 89:
KAPITEL 6 byggeriets forandringspro
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KAPITEL 6 virksomheder. Til at stø
Page 92 and 93:
KAPITEL 6 SIDE 92 Negative konsekve
Page 94 and 95:
KAPITEL 6 SIDE 94
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KAPITEL 7 M ed udgangspunkt i en ef
Page 98 and 99:
KAPITEL 7 faser i modsætning til d
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KAPITEL 7 Spil SIDE 100 Samarbejde
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KAPITEL 7 Formålet med spil 1 (eft
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KAPITEL 7 SIDE 104 Virkelighed: Byg
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KAPITEL 7 7.2 Design af spilkoncept
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KAPITEL 7 ─ Der opereres i praksi
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KAPITEL 7 Problemstillinger Metoder
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KAPITEL 7 SPILLETS INDHOLD BEMÆRKN
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KAPITEL 7 Kritiske aktiviteter. Dis
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KAPITEL 7 Ikke-styrbare variable Ud
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KAPITEL 7 Uge 1 2 3 4 5 6 7 8 SIDE
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KAPITEL 7 aktivitet kan betegnes so
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KAPITEL 7 ─ Procentsatsen udfor t
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KAPITEL 7 7.4.1 Anvendelse Anvendel
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KAPITEL 7 Sekvens for spilafvikling
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KAPITEL 7 SIDE 128 1. Udvikling af
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KAPITEL 7 rutinen, der efterhånden
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KAPITEL 8 I dette kapitel reflekter
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KAPITEL 8 forventede effekt, er det
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KAPITEL 8 Situationen, hvor afvikli
Page 138 and 139:
KAPITEL 9 I dette kapitel foretages
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KAPITEL 9 1 Etablering af en opleve
Page 142 and 143:
KAPITEL 9 Der lægges i det efterf
Page 144 and 145:
KAPITEL 9 Et middel til at etablere
Page 146 and 147:
KAPITEL 9 kreds af byggeriets aktø
Page 148 and 149:
KAPITEL 9 Det er i forbindelse med
Page 150 and 151:
KAPITEL 9 Der skal således i fremt
Page 152 and 153:
KAPITEL 10 B yggebranchens manglend
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KAPITEL 10 eksisterer adskillige ek
Page 156 and 157:
KAPITEL 10 SIDE 156
Page 158 and 159:
KAPITEL 11 O ffentligt er byggebran
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KAPITEL 11 SIDE 160 - Afviklingen a
Page 162 and 163:
KILDELISTE SIDE 162 Litteratur [ATV
Page 164 and 165:
KILDELISTE [Goldratt, 1997] Goldrat
Page 166 and 167:
KILDELISTE SIDE 166 Udvalgte avisar
Page 168:
KILDELISTE SIDE 168
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Institut for produktion Civilingeniøruddannelsen i Byggeledelse

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