A Study of Lean Construction Practices in Gaza Strip

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2.1 Lean Construction History Chapter Two Lean Construction The lean construction system initially appeared after the Second World War as “Toyota system” or “lean manufacturing system”. Japan was defeated in the war, which caused a lack of financial, physical and human resources thus resulting in the superiority of American companies for the auto industry over Japanese companies by a factor of 10 cars in production. Then, Toyota leaders (Ohno and others), thought about the creation of this system “Toyota system”. Taiichi Ohno, who was given the task of developing a system that would enhance productivity at Toyota, is generally considered to be the primary force behind his system. Ohno chose some ideas from the west and particularly from Henry Ford’s book “Today and tomorrow.” Ford’s moving assembly line of continuously flowing material formed the basis for the Toyota production system. After some experimentation, the Toyota production system was developed and was called “Just in Time” between 1945 and 1970. Then the name was changed into “ Lean Production” as the previous name seemed unsuitable. The system is still growing today all over the world. The basic underlying idea of this system is to minimize the non value added. In order to compete in today’s fiercely competitive market, US manufacturers have come to realize that the traditional mass production concept has to be adapted to the new ideas of lean manufacturing. A study that was done at the Massachusetts Institute of Technology of the movement from mass production to world lean manufacturing. The study underscored the great success of Toyota at NUMMI (New United Motor Manufacturing Inc.) and brought out the huge gap that existed between the Japanese and the western automotive industry. The ideas came to be adopted in the US because the Japanese companies developed, produced and distributed products with half or less human effort, capital investment, floor space, tools, materials, time, and overall the expense (Abudallah et al., 2003). 4
The lean movement in construction started around 1992 with the creation of the International Group of Lean Construction, which accepted the Ohno’s production system design criteria as a standard of perfection. Since then, and especially over the past decade, organizations all over the world have been looking for ways to increase competitive advantage for the delivery of capital projects through the application of lean concepts and techniques (Arbulu et al., 2006). Today, there are an Arabic inclination towards the application of lean system in the local projects where we find it in many productive projects: military clothing industry as in Iraq which got a big success and a big production development. A lot researches, masters and doctoral theses recommended to apply it at the Construction projects level in the Arabic countries (Sameh, 2008). 2.2 Lean Construction Definition Lean construction presents a coherent synthesis of the most effective techniques for eliminating waste and delivering significant sustained improvement. in cost, time, quality and safety simultaneously. In fact, lean construction has many definitions: Ballard (2004) defines lean "added value by eliminating waste, being responsive to change, focusing on quality, and enhancing the effectiveness of the workforce. Typically, 95% of all lead time is non–value added". Ballard and Howell (2004) defined it as “a temporary production system while delivering the product with maximum value and minimum waste". whereas the lean construction institute (2003) defines lean construction as, “a production management based approach to project delivery. Lean production management has caused a revolution in manufacturing design, supply and assembly. But Reiser (2000) defines lean construction as, "a project delivery system based on the lean production management process, originally developed by the Toyota Motor Company that is aimed at improving value by satisfying customer needs and improving performance". Finally, lean construction can be defined as added value by eliminating the waste of space floor, material and the productivity of resources. 5
Page 1: The Islamic University of Gaza Dean
Page 4 and 5: Acknowledgment I would like to expr
Page 6 and 7: ABSTRACT This research deals with t
Page 8 and 9: 2.5.6 Increase Output Flexibility .
Page 10 and 11: Appendices Appendix (A): Daily Repo
Page 12 and 13: List of Tables Table 2.1: Conceptua
Page 14 and 15: List of Figures Figure 2.1: Reducti
Page 16 and 17: 1.1 Statement of the Problem Most o
Page 20 and 21: 2.3 Impact of Lean Construction Acc
Page 22 and 23: Table 2.1 Conceptualization of lean
Page 24 and 25: for measuring the percent plan comp
Page 26 and 27: 2.5.6 Increase output flexibility F
Page 28 and 29: � The more wastes inherent in the
Page 30 and 31: 3. System requires the need to deve
Page 32 and 33: the work flow, material flow, produ
Page 34 and 35: • Straighten Next, materials were
Page 36 and 37: Material Productivity = Total Outpu
Page 38 and 39: investigation showed that 25 percen
Page 40 and 41: 7. Poor technology of equipment. 8.
Page 42 and 43: 2. Unnecessary material handling. 3
Page 44 and 45: inventory (Wrong storage of materia
Page 46 and 47: Main Activity Mobilization and exca
Page 48 and 49: 4. Sort the candidates in order of
Page 50 and 51: 4.2 Project Activities Lean constru
Page 52 and 53: Table 4.2 represents the resources,
Page 54 and 55: Main Activity Slab work Building wo
Page 56 and 57: 4.4.1 Mobilization and excavation T
Page 58 and 59: 4.4.4 Neck column Table (4.6) shows
Page 60 and 61: 4.4.7 Ground beam The twelve proces
Page 62 and 63: 4.4.10 Ground floor slab The eleven
Page 64 and 65: No. 9 10 11 Table 4.14 Non-value ad
Page 66 and 67: 4.5 Remove or Reduce the Influence
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The result by using arena simulatio
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Table 4.17 Simulation results No. A
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Table 4.17 Simulation results (Cont
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4.5.3 Foundation Table (4.20) shows
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4.5.7 Ground beam Table (4.24) show
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4.5.11 Column first floor Table (4.
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4.6 Identify the Cause of Waste Tab
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Percent of value adding time 35% 30
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Table 4.33 Total project duration N
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Then, the processes with the greate
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number of workers to 12 workers sho
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Activity Process Ground floor Colum
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Actual project duration was 6000 ho
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Date Process Assigned Process Compl
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5.1 Conclusion Chapter Five Conclus
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References 1. Abudallah Fawaz , (20
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27. Graham, P. and Smithers, G., (1
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51. Serpell, A.; Venturi, A. and Co
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Appendices (A) Daily report Date Ac
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04/09/2003 06/09/2003 07/09/2003 08
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18/12/2003 20/12/2003 21/12/2003 22
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11/04/2004 12/04/2004 13/04/2004 14
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Appendix (B) Arena Simulation Compu
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Appendix (C ) Simulation result of
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A Study of Lean Construction Practices in Gaza Strip

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