A Study of Lean Construction Practices in Gaza Strip

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2.3 Impact of Lean Construction According to (Colarelli Construction, 2005; Arbulu et al., 2006; Reiser et al., 2000), lean construction provides key benefits and its impacts are as follows: 1. It delivers more value to the client with less waste of time and resources. 2. It helps contractors improve processes and overall project delivery. 3. It improves productivity by improving planning. 4. It helps accommodating change. 5. It reduces cost, accelerates delivery, and improves both quality and safety. 6. It delivers products or services on time and within budget. 7. It injects reliability, accountability, certainty, and honesty into the project environment. 8. It reduces system noise. 9. It promotes continuous improvement in project delivery methods through lessons learned. 2.4 Lean Construction Principles Lean construction consists of the following five principles: 2.4.1 Value The first and most critical lean principle as presented in lean thinking is value. Womack and Jones(2003) emphasize that value can only be defined by the ultimate customer and only meaningful when it is expressed in terms of a specific product (a good, or a service, and often both at once) which meets the customer’s needs at a specific price and specific time. 2.4.2 Value Stream The second lean principle as presented in lean thinking is value stream, Womack and Jones(2003) emphasize that value stream can only be defined by specific activities required to design, order and provide a specific product from concept to launch, order to delivery, raw material into the hands of the customer. 6
2.4.3 Flow The third principle is flow, once all the wasteful activities are eliminated, the remaining value-added steps need to ‘flow’. Conceptually companies have a difficult time applying beyond internal departments. True integration of functions and departments in a company into product teams organized along the value stream enables and promotes flow of information and materials. Thus construction process is composed of two different types of flows: - Material process consisting of the flows of material to the site, including processing and assembling on site. - Work processes of construction teams. The temporal and spatial flows of construction teams on site which are often closely associated with the material processes (koskela et al., 1992). 2.4.4 Pull The fourth lean principle as presented in lean thinking is pull, Womack and Jones(2003) emphasize that pull can only be defined by implying the ability to design and make exactly what the customer wants just when they want it. Nothing should be made until it is needed, then it should be made quickly. 2.4.5 Perfection The fifth lean principle as presented in lean thinking is perfection. Womack and Jones (2003) emphasize that pull can only be defined by perfection implying the complete elimination of waste. Important things to envision is the type of product and operating technologies needed to improve. The conceptualization of the lean in construction as developed by Björnfot (2006) is shown in Table (2.1). 7
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 18 and 19: 2.1 Lean Construction History Chapt
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
Page 68 and 69: 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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