A Study of Lean Construction Practices in Gaza Strip

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2.5.6 Increase output flexibility Flexibility should be limited during the period of construction. We can talk about it from the duration of the project, for example, by using standardization of works, we can add the number of resources to reduce the time, while the change in the activity affects the project. 2.5.7 Increase process transparency In a theoretical sense, transparency means a separation of the network of information and the hierarchical structure of order giving, which in the classical organization theory are identical. The goal is thus to substitute self-control for formal control and related information gathering. Transparency reduces errors and increases motivation for improvement. Thus, it is an objective to make the production process transparent and observable for facilitation of control and improvement: “to make the main flow of operations from start to finish visible and comprehensible to all employees” (Stalk and Hout 1989). This can be achieved by making the process directly observable through organizational or physical means, measurements, and public display of information. Practical approaches for enhanced transparency include the following: � Establishing basic housekeeping to eliminate clutter. � Making the process directly observable through appropriate layout and signage � Rendering invisible attributes of the process visible through measurements � Embodying process information in work areas, tools, containers, materials and information systems � Utilizing visual controls to enable any person to immediately recognize standards and deviations from them. � Reducing the interdependence of production units (focused factories). 2.5.8 Focus control on the complete process There are two causes of segmented flow control: the flow traverses different units in a hierarchical organization or crosses through an organizational border. In both cases, there is a risk of sub optimization. There are at least two prerequisites for focusing control on complete processes. First, the complete process has to be measured. Secondly, there must a controlling authority for the complete process. Several alternatives are currently used. In hierarchical 12
organizations, process owners for cross-functional processes are appointed, with responsibility for the efficiency and effectiveness of that process (Rummler et al., 1990). A more radical solution is to let self-directed teams control their processes (Stewart et al., 1992). For inter-organizational flows, long term co-operation with suppliers and team building has been introduced with the goal of deriving mutual benefits from an optimized total flow. 2.5.9 Build continuous improvement into the process The effort to reduce waste and to increase value is an internal, incremental, and iterative activity that can and must be carried out continuously. There are several necessary methods for institutionalizing continuous improvement; these include the following: � Measuring and monitoring improvement. � Setting stretch targets (e.g. for inventory elimination or cycle time reduction), by means of which problems are unearthed and their solutions are stimulated. � Giving responsibility for improvement to all employees; a steady improvement from every organizational unit should be required and rewarded. � Using standard procedures as hypotheses of best practice, to be constantly challenged by better ways. � Linking improvement to control: improvement should be aimed at the current control constraints and problems of the process. The goal is to eliminate the root of problems rather than to cope with their effects. 2.5.10 Balance flow improvement with conversion improvement In the improvement of productive activities, both conversions and flows have to be addressed; however, the question is how these two alternatives should be balanced. For any production process, the flow and conversion aspects have a different potential for improvement. This goes as a rule: � The higher the complexity of the production process, the higher the impact of flow improvement 13
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 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 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
Page 70 and 71: Table 4.17 Simulation results No. A
Page 72 and 73: Table 4.17 Simulation results (Cont
Page 74 and 75: 4.5.3 Foundation Table (4.20) shows
Page 76 and 77:
4.5.7 Ground beam Table (4.24) show
Page 78 and 79:
4.5.11 Column first floor Table (4.
Page 80 and 81:
4.6 Identify the Cause of Waste Tab
Page 82 and 83:
Percent of value adding time 35% 30
Page 84 and 85:
Table 4.33 Total project duration N
Page 86 and 87:
Then, the processes with the greate
Page 88 and 89:
number of workers to 12 workers sho
Page 90 and 91:
Activity Process Ground floor Colum
Page 92 and 93:
Actual project duration was 6000 ho
Page 94 and 95:
Date Process Assigned Process Compl
Page 96 and 97:
5.1 Conclusion Chapter Five Conclus
Page 98 and 99:
References 1. Abudallah Fawaz , (20
Page 100 and 101:
27. Graham, P. and Smithers, G., (1
Page 102 and 103:
51. Serpell, A.; Venturi, A. and Co
Page 104 and 105:
Appendices (A) Daily report Date Ac
Page 106 and 107:
04/09/2003 06/09/2003 07/09/2003 08
Page 108 and 109:
18/12/2003 20/12/2003 21/12/2003 22
Page 110 and 111:
11/04/2004 12/04/2004 13/04/2004 14
Page 112 and 113:
Appendix (B) Arena Simulation Compu
Page 114:
Appendix (C ) Simulation result of
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A Study of Lean Construction Practices in Gaza Strip

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