A Study of Lean Construction Practices in Gaza Strip
A Study of Lean Construction Practices in Gaza Strip
A Study of Lean Construction Practices in Gaza Strip
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the lean manufactur<strong>in</strong>g tool, Visual Controls, which is a cont<strong>in</strong>uous improvement<br />
activity that relates to the process control<br />
2.6.4 First Run Studies<br />
First Run Studies are used to redesign critical assignments (Ballard and Howell et al.,<br />
1977), part <strong>of</strong> cont<strong>in</strong>uous improvement effort; and <strong>in</strong>clude productivity studies and<br />
review work methods by redesign<strong>in</strong>g and streaml<strong>in</strong><strong>in</strong>g the different functions <strong>in</strong>volved.<br />
The studies commonly use video files, photos, or graphics to show the process or<br />
illustrate the work <strong>in</strong>struction. The first run <strong>of</strong> a selected craft operation should be<br />
exam<strong>in</strong>ed <strong>in</strong> detail, br<strong>in</strong>g<strong>in</strong>g ideas and suggestions to explore alternative ways <strong>of</strong> do<strong>in</strong>g<br />
the work. A PDCA cycle (plan, do, check, act) is suggested to develop the study: Plan<br />
refers to select work process to study, assemble people, analyze process steps,<br />
bra<strong>in</strong>storm how to elim<strong>in</strong>ate steps, check for safety, quality and productivity. Do means<br />
to try out ideas on the first run. Check is to describe and measure what actually happens.<br />
Act refers to reconven<strong>in</strong>g the team, and communicat<strong>in</strong>g the improved method and<br />
performance as the standard to meet.<br />
2.6.5 Daily Huddle Meet<strong>in</strong>gs (Tool-box Meet<strong>in</strong>gs)<br />
Two-way communication is the key <strong>of</strong> the daily huddle meet<strong>in</strong>g process <strong>in</strong> order to<br />
achieve employee <strong>in</strong>volvement. With awareness <strong>of</strong> the project and problem solv<strong>in</strong>g<br />
<strong>in</strong>volvement along with some tra<strong>in</strong><strong>in</strong>g that is provided by other tools, employee<br />
satisfaction (job mean<strong>in</strong>gfulness, self-esteem, sense <strong>of</strong> growth) will <strong>in</strong>crease. As part <strong>of</strong><br />
the improvement cycle, a brief daily start-up meet<strong>in</strong>g was conducted where team<br />
members quickly give the status <strong>of</strong> what they had been work<strong>in</strong>g on s<strong>in</strong>ce the previous<br />
day's meet<strong>in</strong>g, especially if an issue might prevent the completion <strong>of</strong> an assignment<br />
(Schwaber, 1995). This tool is similar to the lean manufactur<strong>in</strong>g concept <strong>of</strong> employee<br />
<strong>in</strong>volvement, which ensures rapid response to problems through empowerment <strong>of</strong><br />
workers, and cont<strong>in</strong>uous open communication through the tool box meet<strong>in</strong>gs.<br />
2.6.6 The 5s Process (Visual Work Place)<br />
• Sort<br />
The first level <strong>of</strong> housekeep<strong>in</strong>g consisted <strong>of</strong> separat<strong>in</strong>g material by reference and<br />
plac<strong>in</strong>g materials and tools close to the work areas with consideration <strong>of</strong> safety and<br />
crane movements.<br />
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