A Study of Lean Construction Practices in Gaza Strip

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4. Sort the candidates in order of their significance to the simulation model. This will enable the improvement process to focus on those activities that have the greatest impact on model outputs. 5. Look for practical activity reduction solutions for the candidates, starting with the activity that has the greatest potential for improvement. 6. Edit the simulation model to reflect zero-time delivery the biggest non value added activities. Although this may not be possible or practical, it will allow one to determine the effect on the project. 7. Produce simulation results (run the simulation). 8. Look for practical solutions to improve the material delivery processes (if required). If the material delivery process has a significant impact on model outputs, efforts should be made to make practical improvements. 9. Look for practical solutions to improve production activities. Only after the lean concepts (value-added activities and pull-driven flow) have been introduced to the model should the improvement be focused on production activities. 10. Introduce buffers to compensate for increased model variability and for differing production rates of linked operations. The lean production improvement process has generally been shown to introduce significant variability into processes. Buffers should be introduced as a final step to compensate for this effect (Jack et al., 2004). 34
Chapter Four Application Lean has been applied on a completed construction project of the construction because there is a lack of projects under construction. The project data are available and the project is of a medium size. The lean tools (standardization) are applied on this project and simulation has been applied to analyze the processes and activities duration. 4.1. Project Description Table (4.1) shows information about the selected project. Table 4.1 Details of project No SUBJECT DATA 1 Project name - 2 Location - 3 Owner - 4 Contractor - 5 Sub contractor - 6 Design consultant 7 Site consultant - 8 Donor The Islamic development bank- Jeddah 9 Project area 3200 m 2 10 Basement floor area 2370 m 2 11 Ground floor area 2508 m 2 12 First floor area 2420 m 2 13 Start day 20/05/2004 14 Finish day 20/06/2006 15 Real project duration 750days 16 Contract duration 365 days 17 Estimated cost of project 2,331,834.00 $ 35 -
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 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 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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