A Study of Lean Construction Practices in Gaza Strip

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Main Activity Slab work Building work Table 4.2 Productivity of the project activities(Cont.) Process Un it Form work M 2 Hollow cement block M 2 Steel work M 2 Electric work M 2 Cast concrete M 2 Remove form work Building under the window Lintel work under window Cast lintel under the windows Remove form work Building behind the widows Lintel work behind window Cast lintel up the windows Remove form work Building up the window M 2 M 2 M L M L M L M 2 M L M L M L M 2 Quantity 1180 1180 1180 1180 1180 1180 5730 5730 5730 5730 5730 5730 5730 5730 5730 40 No resource 9 workers 9 workers 9 workers 4 workers 9 workers 9 workers 5 workers 5 workers 5 workers 5 workers 5 workers 5 workers 5 workers 5 workers 5 workers Productiv ity/ 1hours 6, 7, 8 10, 12, 15 6, 7, 8 6, 8, 12 Duration 1day=8h (3.5, 4, 4.5) days (2, 2.5, 3) days (3.5, 4, 4.5) days (6, 8, 12) hours 8, 9, 10 8, 9, 10hour 5, 6, 7 4, 5, 6 days 2, 2.5 ,3 16, 19, 24 20, 22, 23 days 2, 2.5, 3 days 48, 64, 95 4, 6, 8 hours 24,32, 48 2.5, 2.8, 3 16, 19, 24 1, 1.5, 2 days 15, 17, 18 days 2, 2.5, 3 days 48, 64, 95 4, 6, 8 hours 24, 32, 48 2, 2.5 ,3 1, 1.5, 2 days 20, 22, 23 days
4.4. Non-Value Added and Value Added Process Identification Activities can be classified as: 1. Activity that adds value and can be defined as follows: • Activity which contributes to the customer's perceived value of the product or service (Convey et al., 1991). • Activity that “converts material and/or information towards what is required by the customer” (Koskela et al., 1992). 2. Activity that does not add value and can be defined as follows: • Activity which, if eliminated, would not detract from the customer's perceived value of the product or service (Saukkorriipi et al., 2004). • Activity which“takes time, resources and space but does not add value” Koskela et al., 1992). In the analysis of the project, the value added and non-value added times and steps of the process can be defined as follows: • Value added time is the time that increases the value duration of the process without any waste. • Non-value added time is the time that does not increase the value added of the process without waste. • Value added steps are the steps that increase the value of the work steps without any kind of waste. • Non-value added steps are the steps that do not increase the process value without waste. • Waste is a kind of seven wastes over- production, defects, inventory, transportation, waiting, motion and over- processing. Section 4.4.1 to 4.4.14 show the value and non value added processes of the project activities. The non value added takes “0” whereas value added takes number “1” or a fraction according to the number of the steps in a process. For example section (4.4.1) the excavation process took two steps so the value added steps equal 1/2 +1/2 = 1. If the excavation was performed in one step, the value added of step takes “1”. 41
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 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 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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