A Study of Lean Construction Practices in Gaza Strip

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Percent of value adding time 35% 30% 25% 20% 15% 10% 5% 0% 2 1 0% 10% 20% 30% 40% 50% 60% Percent of value adding steps Figure 4.9 Comparing value added steps to value added time Regarding the causes of delays of activities, using the five why tools showed the following results: • The failure due to design error was 30.7%. • The failure due to work error was 24%. • The failure due to lack of experienced management was 20%. 4 • The failure due to lack of resources was 18% due to lack of permanent resources. • The failure due to lack of material formwork was 8% because the contractor had to divide the project into many stage because of lack of the formwork. The solution is to save enough formwork. Figure (4.10) shows the percentage of the causes of a failure as in the diagram. 68 3
Percent of non value added process 35 30 25 20 15 10 5 0 Design error Work error Lack of experience Lack of number of ressources Cause of non value added process Figure 4.10 Cause of failure 4.7 Finding the Largest Non-Value Added Process Lack of material The eight points that were mentioned in the methodology (4.3) were applied using arena simulation in order to find the biggest non value added process. The whole non value added process is shown in Table (4.33) by putting “0” non value added process in turn and calculating the time period in the end of the project (run the simulation Figure (4.11)). TNOW Create 2 MOBILIZATION 0 PLAIN CONCRETE FOUNDATION NICK COLUMN ISOLATION DEMOLITION GROUND BEAM COLUMN1 GROUND FLOOR Slab work building work1 building work2 Dispose 2 Figure 4.11 Simulation model 69 0 Column2 SLAB2
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The Islamic University of Gaza Dean
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Acknowledgment I would like to expr
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ABSTRACT This research deals with t
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2.5.6 Increase Output Flexibility .
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Appendices Appendix (A): Daily Repo
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List of Tables Table 2.1: Conceptua
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List of Figures Figure 2.1: Reducti
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1.1 Statement of the Problem Most o
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2.1 Lean Construction History Chapt
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2.3 Impact of Lean Construction Acc
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Table 2.1 Conceptualization of lean
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for measuring the percent plan comp
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2.5.6 Increase output flexibility F
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� The more wastes inherent in the
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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 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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