Erfarenhetsåterföring för industriellt byggande i samverkan - Lean ...

Abstract
The general construction process today is not designed to handle the entire process as a
system, which means that changes are needed in both process and the management of it.
Within housing is productivity lower than in the manufacturing industries due to a lack of
cooperation between actors, weak commitment, a disruptive construction process and lack of
holistic approach.
Creating maximum value for the customer and minimize waste of resources is fundamental to
lean production and the Toyota Production System, TPS, two of the most successful
manufacturing process philosophies.
To achieve an effective and functioning concept within industrial housing, it should be based
on long-term relationships and continuous processes with a focus on the customers.
Structured processes and practices, standardized technology and knowledge back into the
processes are the key.
MFB, Masonite Flexible Building System, is a building system for industrial construction
with a high degree of prefabrication which minimize and facilitates the assembly work on the
construction site.
MIKS, MFB Industrial Constructive Interaction, is a form of cooperation between actors in
industrial wood construction with the MFB-system. The MIKS model has been developed
during a development project, with two construction projects made with MFB system and
MIKS model.
On site documentation, along with the contractor's statement of costs showing which
procedures were most time- and resource consuming.
Participants were interviewed with techniques from the manufacturing business and the
interviews were analyzed to find the root cause. The analysis shows that the greatest waste is
unnecessary or faulty workmanship, and the waste that it created in turn.
To make it possible for small companies to get together and form a larger totality and thus be
able to compete with larger companies, following are required of the joint action group:
Take control of the process
Designate the process owner
Sets common goals for each new construction project:
• Short-term goals - what the specific project to achieve
• Long-term goals - evaluate and revise
Manages finances with "open books"
The contractor shall appoint and train or hire a process manager
Any actor or team for each stage designates a process observer who uses “five whys”,
continuous follow-up meetings and simple documentation and reports to the process
manager
Determines the technical platform, i.e. cooperation model, philosophy, meeting strategy,
database, measurement systems, etc.
Performs continuous and time-limited measurement and control.
Returns the experience to the common process platform of joint action group and distribute
the information.
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