Abstract
Purpose:
The purpose of the paper is to discuss a production planning and control model known as the Lean Construction Management (LCM) model, which applies a number of visual tools in a systematic way to the planning and control process. The application of the visual tools in this way, facilitates the flow of information, thus improving transparency between the interfaces of planning, execution and control.
Design/Methodology/Approach:
Design Science research is adopted for this investigation, which analyses the original development of the model and reports on its testing and refinement over different types of projects. The research is divided into 3 parts, each part focusing on a different stage of development and construction project type.
Findings:
The main findings are related to the benefits of visual management in the construction planning and control process, such as maintaining consistency between different planning levels, so that feasible execution plans are created; control becomes more focused on prevention rather than correction, and creates opportunities for collaborative problem solving. Moreover, the physical display of the visual tools in a discrete planning area on-site encourages a regular exchange between participants on actual work progress as it unfolds, leading to more timely reaction to the problems at hand.
Originality/Value:
The problem of a lack of transparency in construction planning and control leads to communication issues on site, poor process orientation and high levels of waste. LCM improves process transparency by making information related to system wide processes more readily available to project participants. This enables them to foresee problems in a timely manner and to take necessary measures to resolve them or to adapt the process to current circumstances. The LCM model proposes a new way of applying visual tools and controls systematically to improve transparency in construction planning and control.
The purpose of the paper is to discuss a production planning and control model known as the Lean Construction Management (LCM) model, which applies a number of visual tools in a systematic way to the planning and control process. The application of the visual tools in this way, facilitates the flow of information, thus improving transparency between the interfaces of planning, execution and control.
Design/Methodology/Approach:
Design Science research is adopted for this investigation, which analyses the original development of the model and reports on its testing and refinement over different types of projects. The research is divided into 3 parts, each part focusing on a different stage of development and construction project type.
Findings:
The main findings are related to the benefits of visual management in the construction planning and control process, such as maintaining consistency between different planning levels, so that feasible execution plans are created; control becomes more focused on prevention rather than correction, and creates opportunities for collaborative problem solving. Moreover, the physical display of the visual tools in a discrete planning area on-site encourages a regular exchange between participants on actual work progress as it unfolds, leading to more timely reaction to the problems at hand.
Originality/Value:
The problem of a lack of transparency in construction planning and control leads to communication issues on site, poor process orientation and high levels of waste. LCM improves process transparency by making information related to system wide processes more readily available to project participants. This enables them to foresee problems in a timely manner and to take necessary measures to resolve them or to adapt the process to current circumstances. The LCM model proposes a new way of applying visual tools and controls systematically to improve transparency in construction planning and control.
| Original language | English |
|---|---|
| Pages (from-to) | 1277-1297 |
| Number of pages | 21 |
| Journal | Engineering, Construction and Architectural Management |
| Volume | 25 |
| Issue number | 10 |
| Early online date | 10 Aug 2018 |
| DOIs | |
| Publication status | Published - 19 Oct 2018 |
Bibliographical note
Copyright © 2018, Denise Ann Brady, Patricia Tzortzopoulos, John Rooke, Carlos Torres Formoso and Algan Tezel. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial & non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcodeKeywords
- Organization
- Project management
- Construction planning