The presentation describes the barriers of lean construction, tools, and 2 case studies for implementation of lean construction

1. LEAN CONSTRUCTION

2. LEAN CONSTRUCTION
Lean construction is a “way to design production
systems to minimize waste of materials, time, and effort
in order to generate the maximum possible amount of
value” (Koskela et al. 2002)
Optimizing Efforts, Minimizing Costs and
Time, Reducing Waste, Creating Value
What Best Can be done, Should be done

3. The Horrible Statistics…
• 90 % of the projects in India Big and Small are delayed
• 94% of the projects in India are overrun in costs by 15%
• 99% of the projects show low job satisfaction for employees
• 92% of first time customers don’t want to repeatthe
contractors/builders
• 90%of people did not like the finished product –expectation vs
reality

4. WASTAGES
CONSTRUCTION INDUSTRY
40 – 60 %

5. SOLUTION :
LEAN
CONSTRUCTION

6. LEAN CONSTRUCTION
INSPIRATION
TOYOTA PRODUCTION SYSTEM
(TPS)

7. EXAMPLES OF WASTE
● Poor Design
● Poor Constructability
● Poor Layout
● Excessive Staff
● Poor Procurement
● Lack of Flow of Work
● Lack of Co-ordination
● Poor Planning
● Inefficient processes
● Inefficiency in Machinery
working
● Wastages of Materials
● Overrun in Time
● Overrun in Cost
● Adversarial Relationship
● Disputes
● Arbitration

8. LEAN CONSTRUCTION TOOLS
o Value stream mapping
o Wastewalk & Reduction
o Building Information Modelling
o A3 reports
o Poke-a-yoke
o Partnering

9. ALL FUNDAMENTALS
Lean
Construction
(Fundamentals)
Collaboration
Flow
Kaizen
Monitoring
at close
intervals
Team
Pull
No Stress
Cheering

10. Benefits of Lean Construction
o TIME
o COSTS
o QUALITY
o BEST VALUE
o PEACEFUL AMBIENCE

11. BARRIERS FOR LEAN CONSTRUCTION IN
INDIAN CONSTRUCTION INDUSTRY
o Lack of lean awareness and understanding
o Cultural and human attitude issues
o Commercial pressure
o Lack of proper training
o Long implementation time required
o Lack of top management commitment
o Educational issues
o Lack of proper communication between client and contractor
o Fragmentation and subcontracting
o Financial issues

12. Case Study
Ulwe Site
Navi Mumbai, Maharashtra
ITEM DESCRIPTION
Project Type Residential Building (G+7)
Project Value Rs. 5.5 Cr
Contract Type Design-Bid-Build
Scope of Work Concrete Work/ Steel Structure
Project Duration 15 months

13. Lean Techniques Applied
1. Improve the efficiency of the value added activities by implementing
alternative methods
2. Improve the work method of the essential non value added activities
with the help of lean techniques.
3. Eliminate the non-added value activities, by proper planning and
using just in time technique.
4. Choosing the appropriate lean tools to achieve the above three steps.
The efficiency of lean tools was calculated based on data from
literature. The percentage of improvement in similar countries in
project durations ranged between 25% - 31%.
Therefore, these percentages were taken as a guide to evaluate the
impact on the duration of each activity. The percentage applied in this
research is 25% improvement in each activity.

14. Reduction in Duration
Preparation Material delivery/On-site Execution
Process transportation Process
Type of Action Time Saved Time Saved (Days) Time Saved
Activity (Days) (Days)
NVA
Eliminated/
35 100% 7 35% 17 25%
Reduced
ENVA
Reduced/
44 24% 0.5 22% 22.5 25%
Improved
VA
Reduced/
12 23% 3 25% 21.5 25%
Improved
Total 91 Days 11 Days 61 Days

15. Reduction of Activities
Activity Type
No. of activities Before
Lean
Future Map (ongoing projects)
No. of activities After
Lean
Reduction %
NVA 30 22 27%
ENVA 18 18 0%
VA 14 14 0%
Total 62 54 13%
It was concluded that more than 80 % of the respondents confirm that in India, lack of
communication by the contractor, changes carried out in issue orders by the owner and
discrepancy in delivering documents, commercial pressure are some of the main
reasons causing delay in actual project durations. 45% of the respondents were not
aware about lean concept and 55% of the respondents had very less awareness of the
concept.

16. Danish case Study
o In order to analyse the practical implementation of the Danish
lean principles in a construction site, this case examines an
ongoing construction where the principles are applied.
oThe Last Planner System implementation is done through a
one hour weekly work plan meeting, where all the parties
currently involved in the construction are present.
oThe points addressed were
 Overview of the previous weekly work plan – checking the
activities progress – PPC
 Obstacles list – verifies the existent obstacles that hinder the
ability to execute the activities.

17. View of the Look ahead plan – assures that the pre-requisites of
activities yet to come in the following weeks are made ready.
Overview of the master plan – verifies if any activity in another part of
the project needs to be paid attention and if everything is going
according to plan
New weekly work plan – elaboration of each subcontractor’s following
week work plan
Continued…

18. o With these complete and effective meetings, the project manager affirms that
fewer obstacles exist in the activities are starting soon and the small problems
existing on site are usually resolved between the site managers.
o All of the enquirees understood the relevance of planning within the
production process and affirmed that the main cause of non conclusion of
activities (which affects the PPC) was mostly due to information flaws.
o The main differences the workers perceived between using lean principles and
the traditional way of construction were the introduction of men on site in the
production planning, the increase of information available to workers and the
better process flow.
o Positive results concerning communication, costs and quality in the
construction are also verified by the project manager, who states that the
project delivery team operates in an atmosphere where relationships are
equitable and members are respected, which contributes to the process
transparency and positive outcomes.