| Description |
xxxiv, 490 pages : illustrations ; 27 cm |
| Series |
Industrial innovation series |
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Industrial innovation series.
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| Contents |
Contents note continued: 13.Management and Worker Factors -- Managing and Motivating the Work Force -- Introducing Behavioral Change in Construction -- Improving Management-Worker Relations through the Malcolm Baldrige National Quality Award Criteria -- Benchmarking against the Criteria -- Nonprescriptive Nature of the MBNQA -- Motivating Workers -- Incentives -- Positive Reinforcement -- Changing Managment Attitudes -- Moving beyond Traditional Thinking to Lean Thinking -- Lean Thinking: Another Level beyond Theory Y -- Managing Diversity -- Diversity Management in the United States -- Model of Diversity -- Diversity in International/Overseas Projects -- Taking Action on Diversity Management -- Effective Diversity Management -- Everyday Practices to Promote Harmony -- Improving Worker Performance: Ergonomics-Based Strategies -- Reducing Musculoskeletal Stresses -- Carpal Tunnel Syndrome (CTS) -- Risk Factors for WMSD -- Evaluating and Addressing MSDs -- Work System Design -- |
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Contents note continued: Barriers to Applying Manufacturing Methods to Construction -- Characteristics of Lean Construction -- Lean Principles -- Value -- Value Stream -- Value Stream Mapping -- Flow -- Pull -- Perfection -- Systems Perspective of Lean -- Description of System Components -- Move Time -- Wait Time -- Setup Time -- Process Time -- Reducing or Eliminating Waste -- Otehr Categories of Waste -- Lean Construction Fundamentals -- Three Connected Opportunities -- Five Big Ideas -- Questions for Discussion -- Appendix: ConsensusDocs -- ConsensusDocs Endorsing Organizations -- References -- Bibliography -- 4.Lean Process Management -- Operation of The Lean Project Delivery System[™] -- Structure of The Lean Project Delivery System -- Project Definition -- Establishing Design Criteria -- Lean Design Phase -- Lean Supply -- Lean Assembly -- Production Control and Work Structuring -- Lean Design Details -- Lean Design Management -- Designing for Lean Operations -- |
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Contents note continued: Barriers to Implementing Total Quality Management -- Phase II -- Phase III -- Recommendations for Improvement -- Factors to Be Measured -- Best Practices -- Summary for part A -- pt. B Six Sigma in Construction -- Definition of Six Sigma -- History of Six Sigma -- Six Sigma Benefits -- Process Basics (Voice of the Process) -- Methods -- DMAIC Steps -- DMADV Steps -- Six Sigma Tools -- Roles in Six Sigma Leadership -- Construction Applications -- Deploying Six Sigma -- Examples of Six Sigma Application to Construction -- Overall View on Six Sigma Applications -- Project Selection -- Team Formation -- Relationship with Clients/Owners -- Implementing Improvements -- Six Sigma Application to a Major Civil Engineering Project -- Why Six Sigma -- Overview of the Process -- Implementing Six Sigma -- Root Cause Analysis -- Prioritization Matrix -- Conclusion -- Questions for Discussion -- Appendix: Quality Tools -- Fishbone Diagram -- The Pareto Chart -- |
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Contents note continued: CAD Technology -- Autodesk CAD Technology -- Object CAD Technology -- Parametric Building Modeling Technology -- Practical Applications of BIM -- Economic Benefits -- Benefits of BIM at Each Construction Project Phase -- BIM Benefits in the Design Phase -- Three-Dimensional Modeling and Target Cost -- Three-Dimensional Enabled Project Delivery Features -- BIM Application in the Construction Phase -- BIM during Occupancy -- Case 1 Using BIM with the Hilton Aquarium -- Case Study 2 Savannah State Academic Building -- BIM and Energy/Exergy Analysis in Design -- BIM and Lean Construction -- Factors to Consider with BIM -- BIM and Sustainable Design -- Legal Issues Relating to BIM -- Rights of Ownership -- Control of Data Entry/Usage -- Responsibility for Errors -- Summary -- Questions for Discussion -- References -- Bibliography -- 9.Quality Management in Construction: A Complement to Lean Construction -- pt. A Total Quality Management -- Overview -- |
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Contents note continued: Case 3 Grunau Company Inc.'s Lean Journey -- Lean Initiative 1 Application of The Last Planner® System (LPS) Technique -- Lean Initiative 2 -- Observed Benefits of Daily Huddles -- Lean Initiative 3 -- Case 4 Superior Window Corportion Inc -- Traditional Method -- Pilot Program -- Comparing Methods -- Comments -- Questions for Discussion -- References -- Bibliography -- 7.Lean-Based Project Delivery Methods -- Disadvantages of Traditional Contracting Contracts -- Overview of Relational Contracting -- Characteristics of Relational Contracting -- Benefits of Relational Contracting -- Obstacles to Relational Contracting -- Limitations of Relational Contracting -- Developing a Successful Relational Contracting Culture -- Relationship Building among Team Members -- Current Examples of Relational Contracts -- Organization Structures for Relational Contracting -- Integrated Project Delivery -- Westbrook IPD Project: Case A -- |
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Contents note continued: Categories of POE: Historical, Comparative, Longitudinal, Quasi-Experimental -- Role of Programming in POE -- Planning for the POE -- POE Procedures -- Quality Score Calculations -- Other POE Approaches -- Sample Questions -- Client Satisfaction with Design and Construction Services -- Owners -- Best Practices to Derive the Best Results from POE -- Contractor Post-Mortems -- Belair Contracting's Post-Mortem Process -- Aligning the POE Process with Lean Construction -- Learning from Lean Construction Projects -- Enhancing The Lean Project Delivery System[™] and IPD -- Importance of Champions -- Observations -- Enhanced Lean Project Delivery and IPD -- Project Definition Phase -- Establishing Design Phase -- Lean Design Phase -- Lean Supply -- Lean Assembly -- Commissioning -- Use -- Alteration and Decommissioning -- Continuous Learning/Evaluation/POE -- Work Structuring and Production Control -- Sustaining Lean Construction -- The Way Forward -- |
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Contents note continued: Computing PAR Values -- Using PAR Values to Prioritize Corrective Action -- Using PAR Values in Project Management -- Setting Up a Performance Measurement program -- Lean Construction Measurement -- Transitioning from Productivity Measurement to Performance Improvement and Lean Construction -- Guidance from the Malcolm Baldrige National Quality Award -- Questions for Discussion -- References -- Bibliography -- Web Sites -- 3.Foundations of Lean Construction -- Defining Lean Construction -- Lean Theory -- The Toyota Experience: Building on Ford's Principles -- Toyota's Production System -- Just-In-Time (JIT) Concept -- Toyota's Way -- Accomplishing a Lean State -- Origins of Lean Construction -- Adoption of Relational Contracting -- Lean Design and Construction -- Deficiencies in Traditional Construction Methods -- Philosophical Differences between Lean Construction and Traditional Construction -- |
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Contents note continued: Concurrent Engineering Approach -- Completed Project Results -- IE-Based Bid Strategy for New Projects -- A4 Chart -- End Note -- Case #3 Industrial Engineering Applications in the Mexican Construction Industry -- Human Resources -- Project Organization -- Project Planning and Scheduling -- Work Scheduling -- Methods Analysis and Work Simplification -- Distributed Information -- Quality Assurance -- Use of Checklists -- Production Control -- Just-In-Time Technique -- Defining the Industrial Engineer's Role in Construction -- Implementation of Curriculum Enhancements -- Preparing IEs for Lean Project Delivery -- Implementation Issues -- Questions for Discussion -- Reference -- Bibliography -- 15.Learning from Projects and Enhancing Lean Project Delivery and IPD -- Introduction -- Overview of Post-Occupancy Evaluation (POE) for Continuous Improvement in Construction -- Scope of Evaluations -- |
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Contents note continued: Confidence Interval -- Number of Samples Required -- Work Sampling Procedure -- Duration -- Randomization -- Stopwatch Time Study -- Allowances -- Methods Time Measurement -- Learning Curve -- Example: Learning Curve Calculations -- Cycle Time Analysis -- Simulation -- What Is Monte Carlo Simulation? -- Limitations -- Other Applications of Monte Carlo Simulation in Construction -- Exercise Question -- Quality Function Deployment -- Case Study -- House of Quality (HOQ) Level 1 -- House of Quality (HOQ) Level 2 -- Observations from Quality Deployment -- Comments on Output Target Value -- Summary -- Questions for Discussion -- References -- Bibliography -- 12.Safety Management -- Introduction -- How Safe Is Construction? -- Cost of Occupational Injury/Illness Accidents -- Direct Costs -- Indirect Costs -- Safety and Lean Construction -- Protection through Design -- Role of Design Professionals in Construction Safety -- |
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Contents note continued: Cultural Factors in IPD Implementation -- Project Logistics of the IPD Team -- Project Specifics -- Observations on the IPD Process -- Lean Project Delivery (LPD) with an Integrated Agreement -- Application to the Sutter Project: Case B -- Team Activities -- Reliable Promising -- Trust -- Value Engineering -- Target Value Design (TVD) Process -- Project Planning and Scheduling -- Quality of Work and Services -- Dispute Resolution -- Learning -- Logistics of the Sutter Project -- Sutter's Lean Implementation Strategies -- Manageemnt of Risk -- Dispute Resolution -- Benefits of Integrated Project Delivery -- Lean Production Management: Case C -- Roles and Responsibilities -- Managers -- Project Engineers -- Production Planner -- Lean Facilitator -- Brief Overview of the Whiting Project -- Planning Methodology I Production Strategy: Master Production Plan -- Details of Lean Implementation -- Planning Methodology II Interactive Area Planning -- |
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Contents note continued: Definition of Productivity -- Importance of Productivity -- Productivity Trends in the United States -- Lean Construction: Impact on Productivity -- Potential for Productivity Improvement -- Factors Affecting Construction Productivity -- Ineffective Management Practices -- Focus on Inspection -- Growth of Specialization -- Unclear Performance Standards -- Growing Emergence of Subcontracting -- Slow Adoption of Innovation -- Lack of Benchmarking -- Crisis Orientation -- Labor Shortages -- Project Uniqueness -- Technology Impacts -- Real Wage Trends -- Inadequate Construction Training -- Productivity Ratios -- Total Productivity -- Construction Productivity Measurement -- Construction Progress Measurement -- Units Completed -- Incremental Milestone -- Start/Finish -- Supervisor Opinion -- Cost Ratio -- Weighted or Equivalent Units -- Earned Value -- Earned Value Management (EVM) Application -- Productivity Estimation Based on Worth -- |
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Contents note continued: Enhancing Design To Improve Site Safety -- Behavior-Based Safety -- Worker Attitudes toward Safety -- Contractor's Role and Contribution to Safety -- Safety through Regulatory Practices -- Explicit Knowledge -- Tacit Knowledge -- Problems with Capturing Knowledge -- Management Responsibility -- Safety Practices -- Case Study: Safety Implementation at the Workspace -- Ways to Improve Workplace Safety -- Stretching Exercises -- Daily Safety Huddles -- Safety Officer/Liaison -- Program Design -- Incentive Programs -- Effects -- Summary -- Questions for Discussion -- Appendix: OSHA Checklists (Selected Items) -- Employer Posting -- Recordkeeping -- Safety and Health Program -- Medical Services and First Aid -- Fire Protection -- Personal Protective Equipment and Clothing -- General Work Environment -- Walkways -- Floor and Wall Openings -- Stairs and Stairways -- Exiting or Egress -- Exit Doors -- Portable Ladders -- References -- Bibliography -- |
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Contents note continued: Hearing Protection Minimizing Adverse Effects -- Hearing Protection Devices -- Employee Training -- Engineering Control: Eliminating Vibration Causes -- Isolating Sources -- Isolating Personnel -- Temperature Effects on Personnel -- High Temperatures -- High Temperature and Performance -- Effects of Cold -- Additional Effects: Wind -- Impact on Lean Construction -- Test Your Understanding -- Managing the Impacts of Scheduled Overtime on Productivity -- Implications for Lean Construction -- References -- Bibliography -- 14.Systems Integration Approaches -- Industrial Engineering Solutions for the Construction Industry -- Professional Overview of Industrial Engineering -- Case 1 Seattle Area Coffee Company -- Systematic Layout Planning -- Evaluating Alternatives -- Evaluation Criteria -- Revise Layout Alternatives -- Evaluating Layout Alternatives -- Case #2 Systems Integration and the Application of Lean Methods in Construction -- |
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Contents note continued: Measuring Lean Construction Performance -- Observations on Commitment Reliability -- Use of Statistical Process Control -- Learning: Reasons Analysis and Action -- Comments on the RNC -- Five-Why Analysis -- Rolled PPC -- Plus-Delta Analysis -- Lean Performance Measures -- Lean Tools and Techniques -- How Do Lean Tools/Techniques Work? -- First-Run Studies -- Value Stream Mapping -- Value Stream Mapping at Tweet/Garot Mechanical Inc -- Future-State Map -- Kaizen Methodology -- Roles in the Kaizen Process -- Typical Kaizen Structure -- Five-Step plan (5S) -- A3 Report -- Kanban and Lean Construction -- Supply Chain Management and Lean Construction -- Questions for Discussion -- References -- Bibliography -- 6.Lean Construction Applications -- Prerequisites for Lean Design and Construction -- Organizing Lean Construction -- Actions for Change -- Leadership's Role -- Leading Lean with Passion -- Training the Work Force -- |
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Contents note continued: Modular and Architectural Innovations -- NIOSH Recommended Best Practices for Work Tasks -- Voluntary Ergonomics Guidelines Developed by OSHA -- Design for Construction -- Interventions -- Mechanized Material Handling -- Strategies for Manual Material Handling -- Tool and Equipment Design -- Ergonomics Applications in Structural Ironwork -- Machinery Moving/Rigging -- Ornamental Ironwork -- Reinforcing Ironwork -- Auxiliary Handling Devices -- Drywall Hanging Methods -- Case Study in Overhead Drilling -- Evaluation of an Overhead Support Stand -- Subjective Ratings -- Managing Environmental Impacts -- Effects of Vibration and Noise -- Properties of Sound -- Annoyance -- Distraction -- Other Vibration Effects -- Effects of Tools -- Interference and Masking -- Elements of a Hearing Conservation Program (HCP) -- Audiometric Test Programs -- Exposure Monitoring: Measuring Sound Levels -- Weighted Sound Level Meters -- |
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Contents note continued: Need for Training at Project Inception -- Duration of Coaching -- Sustaining Lean Initiatives -- Qualities of a Lean Coach -- Lean Coaching -- Details of the Three As -- Awareness -- Acceptance -- Action -- Case of Ready Mechanical -- Debrief of the Ready Mechanical Case -- National Builder -- Debrief of the National Builder Case -- Examples of Lean Project Delivery Application -- Subcontractor Applications of Lean -- Case 1 A Specialty Contractor's Lean Journey and Successes: Tweet/Garot's Lean Journey -- Lean Journey -- 5S implementation -- Example of a Lean Project -- 6S at Tweet/Garot Mechanical, Inc -- Summary of Improvements Made -- Overall Summary -- Communication Plan -- Lessons Learned -- Future Direction: What's Next for the Kaizen Team? -- Case 2 Belair's Lean Experience and Lean Construction Successes -- The Lean Journey -- Human Relations and Lean -- Benchmarking Performance -- Design Approach -- Preplanning -- Lean 2010 Improvements -- |
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Contents note continued: Other Benefits of Commissioning -- Commissioning versus Testing, Adjusting, and Balancing -- Commissioning Cost/Benefit Analysis -- Summary of the Commissioning Process -- Qualifications -- Certification Organizations -- Building Commissioning Certification Board (BCCB) -- National Environmental Balancing Bureau (NEBB) -- Associated Air Balance Council (AABC) -- Commissioning Requirements in Construction Documents -- Sample of Commissioning Contract Requirements -- Special Requirements for Retro-Commissioning -- Building Systems to Be Retro-Commissioned (EBCx) Existing Construction -- Questions for Discussion -- Appendix: Certification (Certifying Organizations, Designations, and Web Sites) -- Web Sites for Locating Commissioning Information -- Commissioning: Related Organizations with Web References -- References -- Bibliography -- 11.Selected Preformance Improvement Tools and Techniques -- Performance Improvement in Construction -- Work Sampling -- |
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Contents note continued: Planning Methodology III Detailed Production Planning -- Planning Methodology IV Daily Production Planning -- Planning Methodology V Weekly Interface and Commitment Coordination -- Results -- Independent Third-Party Audit Results -- Experiences and Lessons Learned -- Habits and Previous Practices -- Interactive and Detailed Planning -- Weekly Interface and Commitment Coordination -- Constraint Analysis and Assignment -- Detailed Planning by Field Supervisors -- Summary of LPM Requirements -- Questions for Discussion -- References -- Bibliography -- 8.Information and Communication Technology/Building Information Modeling -- Introduction -- ICT---a Description -- Impact of ICT on the Construction Industry -- Information Management and Services -- Communications -- Processing and Computing -- ICT Tools for Design and Management Processes -- ICT Tools for Design Processes -- ICT Tools for Management Processes -- Model-Based Cost Estimation and Concept -- |
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Contents note continued: Quality Management Systems -- History of Quality in Construction -- Benefits of TQM -- Quality Costs -- Principles of TQM -- Characteristics of the Construction Industry -- TQM Principles -- Deming's 14 Points -- Deming's Seven Deadly Diseases -- Crosby's Zero Defects -- Ishikawa -- J. Juran -- Customer Focus -- Process Improvement -- Continuous Improvement -- Quality Improvement Techniques -- Check Sheet -- Checklists -- Histogram -- Pareto Analysis -- Cause-and-Effect Diagram (Fishbone Diagram) -- Scatter Diagram -- Flowcharts -- Customer Focus and Quality Gaps -- Barriers to the Implementation of TQM -- TQM Implementation -- TQM Deployment Structure -- Quality Implementation -- Limitations of TQM Deployment -- Quality Improvement Concepts -- A Study of TQM in the United States (Florida) Construction Industry -- Phase I -- Knowledge of TQM -- Perception of Quality -- Data Acquisition Method -- Quality in Their Organization -- Training -- |
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Contents note continued: Questions for Discussion -- Appendix: Examples of "Lessons Learned" Recommendations from Post-Occupancy Evaluation of a New Educational Facility -- Design Factors -- Design/Construction Recommendations -- Classroom Recommendations -- Restroom Recommendations -- Auditorium Recommendations -- Meal Preparation/Distribution Recommendations -- Security Recommendations -- Handicapped Accessibility Recommendations -- Furniture, Fixtures and Equipment (FF&E) Recommendations -- HVAC Recommendations -- Quality Assurance Recommendations -- General Recommendations -- Examples of Actions Taken Following POE Recommendations -- References -- Bibliography |
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Contents note continued: References -- Bibliography -- Web Sites -- 10.Sustainable Construction: Sustainability and Commissioning -- pt. A Sustainability -- Importance of Sustainable Construction -- Lean Construction and Green Buildings -- Sustainability Practices -- Sustainability and the U.S. Green Building Council -- LEED (Leadership in Energy and Environmental Design) -- Benefits of Sustainable Construction -- Examples of Operational Benefits -- Project Cost Savings -- Examples of Green Construction Projects -- Case Study #1 -- Case Study #2 -- Design Approaches for LEED -- Checklist for Environmentally Sustainable Design and Construction -- Challenges to Sustainable Construction -- Commissioning and LEED -- CxA for Designated Building Systems---New Construction -- pt. B Commissioning -- Categories of Commissioning -- Importance of Commissioning -- Commissioning and Lean Construction -- Commissioning Service Providers -- Rationale for Commissioning -- |
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Contents note continued: Sustainability Issues -- Set-Based Design -- Target-Value Design -- Last Planner® System -- Master Schedule -- Look-Ahead Schedule -- Weekly Work Plan -- Daily Work Plans -- Requirements for Successful Application -- Creating a Support System for Managing the Lean Process -- Work Structuring -- Workable Backlog -- Process Steps in The Last Planner System of Production Control -- Comparison with Traditional Planning and Scheduling -- Look-Ahead Planning -- Commitment Planning -- Master Schedule -- Master and Phase Planning -- Reverse Phase Scheduling -- Comparison between Push Systems and Pull Systems -- Look-Ahead Schedule -- Weekly Work Plan -- Commitment Reliability -- Daily Work Plan -- Constraint Analysis -- Benefits of Constraint Analysis and Management Process -- Activity Definition Model -- Use of Buffers -- Visual Management -- Questions for Discussion -- References -- Bibliography -- 5.Lean Process Measurement and Lean Tools/Techniques -- |
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Contents note continued: Technology/Software and Application/Benefits -- On-Line Bidding Concept -- Technology/Software and Benefits -- On-Line Permits and Concept -- Technology/Software and Benefits -- Shared Project Databases and Concept -- Technology/Software and Application/Benefits -- On-Line Project Administration Systems and Concept -- Application/Software and Benefits -- On-Line Project Management, Control, and Concept -- Technology/Software and Applications/Benefits -- E-Commerce Applications -- Business-to-Business -- Business-to-Consumer -- Business-to-Administration -- Consumer-to-Administration -- Integrated Computer Aided Design Systems and Concept -- Technology/Software and Applications/Benefits -- Animated 3-D/4-D Visualizations Concepts -- Technology/Software and Applications/Benefits -- Virtual Design Studios and Concept -- Technology/Software and Application/Benefits -- Building Information Modeling -- History of BIM -- BIM Implementation and Technologies -- |
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Machine generated contents note: 1.Overview of the Construction Industry -- Background on Industry Performance -- Reasons for Low Productivity -- Need for New Approaches to Construction -- Causes of Poor Construction Industry Performance -- Categories of Construction -- Who Are the Parties Involved in Construction? -- Project Delivery Methods -- Design-Bid-Build Contracts -- Design-Build Projects -- Engineer-Procure-Construct (EPC) Projects -- Design-Construction Management (CM) Contracts -- Design-Agency CM Contracts -- CM-at-Risk Contracts -- Fast-Track Construction -- Partnering -- Relational Contracting/Lean Design and Construction -- Forms of Contract -- Fixed Lump-Sum Price -- Guaranteed Maximum Price -- Cost Plus a Fee -- Fixed Unit Prices -- Advantages and Disadvantages of Different Forms of Contracts -- Strategies for Improving Construction Performance -- Questions for Discussion -- References -- 2.Productivity and Performance Measurement in Construction -- |
| Summary |
"Written by Lincoln Forbes, highly regarded both for his leadership and innovation in the field of industrial engineering, this text preaches a practical approach that considers ways to improve construction processes in both traditional and lean environments. For non-lean environments, he explains how industrial engineering techniques can improve cost effectiveness and quality by optimizing at the task level. For lean environments, he provides a framework for integrating various techniques that will optimize performance to an even greater extent at the project level. These techniques enhance the use of resources to improve the quality of the built environment and with it, profitability"-- "This text preaches a practical approach that considers ways to improve construction processes in both traditional and lean environments. For non-lean environments, the authors explain how industrial engineering techniques can improve cost effectiveness and quality by optimizing at the task level. For lean environments, he provides a framework for integrating various techniques that will optimize performance to an even greater extent at the project level. These techniques enhance the use of resources to improve the quality of the built environment and with it, profitability"-- |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Building.
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Construction industry -- Cost control.
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Construction industry -- Management.
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Lean manufacturing.
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Project management.
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| Author |
Ahmed, Syed M. (Syed Mahmood), 1960-
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| LC no. |
2010034911 |
| ISBN |
9781420063127 (hardback) |
