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INTERNATIONAL JOURNAL of ACADEMIC RESEARCH

Vol. 7. No. 1. January, 2015

Library of Congress Classification: HD72-88, HD58.7-58.95

LEAN CONSTRUCTION: FROM THEORY TO PRACTICE


1

Iqbal Shakeri , Khashayar Asadi Boroujeni *, Homan Hassani


1

Faculty Member, M.S at Amirkabir University of Technology (Polytechnic) (IRAN)


3
M.S at Technical University of Malaysia, (UiTM) (MALAYSIA)
Corresponding Author: Khashayarasadi1990@gmail.com
DOI: 10.7813/2075-4124.2015/7-1/B.22
Received: 13.08.2014
Accepted: 28.11.2014

ABSTRACT
This paper aims to compare the techniques of lean manufacturing and lean construction. Despite the obvious differences
between lean production and lean construction, many of their techniques are closely linked and they have the ability to
interact with each other. However, several different manufacturing plants and construction workshops reality has caused the
lean manufacturing theory not to be fully modeled in the construction industry. The huge amount of impact of the new tools
and techniques of Lean Manufacturing Industry In the process of construction projects have caused the increasing interest of
those involved in the industry. Moreover, in this paper the results of investigations carried out on a construction project compatible with several lean construction techniques are presented. In the researches, every technique was evaluated based on
the impact on the project and ultimately a lean assessment tool to measure the efficiency of the implementation of Lean
techniques, was proposed. This assessment tool evaluates six important lean construction techniques. These techniques
include ultimate planners, increase in visual capacity, regular meetings, studies of the first run, 5S and infallible quality. This
paper provides a simple, yet comprehensive approach, which can be used in all construction projects.
Keywords: Lean Manufacturing, Modern Construction Technologies, Construction Management
1. INTRODUCTION
Construction industry and manufacturing industry bear major differences with each other in term of the physical properties of the final product. In manufacturing industry, the final product is generally portable and reaches distributors or final
consumers. But in construction industry, the ultimate aim is to create a production large units, which is not portable. In addition, the construction industry has three other characteristics that distinguish it from the manufacturing industry: production at
workshop, producing unique and complex [1] [2] [3] These properties will be ensuing uncertainty associated with construction. In manufacturing industry, the uncertainty can be decreased only through increasing quality control of the process of
production and as a result of creating a constant and continuous state, it would be possible to reach better performance.However, in construction projects, the uncertainty of many of climate, soil and geological conditions, potential changes by
the employer and the interaction between several different operations during the project, can create a situation that is unique
which, just like planned activities of the project period, are critical and would leave fundamental effects on the project will
cost.
Production Process vs. Construction Process
In the long term, creating added value by raising the profitability of the investment is among the objectives of both the
manufacturing industry and construction. Because of the differences between the two industries, achieving this goal is
accomplished by using different tools. In the manufacturing industry, the lifetime of the product on the m arket is long enough
to allow sufficient time for education and research on products, while the time for the construction industry is relatively
short. The lack of research investment in the construction industry are the reasons for not being able to use capacity of the
industry fully in the process and the technology to create innovation and therefore the competitiveness of the industry in
domestic and foreign markets is in peril [4]. Moreover, the manufacturing industry planning is very much under the influence
of the improvement of production capacity considering the balance between the reduction of efficiency in machines and the
movement forward, while in production industry the tools and machines are purchasable and rentable and contractors do all
their efforts in order to reduce the cost of ownership and maintenance apply.
In manufacturing industry, the domain of production operation is fully defined from the outset and all the issues that have
been produced or purchased are fixed in accordance with the original plan. In addition, the labor force in the manufacturing
industry enjoys high job security of a steady salary and benefits. In contrast, the construction industry is very flexible in
procedures, and is in accordance with the resource and the estimated cost of the project. The salary and benefits are subject
to the terms of the hiring company and the abilities and skills of the work force. Although workers in the construction industry
are responsible for different activities, they benefit from very low job security.
In the manufacturing industry, quality control is possible only through the control of production activities. Typical controls
include: avoiding the production of defective item, check and if necessary intervene in the production cycle. All these controls
are done in order to prevent repetitive tasks. In contrast, in the construction industry, quality control checks will be confirmed
in the final product [5]. In the beginning, all the details and implementation plans, quality standards determine the quality
standards of the project and employers and contractors attempts during the project are only restricted to the construction
process and control safety issues, environmental rules, and the laws governing the work. Repetitive tasks and activities are
among some of the common problems in the construction process as the only purpose in the process of producing a final
product is planned.

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A chain of activities in manufacturing industry is result of preplanned priorities in the production design stage which is
rarely subject to change. On the other hand, in construction industry, due to the vast process of manufacture, chain of
activities are changeable even in an unpredictable way and they are subject to change and decisions made by the employer
and the main contractor of the project [6].
Lean Philosophy
Japanese manufacturing techniques are used as a benchmark for producers [7] [8] for over four decades. After studies
carried out by IMPV (The international Motor Vehicle) Japanese techniques as a new production system were called Lean
manufacturing [9] [10]. Application of these techniques are not only in production but can also lean service activities
[11].Thus, using lean concepts in the construction industry due to having both productive character of the service is possible
[12]. Lean concepts include several production systems that all have a common principle such as: waste reduction, flexibility,
punctuality, value effective communication, continuous improvement and maintaining the quality from the beginning.
Lean Manufacturing has changed the project managem ent in general [1]. International Group of Lean Construction
(IGLC) has carried out extensive research in order to implem ent Lean Manufacturing techniques and has suggested some
tools to carry out operational planning, review, and continuous improvement which have changed the management direction
of the construction projects [1].
It is obvious that both lean manufacturing and lean construction guarantee higher performance by combining technical
and human elements [13]. Despite all these generalization of the Lean Manufacturing techniques to Lean construction is still
a challenge [14].
Lean Manufacturing Techniques
What happens in lean manufacturing is the application of labor force potentialities combined with the organizational
capabilities of the workforce with the aim of obtaining higher yields in return for fewer resources [15]. Lean manufacturing
aims are reachable by adopting lean principles such as: the current value, the current value (eliminating waste), the constant
pursuit of improving production [16] Japanese manufacturers, especially Toyota, have designed techniques to ensure that
the operation to the principles, and are known as the Toyota Production System (TPS) [17]. The system uses different
methods to achieve goals such as reduced costs, ensure quality and customer satisfaction in order to enable sustainable
growth [18] [19]. The four pillars of TPS include punctuality, self-management, workforce flexibility and creative thinking [18].
The concept of punctuality induces worthless Warehousing and sees it as a useless process. That is why waste
production units should be employed only when needed. There are three methods for the punctuality.1. Kanban (in Japanese
check card) means to reduce storage warehousing using a production process based on previous requests filed by the card
or a portfolio of Commerce or a digital requests. [20].2 Manufacture level control scheme which guarantees the surge in
demand generated by production volume through the right choice [21].3.Reduction of binding setup process that decreases
the number of activities when the factory does not work [22].
Self-management, as an alternative to traditional quality control, is the perfect solution to prevent faults which in its first
layer by a Applied Managem ent Systems, would prom ote the quality and financial managem ent of the company [23]. The
quality is attributed of all activities of the organization including the design, supply and manufacturing refers. The second
layer, self-control (autom atic), prevents the placement of defective parts and the equipment eye inspection process (Pokayoke) supports this level of control, which is very different form the traditional self-control, where there are no direct
involvement in the process [24].
Having access to a flexible workforce makes it possible for companies to suit the fluctuating demand for the products,
with their number of labor forceto do this there are two methods: versatile design and performance standards. With the
flexible alignment method for machines the situation would be possible for changing workers situation and adjust production
line workers proportional to the number of workers and it is only through the exact definition of works that the workers would
be able to work on several machines in a reliable way. Also planned preventative maintenance system performance for
machines should be done.
All these techniques are based on the capabilities of the human resources capacity.They are:
1.Creative Thinking
2 Problem Solving Skills
3:Teamwork Ability
Staffing component which consists of these three capabilities would change the lean manufacturing into a dynamic
system that is always seeking to achieve higher performance. Toyota presently uses TVAL (review the assembly line) to
ensure a balance between value-added and job satisfaction of workers [25].
Moving from Lean Manufacturing to Lean Construction:
Ballard [26] divides Lean Project Delivery System into four interconnected phases: 1.project definition 2. Lean design 3.
Supply of Lean 4. Lean assembly. He focused his research on the fourth phase of assembly which starts with resources delivered to site and ends with the delivery of the project. Lean assembly is especially of great significance to general Contractors (GC) who develop human resources and technical infrastructure. In the definition of techniques, usually subjective
and creative methods are followed. In the very first step, the theories are shaped and tested through trial and error so that
they get applicable at companies. In Lean manufacture, techniques are related to each other determined by the Action [27,
28]. Accordingly, Dos Santos [29] has integrated innovative ways with a theoretical framework of Lean Manufacturing. We
will now go on to talk about the transition of Lean manufacturing techniques to lean construction:
1.The variability of production: In lean manufacturing, the effects of flow variability (from order to delivery) can be
observed at supply level. Supply level, which is possible through supply chain optimization with the least amount of
resources, makes the fluctuations of demand manageable, when the production volumes and sources reduce, then with little
fluctuation in demand and production volumes, allocated resources will be manageable. Among techniques related to level of

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production are planned Production chain, the standard operation of a flexible, multi-purpose design, layout and overall
preventative maintenance.
The variability of construction industry will be significantly influential onlean construction because delays in the
completion of an activity can affect the completion time of the project. Final planners technique is a technique that, in a time
frame, can support the achievements of designed plans [26]. Final planners are those whom we can count on for a unique
practical level. The ultimate planner begins with reversed-phase scheduling (RPS) for example; a project plan with details of
relationships between activities in one phase would be specified [30]. Program of a few weeks ahead in the method of schedule by reverse phase, determines the activities that must be completed during the next few weeks. Every planner, for
controlling the flow of work, provides weekly work programs, and if the tasks are not done on time and according to the
plans, the planners must determine the cause of the delay and provide the operational plan to prevent recurrence of the
problem.
2.Variability of processes: jikoda) (Autorotation Means Immediate action should be to carried out to prevent the failure
from entering processes. In Lean production, visual inspection, gives the autonomy staff the internal autonomy that upon
detection of a faulty component, stop the manufacturing processes to eliminate troubleshooting the cause. poka-yoke) (Fail
safe are the tools that automatically stop errors to enter the next processes [24]., Since the detection of defects prior to
installation and assembly work is difficult and complex, the quality of traditional construction, while focusing on the
implementation of Lean Manufacturing focus To avoid Attention deficiencies And measures are perfect or infallible the
workshops are designed to ensure the achievement of acceptable levels of quality in all tasks.
3. Transparency; in lean production, any source that does not contribute to better performance gain can be considered to
be deleted. A technique 5s is one method that is used in this case and consists of five stages, 1. Sort (seiri) 2. Straighten
(Seition) 3. Standardize (Seizo) 4. Shine (Seiketsu) 5. Sustain (Shisuke)
In Construction, 5S provides the possibility of having a transparent workshop in a way that it would be possible to use
materials efficiently between the warehouse and the location of the workshop[31]. If a process is observable, inspect able
and transparent from start to finish, the control process can be facilitated and thus improve, while clarifying the nature of the
process ensures the fair benefit of individuals involved in the process.
4. Continuous improvement; to achieve continuous improvem ent (Kaizen) there is not just a special and unique
technique, but actually fixing problems and bugs is possible using synchronous manner and also a creative attitude, which
would cause continuous improvement.
On the basis of purposes and policy set forth, during the daily team meetings, the workers would bring all their teachings
to improve the quality of activities [32]. At the end of each month, new goals are set [33]. Revision and redesign of critical
activities are performed by use of the first studies done [34]. PDCA cycle (including Act Check Do Plan) (the
projection action review and revision) for the first run of the application of H Eyes matters. In the planning, design
methodology is done; we examine all the project stages and the steps necessary to eliminate the crossover show. Then, in
the performance stage, the ready design would be performed for the first run of the show. In review stage, what is achieved
in practice is described and measured, and finally at the stage of action and review, in a meeting with a team member
approaches developed as a standard binding are communicated. To ensure the continuous improvement process, all the
abilities of members should be used in the best way possible, in order to increase individual and group cooperation [35].
A Case Study and its Findings:
The main objective of this case study has been the application and evaluation of various techniques of Lean
Construction by a general contractor in the city of Isfahan. This company is looking for manpower training and organizing all
of technical training within the construction techniques. With the approval of the company's management, six techniques of
implementation and construction were evaluated, including the following points:
1.
2.
3.
4.
5.
6.

Final Planners (Last Planner)


Enhanced visual capabilities (Increased Visualization)
Community meetings and team (Huddle Meeting)
Studies first run (First run studies)
5S techniques
Perfect quality or infallible (Fail -safe quality)

Over a six month period, the research team evaluated the application of these techniques in a parking lot project. Based
on results and feedback collected from all participants, while providing an overall assessment, usefulsuggestions for future
projects were proposed. In this process, two members of the project, became the target group of the study, one project
manager and contractors and other Site manager, executive team and employees.
Last Planners
One of popular techniques in Lean Construction is the Last Planners. Purpose of the techniques is to create continuity in
work flow and recue changes in project. Philosophy of the techniques is based on the "working what we have to do " instead
of "defining more amount of activities In fact, using performance group assessment, this technique, has replace real
planning with improved planning and thus has turned pressure planning into elastic planning. This is equivalentto
Kanban" and "Homogeneous of Mixture of Products in lean manufacturing.
(RPS): All minor contractors are encouraged to install their activity schedule on a wall, so that they would be able to
witness the effect of their planning on the completion time of each phase of the project. After several weeks, in order to
calculate the duration of activities, Instead of referring to the original schedule of the project, the planners were more willing
to use their inverted phase timing.
Schedule of 6 Week Ahead: Since the project manager has been less familiar with this type of schedule, the research
teamprovided the first schedule. After being touched by the fact that the timing of the project manager has the ability to
provide updated picture of project activities that must be completed, he started to prepare it regularly. Project manager limits
the analysis to focus on the most Issues relating to materials placed as shown in Figure 1.

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Fig. 1. Limits and Variances by Category


Analysis of Variance: The variance in the beginning of the project cost was the only performance index. Thus, defining
variance of necessary measures of the project as a performance indicator was very difficult. When the task was not
completed on time project manager would consider an immediate reason for it such as the weather conditions, or he would
reprogram the project, but within the project and the end of the study, project manager as able to arrange performance
programs with a diagnosis of root of the variance to avoid this delay.
Tables of Progress: The study team provided charts of the progress of t work completed (PPC) at two levels: project and
component contractors.The component contractors were very interested in the weekly values of PPC. Thus they tried to
improve the quality of their work. During the study, project staff provided tables of PPC and put them on the bulletin board
project.
Increasing Visual Capacity
This technique is useful in the area of performance and is inclined toward control and continuous improvement of the
process. In this technique, the workers capacities would increase by the use of simple and visual tools.
(Commitment charts): In a meeting attended by all personnel, managing director of the company pointed to the
safety of the company and the personnel were ordered to cite examples of how the principles of safety routines are applied
in their project. At the end of the meeting, a statement of safety commitment was signed by all employees and all the groups
involved in the project were informed through project bulletin board.
(Mobile signs): Project personnel presented their information and opinions about the team design of safety
signs. After the poll, moving signs were designed and sent to different areas of the workshop. This marks the cosmetic
coloration most interesting and attractive design that attracted the attention of everyone on the project.
Project Milestone: At baseline, the staff is normally not informed of the date of completion of the various phases of
project and activities. After designing signs, dates of completion of various phases of the project were built in floor to floor
project. At the end of the project, most of the staff stated that the effect of the change have been felt as they got more
engaged in the project.
Regular Meetings
Foremen meetings during this research project, informal meetings of the foremen becam e weekly meetings agenda.
Daily regular meetings, the personnel of the project would meet in short meetings of five to ten minutes at the
beginning of the day when they would review what would be done in the same day.
Studies of the First Performance
Planning: Through data obtained by the foreman, site supervisor and project manager, two field goal of the research
were planned: To install wall shield and m ounting accessories. Bumpers were selected because they were costly and fittings
were chosen because of their diversity.
Performance: In this phase of the study, activities were documented by film and productivity studies.
Inspection: In a m eeting with project manager and foreman and the workers, the performed activity would be
inspected. In the current research project, the research team supervised these meetings in order to find educational and
improvement opportunities.
Action and review: Based on the suggestions and results in the meetings, activities were reviewed by support of the
workers and foremen.
5sThis is a method related to the physical environment of the workshop, in order to reach a disciplined work place
and increase the transparency of the project with aim of management, control and improve of the activities and processes;
these activities include:
Isolation: The first step is to separate the material with code identification and placement of materials and tools in
place close to the location of the activity.
Ordering the next step is accumulation of materials and tools in the tool box in an ordered way.

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Standardization in this design phase of each activity in the workshop with key information such as the material being
produced.
Cleanup: Next steps include keeping the shop clean.
Culture: In this stage, the final stage of 5s workers should continue to be strong all the time and repeat the previous
four stages.
Infallible Quality
This technique was designed with a pretentious nature and on the basis of this aim to pretend faults through designation
of potential destructions instead of inspection and quality control. It is obvious that preventing the dam age is much easier
and less costly than reform.

Evaluation of Quality: The quality of all assessments was performed at the beginning of the project.

Security Inspection; the safety of workshops were provided using a safety design, for example; the list of risks by
each workers was prepared and in the course of the project, probable risks were inspected.
Lean assessment tools for construction projects
This assessment tool is to evaluate the implementation of Lean techniques. A similar assessment tools is used in Lean
manufacturing[36] this tool corresponds Lean Construction projects. The Check list is shown in Table 1. Each instrument by
an attribute on a scale of 1 to 6, is rated as the words are: none, very low, low, medium, high, very high.
Measure was considered during the project's three phases. The first measurement is the initial phase of the project and
will be determined during the first week of the study. The second measure was the target value of each option and the third
measure, was the last stage. Conversion attribution of points on a scale of 0 to 10, the mean score was calculated.
1. Last planners with greater emphasis on the changes can be used for future projects. "The ultimate planners' is
group of task planning executive team in all stages of the project, from design to improvement activities. Control of implementation of the project are also among the duties of "planners.
2. Techniques to enhance the visual capabilities as well, are not only about safety issues, but also about the quality
and service shop. For example, the following issues could be installed to inform the public:
Time table including the order of activity, phase place and category, completion date, aim demonstration in the table
in order to compare it with PPC, project development table and the last status of the project including development
percentage, assessment announcement such as good or bad for each activity for the suitable understanding of the workers
Guide bulletins for workshop paths and places
Existing tool or material statistics
Operational status (active or non-active) equipment such as elevators
Safety statements
Weather forecast
3. Techniques of regular meetings also with slight variations, eg in time, frequency of meetings (2 or 3 times a week)
as well as in smaller groups (less than 10) gives a better result. Establishment of two way communication between foremen
and workers is a key to success of this technique. Regular daily m eetings are more similar to lean manufacture than other
lean constructions techniques. Issues that may impede correct use of this technique include reduced number of meetings or
monotonous meetings. To prevent such pitfalls, we can assess the meetings randomly and collect the suggestions made by
participants..
4. Research techniques of first performance,needs the changes before applying for future. Project manager shall
supervise the implementation of project management and leadership and their activity in a framework to be documented and
the revised monthly. This technique is based on the cycle (Plan, Do, Check, Act) PDCA design and in fact is a group method
for using group members experiences and makes them compatible with the specific situations of every single project in
order to increase the profitability. On the basis of findings, practical experiences have shown that using this method without
additional investment, increased profitability from 53% to 62%.
5. Techniques 5s It must be an intermittent process. A notification of a disciplinary action is required. Results using
this technique include increased safety, productivity, quality, time machines, cleanliness, staff morale, teamwork, continuous
improvement and reduce boot time and runtime workspace requirements. Moreover, using this technique would help the
identification of products and their place and the increase in their availability. It will also cause decrease in time wastes.
Effective performance of this technique requires a culture of discipline in all levels, so the applications of encouragement and
punishing policies would be of great help.
6. Infallible Quality. Was used with the aim of making the process error interminable, meaning that in the best status,
individuals and even workers are not able to commit any error even intentionally. As such, this technique pays particular
attention to two main factors; people and equipment, planning methods for each factor which would make the process
infallible.. In lean thinking, workers capacities and commitments are so much developed that a large part of controls are
done by the worker and in the course of performance. Intellectual infrastructure of lean thinking approach is a humanistic
approach in human relationships and tools. Lean self control frees the operator from the government of tools and makes it
possible for him to concentrate on issues which would increase skills and judgment potentiality. Using this technique, in
addition to quality, can also increase safety. This technique requires the use of measures such as quality sources [37] and
the percentage of safe work [38], which is part of the workers assess the performance of contractors. The combination of
training and support is necessary to increase the general contractor for the project teams m ore efficient wherea lean
construction technique is obvious.

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The Baseline Case Study (Elementary)

Benchmark

1
Ways to
encourage

Quality

Information

Community

Scheduling
Phase Reverse
(RPS)

Low (4)

Low (4)

Very Low (2)

Medium (6)

None (0)

Schedule 6
Week Ahead

Low (4)

Low (4)

Very Low (2)

Medium (6)

None (0)

Agenda
Overview

Low (4)

Low (4)

Very Low (2)

Medium (6)

None (0)

Causes of
Variance

Low (4)

Low (4)

None (0)

Medium (6)

None (0)

Drsdpyshrft
Chart Project

Low (4)

Low (4)

Very Low (2)

Medium (6)

None (0)

Items

5
Relationship
The Tools

Description
Planners were not
familiar with reversedphase planned
The project manager
was not familiar with
Schedule 6 Week
Ahead
Weekly meetings are
informal and just
browse jobs
Future held was
Without the inclusion of
variance, as the costs
of
Performance was
considered
Such a diagram on the
board was not installed
Average rating

Rating
2.3

2.3

2.3

2.8

2.3
1.3

After the study phase (current)


Benchmark

1
Encourage
practices

Quality

Information

Community

Scheduling
Phase Reverse
(RPS)

Too many (10)

Large (8)

Medium (6)

Schedule 6
Week Ahead

Large (8)

Large (8)

Large (8)

Agenda
Overview

Large (8)

Large (8)

Large (8)

Causes of
Variance

Medium (6)

Medium (6)

Medium (6)

Large (8)

Medium (6)

Items

Diagram of
Large (8)
project progress

5
Communication
Description
tools
Although the timing of
the reversal phase,
covering all project
phases
Large (8)
Medium (6)
It was not, however,
project planners to
estimate the real-time
Referred to
Director of the project
on a regular basis to
provide the timing
Large (8)
Medium (6)
Limitations in the
materials were
summarized
Planners, business
plans next week to
prepare, and for
Estimated time to
Too many (10) Medium (6)
complete the activities
at the site to prevent
If one were to raise it
with the La S Faff
Project manager of the
project examined the
Low (4)
Medium (6)
causes
Yet the variance is
sought.
Employees progress
Large (8)
Medium (6)
chart of the project
were provided
Average rating

Fig. 2. Structure of Lean Assessment

134 | PART B. SOCIAL SCIENCES AND HUMANITIES

Rating

7.6

7.6

0.8

6.5

2.7
2.7

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Fig. 3. Lean Assessment Tool (Spider Diagram)

2. CONCLUSIONS
Achievem ents by the application of Lean Manufacturing were very noticeable. It costs less than the planned projects and
project was 3 weeks ahead of schedule, and the contractors were more satisfied with their relationships. Average am ount of
PPC (percentage of development work performed or activities) was 76% compared to the baseline survey which was 20
percent. Serious damage during the project implementation was not reported and the accident rate is very low compared to
similar projects in the same company. Most of the planners cooperated in the increased efficiency of the project due to lean
construction techniques and they were also inclined to continue cooperation with most of these tools, especially to
educational process of lean construction.
Assessment tools described in the study, each alone can be used to assess progress on the project. The techniques can
change in accordance with the companies specific ideas and inclinations, thus they must be used under the supervision of
project managers and the support of responsible staff for each technique. Currently, the company aims at using these
techniques in other projects more research is needed to identify the method. Some temporary researches can be carried out
to express the relationship between the increase in lean level of the techniques and their efficiency, and more researches
can be done in order to investigate the long term effects of invisible achievem ents such as developm ent and skill potential
increase of the personnel over economic situations.
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