TY - JOUR
T1 - Lean transformation in a modular building company: a case for implementation
AU - Yu, H.
AU - Al-Hussein, M.
AU - Al-Jibouri, Saad H.S.
AU - Telyas, A.
PY - 2013
Y1 - 2013
N2 - Encouraged by the remarkable productivity improvements in the manufacturing sector, the construction industry has a long history of trying to garner the benefits of manufacturing technologies. Whereas industrialized construction methods, such as modular and manufactured buildings, have evolved over decades, core techniques used in prefabrication plants vary only slightly from those employed in traditional site-built construction. The objective of this research was to develop and implement a production system for the effective application of lean tools in building components prefabrication. To overcome the prevalent skepticism among middle management, the lean journey started with a pilot project involving one production line. Over a six-month period, lean tools such as 5S (sort, straighten, shine, standardize, and sustain), standardized work, takt time planning, variation management, and value stream mapping were implemented to a communication shelter production line. The implementation successfully won the support of the middle managers and established the foundation for expanding lean practices to other parts of the factory and applying relevant lean tools and techniques
AB - Encouraged by the remarkable productivity improvements in the manufacturing sector, the construction industry has a long history of trying to garner the benefits of manufacturing technologies. Whereas industrialized construction methods, such as modular and manufactured buildings, have evolved over decades, core techniques used in prefabrication plants vary only slightly from those employed in traditional site-built construction. The objective of this research was to develop and implement a production system for the effective application of lean tools in building components prefabrication. To overcome the prevalent skepticism among middle management, the lean journey started with a pilot project involving one production line. Over a six-month period, lean tools such as 5S (sort, straighten, shine, standardize, and sustain), standardized work, takt time planning, variation management, and value stream mapping were implemented to a communication shelter production line. The implementation successfully won the support of the middle managers and established the foundation for expanding lean practices to other parts of the factory and applying relevant lean tools and techniques
KW - METIS-295932
KW - IR-85651
U2 - 10.1061/(ASCE)ME.1943-5479.0000115
DO - 10.1061/(ASCE)ME.1943-5479.0000115
M3 - Article
VL - 29
SP - 103
EP - 111
JO - Journal of management in engineering
JF - Journal of management in engineering
SN - 0742-597X
IS - 1
ER -