ACTIVITY 3

REVIEW APPLICATION OF LEAN CONSTRUCTION IN COLOMBIA

TO:
MSc. LUZ ADRIANA SANTOS CASTELLANOS

LUIS ALEJANDRO VARGAS CORTES Cod D7303686

DIANA NAYIBE QUINTERO Cof D7303681
CARLOS ALBEIRO MOSQUERA MURILLO Cod d7302190
PABLO ALFONSO BOYACÁ CATÓLICO Cod 7303186

UNIVERSIDAD MILITAR NUEVA GRANADA

INGENIERIA CIVIL VIII SEMESTRE

FAEDIS

PROGRAMACIÓN DE OBRAS Y COSTOS

BOGOTÁ D.C., FEBRERO DE 2020
 REVIEW APPLICATION OF LEAN CONSTRUCTION IN COLOMBIA

Before starting to analyze the application of the Lean Construction model in Colombia, it is
necessary to have a previous knowledge of what this methodology is, where it came from, and
where it is focused, in order to be placed in a reference framework in the construction processes
in Colombia.

LEAN thinking was originated in Japan at the end of the 50s and beginning of the 60s, derived
from research carried out by engineers from the company Toyota Motor, which sought to
improve the production line. Engineer Taiichi Ohno, who was in charge of the production,
sought to eliminate waste and improve the delivery times of the cars to the customers, for which
he replaced mass production with a type of production at the request of the customer and thus
also avoid the accumulation of goods.

In a conference held (Ballard, G. 1999) he mentions that these investigations gave rise to what is
known as "Lean production" or "production without losses", a methodology understood by a
great variety of production systems that has as a common point, to apply the principle of
minimization of losses.

The idea of production without loss generated the creation of the manufacturing process TPS
(Toyota Production System) which is aimed at minimizing stocks and defects in all operations,
which will significantly improve production.

These ideas of TPS were developed and adjusted by industrial engineers, who gave a new
approach to lossless production, and started its introduction in America and Europe in 1975 in
the automotive industry. By the early 1990s this philosophy was widely known, and
implemented in other fields such as product development and management.

Leanconstruction. org (2013), mentions that Lauri Koskela in 1992 started to implement this
philosophy in the construction sector; generating his work "Application of the new production
philosophy to construction", later on together with Glenn Ballard who provided tools for the
adaptation of "Lean" production to the construction sector, they formed the International Lean
Construction Group, and in 1993 Helsinki- Finland in a conference on construction project
management issues started to implement the expression "lean construction" referring to the
implementation in the construction sector of a new production philosophy.

After years of research, Luri Koskela formulated in 2000 the principles underlying the "Lean"
folisofis focused on construction, which were improved by Glenn Ballard in 2001.

Bertelsen, S, (2004) analyzes that in this way, Lean construction is the application and adaptation
of a series of production principles of Japanese manufacturing focused on construction, given
that this is a clearly special type of production in which many losses are generated.
 Figure -1 Extrac to Koskela L.1992, Application of the new production philosophy to
construction

Rojas Lopez et al. (2017b) define Lean Construction as a philosophy aimed at transforming the
traditional work thoughts used in the construction sector through the use of management systems
that are based on loss analysis, carrying out a planning of activities with the primary objective of
improving productivity in construction, eliminating activities that do not add value to the project,
and optimizing the activities that do, creating specific tools applied to the process of project
execution and a good production system that minimizes waste, which are more than anything
that does not generate value to the activities necessary to complete a productive unit.
This philosophy allows an improvement in productivity and competitiveness of organizations in
the management of construction projects, has strategies to enhance the value chain by
eliminating activities that generate losses in the project.

The following figure shows a table of the possible application of the Lean Construction
methodology.
Figure-2 Extract to PROPUESTA METODOLÓGICA PARA LA IMPLEMENTACIÓN DE LA
FILOSOFIA LEAN EN PROYECTOS DE CONSTRUCCIÓN

Within the framework of the Colombian economic context, the construction sector is a
fundamental base for the development of the local economy; therefore the country must evolve
in real time in the advances that are presented in this sector and the Lean Construction
methodology is presented as a fundamental tool when planning a great diversity of projects.

At present, the implementation of construction in various industries in Colombia is expected,

since every company must think about the preservation of natural resources by reducing the
generation of waste. Companies must start by stopping resisting change so that the
implementation of this methodology is successful, given that they still need to know the benefits
that its implementation brings, and have in mind the resources and means they need to apply it
successfully.
In Expoconstrucción & Expodiseño 2015 within the framework of the International Forum on
Innovation in Integrated Project Management Design, Logistics and Efficiency Lauri Koskela,
founder of the Lean Construction methodology and the Regional Bogota and Cundinamarca de
Camacol gave recognition to 18 Colombian companies, which were leaders in the country in
implementing this model in their construction projects. The companies that were recognized for
their commitment to implement the methodology as a tool for continuous improvement and
productivity in the sector were: Apiros, Amarilo, Arpro Arquitectos Ingenieros,
Bioconstrucciones de Colombia, Construcciones Arrecife, Constructora Bolívar, Constructora
Capital Bogotá, Corac Construcciones, Cusezar, Desarrolladora de Zonas Francas, Grecon
Ingenieros, IC Constructora, Ingeurbe, Marval, Organización Construmax, Proksol, Prodesa,
Triada and Urbanizadora Santafé de Bogotá Urbansa. By means of the execution of a series of
projects under this methodology they allow the construction companies, to work in an innovative
way, greater savings of money, time and natural resources which is translated in integral
projects, that as well will be reflected in a greater quality of its final product.

The study and use of the Lean Construction methodology can be mentioned in a timely manner
in cases mentioned below:

The Lean Construction Methodology and the analysis of losses in the Colombian civil
sector: a case study

G. Araque, D. García (2017) emphasizes the use of the Lean Construction methodology in an
investigative way, a case study of a construction project in the city of Bucaramanga, in the
department of Santander, showing that the optimization of the time of the activities generated in
each phase of the project is one of the fundamental factors since it generates greater impact in the
creation of value for the construction activities of the organizations.

Figure-3 Extract to The Lean Construction methodology and the analysis of losses in the Colombian civil
sector: A case study

It is necessary to apply statistical techniques in order to obtain a detailed analysis and to know
the problems of the project, proposing the implementation of the Lean Construction
methodology, where it is necessary that the leaders of the organizations that are part of the
project show an initiative to innovate the way in which they manage a project. Result of es This
methodology proposes as a control mechanism for construction projects the analysis of losses in
the construction processes, thus monitoring and managing the tasks that are executed within the
project without making significant contributions to the value chain.
Application of the Lean Production Philosophy for the Improvement of the Production
Process - Storage - Supply of a Prefabricated Reinforced Concrete Product; Case Study for
the Colombian Construction Industry

S. Cano, D. Erazo, L. Rivera y L. Botero (2016) mentioned in their study a case study of the
application of the Lean Production philosophy was developed for a precast concrete company in
Colombia (MEGAPLACA). Under the chosen methodology, significant progress was made in
improving production times for each activity, reducing inventories in the production flow. The
results obtained fulfilled the premise of the management and partners of the company to obtain
results that did not imply large capital investments in the acquisition of new equipment or tools.
An efficient production line was established in the company under the parameters of Lean
Production, to begin the production of prefabricated plates of different projects and in the future,
to apply this experience in other lines of prefabricated products of the company.

Figure -4 Extrac to Application of the Lean Production Philosophy for the Improvement of the
Production Process - Storage - Supply of a Prefabricated Reinforced Concrete Product; Case Study for
the Colombian Construction Industry

The Figure 4 presents a summary of the main results obtained. As can be seen, although no great
progress was made in the total number of square meters produced, there was a great advance in
the total turnover of the product and in the total number of finished products in the plant, which
translates into better income for the company and a decrease in the cost of finished products in
the plant, which translates into new resources for the company to invest in other projects or
investments.
Conclusions

 The civil engineer should be responsible for the application of methodologies that lead to
an adequate development of the stages of the projects, ensuring the maximization of the
resources and the optimization of the execution time. It is here where the application of
the lean construction methodology, its knowledge and correct application can make a
remarkable difference in the performance of the engineer as a project manager by
creating strategies that enable organizations to increase the productivity levels of the
activities carried out and to enhance performance.

 A change of thinking is required by the members of the companies involved in the

process of implementing lean construction. The beginning of the changes is in the
execution of training and induction meetings as a process of formation of the new system,
only then the companies will be able to manage to successfully implement the
development of the methodology.

 Performing a correct analysis of the losses in the construction processes will allow the
construction projects to control the activities that do not generate value from non-
contributory times which are represented in reprocessing, waiting due to lack of material,
rests, displacements, among others. All of this allows for an increase in the progress of
the construction processes based on the evaluation of factors that affect the low
performance or low productivity of the same and allows for the management of
improvement plans to reduce losses in terms of labor, materials and project machinery for
the different activities studied.
Referencias

Botero Botero, L., & Álvarez Villa, M. (2012). Guía de mejoramiento continuo para la
productividad en la construcción de proyectos de vivienda (Lean construction como estrategia de
mejoramiento). Revista Universidad EAFIT, 40(136), 50-64. Recuperado a partir de
http://publicaciones.eafit.edu.co/index.php/revista-universidad-eafit/article/view/864

Rojas López, M. D., Henao Grajales, M., & Valencia Corrales, M. E. (2017b). Lean construction
– LC bajo pensamiento Lean. Revista Ingenierías Universidad de Medellín, 16(30), 115–128.
https://doi.org/10.22395/rium.v16n30a6

Hernán Porras Díaz, H. P., Omar Sánchez, O. S., & José Galvis, J. S. (2014). Filosofía Lean
Construction para la gestión de proyectos de construcción: una revisión actual. Avances:
Investigación en Ingeniería, 11(1), 32–53. https://doi.org/10.18041/1794-4953/avances.2.5491

Ballard, G. 1999 what is Lean Construction. En: Seventh Conference of the International Group
for Lean Construction, California- USA, IGLC, Paper 7.

Bertelsen, S, (2004). Lean Construction: where are we and how to proceed? , Lean Construction
Journal, 1, 46-69.

History Lean Construction Institute, Consultado 15 de marzo 2020, En:

http://www.leanconstruction.org/about-us/history/.

Lean Construction Institute. What is Lean Construction, Consultado 5 de Octubre 2013. En:
http://www.leanconstruction.org/about-us/ what-is-lean-construction/.

G. Araque, D. García y E. Aguirre, «Instituto Antioqueño de Investigación,» 2017. [En línea].

Available: http://fundacioniai.org/actas/Actas3/Actas3.24.pdf. [Último acceso: 15 marzo 2020].

S. Cano, D. Erazo, L. Rivera y L. Botero, «ResearchGate,» noviembre 2016. [En línea].

Available:https://www.researchgate.net/profile/Jose_PonzTienda/publication/310607361_NUEV
AS_TENDENCIAS_DE_LA_CONSTRUCCION_SOSTENIBLE/links/59441efa0f7e9b6910ee2
af7/NUEVASTENDENCIAS-DE-LA CONSTRUCCION-SOSTENIBLE.pdf. [Último acceso:
15 Marzo 2020].

Rojas López, M. D., Henao Grajales, M., & Valencia Corrales, M. E. (2017). Lean construction
– LC bajo pensamiento Lean. Revista Ingenierías Universidad de Medellín, 16(30), 115–128.
https://doi.org/10.22395/rium.v16n30a6