Production Planning & Control

The Management of Operations

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Lean management framework for improving

maintenance operation: development and
application in the oil and gas industry

Wenchi Shou, Jun Wang, Peng Wu & Xiangyu Wang

To cite this article: Wenchi Shou, Jun Wang, Peng Wu & Xiangyu Wang (2021)
Lean management framework for improving maintenance operation: development and
application in the oil and gas industry, Production Planning & Control, 32:7, 585-602, DOI:
10.1080/09537287.2020.1744762

To link to this article: https://doi.org/10.1080/09537287.2020.1744762

Published online: 30 Mar 2020.

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PRODUCTION PLANNING & CONTROL
2021, VOL. 32, NO. 7, 585–602
https://doi.org/10.1080/09537287.2020.1744762

Lean management framework for improving maintenance operation:

development and application in the oil and gas industry
Wenchi Shoua, Jun Wangb, Peng Wuc and Xiangyu Wangd,e
a
School of Built Environment, University of Western Sydney, Sydney, Australia; bSchool of Architecture and Built Environment, Deakin
University, Melbourne, Australia; cSchool of Design and the Built Environment, Curtin University, Perth, Australia; dAustralasian Joint
research center for BIM, Curtin University, Perth, Australia; eDepartment of Housing and Interior Design, Kyung Hee University, Seoul,
South Korea

ABSTRACT ARTICLE HISTORY

Lean production theory and techniques have been widely applied in the manufacturing and construc- Received 28 March 2019
tion sectors to improve process efficiency by reducing the waste and increasing the value in the value Accepted 29 February 2020
streams. Turnaround maintenance (TAM) is a periodic comprehensive maintenance programme, in
KEYWORDS
which the operations present a unique work scope and context and are conducted following a unique
Turnaround maintenance;
maintenance process. A well-organised project management process is essential to improve the oper- lean management
ation efficiency of TAM. Therefore, this study aims to develop a systematic lean management frame- framework; value stream
work based on value stream mapping and structured analysis, evaluation, and validation, specific to mapping; 4D BIM;
the TAM operation efficiency in Oil and Gas industry. Finally, the proposed framework is verified maintenance management
through a case study by using 4D building information modelling taken from a real life environment.
The framework provides structured guidance and empirical evidence for using lean for integrating
improvement and evaluation in TAM project management.

1. Introduction However, delays, cost overrun, and uncompleted activities in

Oil and Gas companies are witnessing a scenario wherein
the production performance is heavily influenced by main-
tenance efficiency (Parida and Kumar 2009). To achieve the
aforesaid goals, turnaround maintenance (TAM), also named
as shutdown or outage maintenance, has been emerging as
an area of research for both the industry and academia
(Duffuaa and Ben-Daya 2004; IDC Technologies 2008). TAM is
a periodic comprehensive programme in which the plants
are shut down to allow for inspections, repairs, replacements
and overhauls which can only be carried out when the facili-
ties are out of services (Duffuaa and Ben-Daya 2004). TAM is
one of the most important maintenance strategies to minim-
ize the risk of production losses by ensuring reliable equip-
ment (Duffuaa and Ben-Daya 2004). However, the continuity
feature of process industries makes it so expensive to shut
down a process that can create a big challenge from the
logistical standpoint (Abdulmalek and Rajgopal 2007). The
peculiarities of high labour intensity and capital concentra-
tion make TAM project a time-sensitive project that any
delay or inefficiency can lead to catastrophic failure
(Ashayeri, Teelen, and Selenj 1996).
Classic project management techniques such as critical
path method (CPM) and the programme evaluation and
review technique (PERT) are the traditional methods applied
in TAM projects, which focus on managing uncertainties in
the critical path and detailed planning (Goldratt 2017).
TAM operation have been commonly observed in many
cases (Utne et al. 2012). The planning and control concept in
conventional management tools focuses on managing the
time and cost for the decomposed tasks that have to be
done, while the management of coordination and oper-
ational issues of those tasks are not concerned with (Howell
and Koskela 2000). The variability in workflow caused by
such as rework, fluctuate work quantities, and resource short-
age is poorly managed due to the fact that management
practices tend to assess the deviations from the plan rather
than dealing with the causes (Lutz and Hijazi 1993; Antunes
and Gonzalez 2015). As TAM projects become more complex
and uncertain, such limitations are more obvious and critical.
In order to eliminate waste and improve efficiency, the
Toyota Production System was developed (Howell and
Koskela 2000; Ballard and Howell 1998). According to the
Transformation-Flow-Value (TFV) theory of production pro-
posed by Koskela (1992), the introduction of the three basic
concepts of Transformation, Flow, and Value transfers the
management attention from the schedule, cost and output
measures to the value created by all processes (Bertelsen
and Koskela 2002). The transformation view discovers which
tasks are needed by the customer and the transformation of
inputs into outputs generates the required value for the pro-
ject management process (Koskela 1997). The view of flow
composes of transformation, inspection, moving and waiting

CONTACT Jun Wang jun.wang1@deakin.edu.au School of Architecture and Built Environment, Deakin University, Geelong Waterfront Campus, 1,
Gheringhap Street, Geelong, Melbourne 3220, Australia
ß 2020 Informa UK Limited, trading as Taylor & Francis Group
586 W. SHOU ET AL.
in the process. The basic principle is to minimize unnecessary
production or operation to reduce process variability
(Koskela 1997). The view of value generation focuses on ful-
filling customers’ value. The concept investigates whether
the task deployed is appropriate to capture the requirement
or not (Koskela 1997).
While the conventional project management methods
consider project only based on transformation view by
breaking down project work (Bertelsen and Koskela 2002),
efforts were made to integrate the lean production manage-
ment theory which embraces the revolutionary concepts of
flow and value into project management in industries, such
as the construction industry (Pasqualini and Zawislak 2005;
Wu and Feng 2012; Ogunbiyi, Goulding, and Oladapo 2014),
and software development (McManus 2005; Leo
n and Farris
2011; Ali, Petersen, and De França 2015). The inclusion of
flow and value has also attracted much attention in TAM
projects following the success in the construction and manu-
facturing sectors (Abdulmalek and Rajgopal 2007; King and
King 2015; Shou et al. 2015; Sawhney, Kannan, and Li 2009;
Chowdary, Ojha, and Alexander 2018). However, the explor-
ation of lean production application in TAM projects has
mainly focussed on the benefits that can be achieved by
assessing the maintenance process from value and waste
perspectives. Very few studies have systematically analyzed
lean transformation in TAM projects to manage variability,
complexity and quickness by considering the uniqueness of
TAM projects (Shou et al. 2015). Abdulmalek and Rajgopal
(2007) have suggested that the application of lean produc-
tion in process industries is possible but the features such as
capacity focussed, high capital intensity, high volumes and
low flexibility make it impossible to borrow the lean concept
and implement directly. This leads to the research question:
What is the appropriate framework for implementing the lean
production theory and tools to improve project management
performance in TAM projects?
The research presented in this paper aims to develop a
lean management framework for guiding lean production
applications in TAM projects in a structured way. The essen-
tial principle in this paper, based on lean production theory,
is that the performance of TAM project management can be
improved by recognizing value and managing flows. In light
of this point of view, this paper presents production-based
view based on the lean principles and tools to determine the
procedures and critical strategies to manage TAM projects
cost-effectively.
This paper seeks to contribute to the ongoing investiga-
tion on the lean transformation in complex TAM projects
from TFV perspectives and to the capability of managing
variability through the adoption of lean principles and tools.
In particular, this paper contributes to the field of knowledge
and practice by investigating the challenges of implementing
lean in complex maintenance projects and understanding
how lean principles and tools can be used to establish struc-
tured improvement activities. This would have strong prac-
tical implementations for the management of complex
projects as it analyses efficiency from both value and waste
perspectives and focuses on variability based on which
effective improvement plans could be established.
In order to address the research objective, after outlining
the literature review on the features of TAM projects and the
challenges of lean application in TAM process management,
this paper describes the design of the framework for a pro-
duction-based view of project management based on the
adaption of value stream mapping (VSM). Followed by a case
study to elaborates on the development and implementation
of the proposed lean management framework. Finally, the
contributions of this research in both managerial and prac-
tical aspects are summarised, report the limitations of this
work and provide suggestions for future research.
2. Literature review
The basic philosophy of lean production is waste elimination
and value creation for the customer (Hines, Holweg, and
Rich 2004; Monden 1983; Womack, Jones, and Roos 1990).
Lean production has been brought into the project manage-
ment area to form a strategy to copy with inefficiencies in
complex projects (Howell and Koskela 2000). Plant mainten-
ance is one of many types of the project-based production
system (Ballard and Howell 2003). Lean production shifts the
attention of maintenance improvement from the technical
matters to the management side, which focuses on eliminat-
ing the root causes of problems through team-based deci-
sions and implementation. According to McCarthy and Rich
(2015) and Smith and Hawkins (2004), lean production imple-
mentation seeks to eliminate all forms of wastes such as
extra inventory in the maintenance process. Reducing wastes
in maintenance operation is the main feature that distin-
guishes the lean maintenance practice from a conventional
maintenance management practice (Smith and Hawkins
2004). As shown in Table 1, synergistic objectives have been
obtained by comparing the objectives of TAM and lean
maintenance. Therefore, it is beneficial to apply the lean
management theory to improve the efficiency of TAM in the
oil and gas industry.
The interaction between lean production and mainten-
ance efficiency was investigated and is addressed via the
applicability of lean principles into maintenance (Davies and
Greenough 2010; Baluch, Abdullah, and Mohtar 2012), lean
tools application with the prioritized maintenance strategies
(Tendayi 2013; Youssouf, Rachid, and Ion 2014), and case
studies of lean practices in maintenance management
(Arslankaya and Atay 2015; Davies and Greenough 2003).
Meanwhile, the factors and parameters of maintenance oper-
ations that are most effective in enhancing production to a
lean system have been proposed by Moayed and Shell
(2009). Some studies have also been made on a conceptual
framework such as lean enterprise architecture (Mathaisel
2005) and lean process structure (Mostafa et al. 2015).
Moreover, several studies focussed on the effect of lean
techniques on maintenance efficiency. Among lean tools,
VSM can be regarded as the most frequently applied lean
technique for operation analysis in visualizing the entire
maintenance process by representing material and

Table 1. Comparison of the objectives of TAM and lean maintenance (Shou et al. 2015).
Objectives of lean maintenance
To visualise the maintenance flow from material and information perspectives
To improve the process by applying lean techniques to shorten the lead time
To achieve zero waste by identifying the sources of waste
To translate the customer’s requirements into practice processes
information flows (Shou et al. 2015; Shou et al. 2014;
Sawhney, Kannan, and Li 2009; Kannan et al. 2007; Kasava
et al. 2015; En–Nhaili, Meddaoui, and Bouami 2015). Shou
et al. (2020) proposed a classification system of value adding
(VA) and non-value adding (NVA) activities in TAM projects,
which contributes to accurate identification of value and
waste of adopting lean production.
However, some of the limitations of current research have
been observed as well. The existing research works have
been slightly limited in operational maintenance environ-
ments outside of the manufacturing context (Tendayi 2013).
TAM is a duration-driven event as all the maintenance opera-
tions and measures have to be planned to fit into a very
tight schedule to reduce economic loss due to non-
production (generally 3–4 weeks) (Bertolini et al. 2009). The
frequency of TAM is largely dependent on many variables
such as the age and type of plant technology, the required
level of plant reliability, and the legal requirements associ-
ated with the operation (Ghazali and Halib 2011). As such, all
these variables results in unfixed plant items to be shut
down and planned in an unroutine way. Every TAM is a new
project that has to be completed within the planned sched-
ule. Therefore, the temporary nature has increased the risk of
efficient maintenance operation (Halib, Ghazali, and Nordin
2010). Besides, the scope of work involved in turnaround has
considerable variations and uncertainties due to the scope
are loosely defined based on past turnaround experience,
inspection reports, operations requests and historical esti-
mates, etc. (Lenahan 1999). Therefore, TAM is a high
demanding project, resources such as manpower, material,
equipment, information, and techniques must be carefully
planned and adequately supported to avoid any inefficiency.
The features of TAM projects, such as duration-driven, tem-
porary project, and dynamic project scope, different TAM
projects from any other maintenance projects. It argued that
more research should be conducted on lean practical appli-
cation in the maintenance operation.
Moreover, the investigation of the specific TAM system
configuration and the conditions that disturb the effective
application of lean production principles and tools in main-
tenance operation is marginal. Previous research work has
highlighted the impact of the features of the production pro-
cess on the application of lean production (Shou et al. 2017).
Even though several lean frameworks for maintenance man-
agement have been proposed (Arslankaya and Atay 2015;
Yile, XueHang, and Lei 2008), few initiatives have addressed
the issues such as how to stabilize workflow to reduce flow
PRODUCTION PLANNING & CONTROL 587
Objectives of TAM
To achieve higher corporate performance
To improve the efficiency and the throughput of the plant by suitable
modifications
To make the plant safe to operate till the next TAM
To reduce routine maintenances costs
To upgrade the technology by introducing modern equipment
and techniques
To increase the reliability and availability of the equipment during operation
To achieve the best quality of workmanship
To modify the operating equipment to cope with the legal requirements and
or obligations, such as the environmental regulation(Ben-Daya et al. 2009)
fluctuation; how to simplify by identifying and removing
NVA activities and constraints; how to cope with variability
caused by uncertain work scope and complex interfaces to
improve flow reliability.
3. The development of lean
management framework
The detailed analysis of existing research provides the sup-
porting elements for the development of the lean manage-
ment framework in TAM projects. Lean application is a
process-based view that focuses on the analysis of the value
stream (Rother and Shook 2003). As an essential lean tech-
nique to facilitate lean application and transformation, VSM
is selected in this research. The lean application follows the
systematic VSM implementation structure which includes tar-
get value stream selection, current state mapping and meas-
urement, current state analysis, future state development,
and action plan implementation (Rother and Shook 2003).
The five-step framework is a continuous improvement loop
that provides guidelines on streamlining the maintenance
process in TAM projects, with an objective to minimize waste
and maximize planning and control efficiency.
3.1. Step 1: critical work scope selection
The purpose of the first step is to select a critical work scope
for current state mapping. The product family is a group of
products with a similar production process. It is the standard
unit for VSM analysis (Rother and Shook 2003). A TAM pro-
ject usually consists of several work orders (WOs). The WO
based system in TAM is the guideline of ‘what’ to be
involved in the maintenance project (Ben-Daya et al. 2009).
The resources required to facilitate the planning, execution,
and control are included in WO, which also gives a detailed
instruction of ‘how’ the work is carried out (Ben-Daya et al.
2009). The maintenance work included in one WO is divided
into one or several work packages (WPs), which include all
functions of the operation involved (Duffuaa and Ben-Daya
2009). The WPs are scheduled by maintenance planners or
coordinators using network analysis in order to minimise
work completion time and shutdown periods (Ben-Daya
et al. 2009). In addition, the WPs also include necessary infor-
mation related to ‘when’, that is, the time that WPs have to
be initiated or finished. Therefore, maintenance execution is
the processing of WP(s) by following the scheduled
588 W. SHOU ET AL.

Table 2. Key metrics for TAM process.

Metrics Unit Definition
Lead time (LT) min Time elapsed from the start to finish of the maintenance execution of the whole process
Cycle time (CT) min Time elapsed between the completion of one unit and that of the next unit
Processing time (PT) min Duration between the finish time and start time of an activity
Non-completed work % (Planned work – completed planned work)/Completed planned work
Emerged unplanned work % (Completed work – Completed planned work)/Completed planned work
Value-adding time (VAT) min The sum of PT of the VA activities in the process
Processing time variation (PTV) min Difference between the planned and the actual processing time
Start time variation (STV) min Difference between the planned and the actual start time
Rework % Rework time / Processing time
Inspection % Inspection time/ Processing time

procedures (Ben-Daya et al. 2009). According to this concept, extended project duration and the extended execution time
one WP can be regarded as one operation family. are proposed and calculated by the following equations:
The target product family is the WO with the shortest buf-
fer time in the planned schedule and it usually plays a crit- Extended project duration
ical role (i.e. is on the critical path) in the whole process. In ¼ LT of the actual process–LT of the planned schedule;
other words, it is the WO that has the highest risk of delay. If
there are more than one WPs included in the product family, Extended execution time
the critical family unit is the WP which has the longest ¼ Sum of CT of the actual process
scheduled operation time.
–Sum of CT of the planned schedule:

3.2. Step 2: current state mapping and measurement
The second step is related to the development of the current
state map. In TAM projects, process mapping is a detailed
level of description of a maintenance workflow. Workflow
analysis focuses on exploring the answers in terms of value
creation and value evaluation in the TAM environment. Such
analysis has two objectives: (1) to identify activities in critical
value stream; and (2) to develop feasible measurements for
the workflow performance measurement.
The flows in the current state map are related to both
material and information in a value stream. The lead time of
the maintenance execution not only depends on the flow of
the physical operations related to materials, tools and equip-
ment, but also on the efficiency of information flow to meet
the maintenance needs. The physical flow comprises the
functional and logical operations conducted by the trading
crew to complete the maintenance effectively. The informa-
tion flow is the interaction between the operations and the
resource supply which has a potential impact on oper-
ational efficiency.
Performance measurement is related to how value is eval-
uated and what types of waste can be identified. Based on
the value and waste definition in (Shou et al. 2020), the man-
agement of workflow aims to identify and remove the waste
that does not contribute to plant productivity or that leads
to process variations. The variables in a TAM project can
include weather, work process, material supply, work crew
availability, neighbouring maintenance activities, and
required resources and locations. The main assumption is
that the TAM project productivity and performance can be
improved by reducing the variations in the process.
Based on the objectives of the process improvement in
the TAM project, the performance of the TAM execution pro-
cess is measured by using the following metrics. The lead
time (LT) or cycle time (CT) in the planned and the actual
operations are compared to reveal the productivity. The
Two metrics are also proposed to measure the variations
in the process, which are processing time variation and the
start time variation. These two metrics have been adopted
by Wambeke, Hsiang, and Liu (2011) to study the variations
and relevant causes in construction projects. Table 2 shows
the key metrics used to measure the effectiveness and effi-
ciency of the TAM execution process.
3.3. Step 3: waste analysis
Step three is related to waste analysis, which aims to identify
the root causes of the variations in the workflow. The con-
cept of root cause analysis, which aims to investigate the
schedule and the utilization of all relevant resources to
reduce the variations, is the fundamental idea behind this
approach. At first, a cause and effect diagram is constructed
and used to identify possible reasons for variation (Ishikawa
1985), which may include system, environment, process,
equipment and tools, labour force and materials and compo-
nents. The six categories are briefly introduced below. A
Focus group study is conducted to construct the ana-
lysis process.
 System. It refers to the planning quality of the
WP, including:
1. the strict specification/method in the WP;
2. the complexity of the activities in the WP; and
3. constructability of the activities in the WP.
 Environment. It includes:
1. External conditions, such as weather changes that
may impact the maintenance execution;
2. Internal site condition, such as the availability of
workspace to perform the maintenance tasks (acces-
sibility, site congestion, etc.); and
3. Internal location conditions, such as the efficiency of
the working condition.

Figure 1. The framework of current state measurement and analysis.
 Process. It refers to identifying the reasons that result in
inefficiency in physical and information flow.
This includes:
1. Prerequisite work. It refers to the work that has to be
completed before starting the subsequent activity.
Some examples are the quality assurance (QA)/quality
control (QC) inspection of the previous activities and
the obtain of required permits to start the subse-
quent activity.
2. Information flow, which includes coordination among
the trading crew, between the superiors and the sub-
ordinates, as well as for instructions from
the supervisor.
 Equipment and tools. This refers to the availability of the
equipment and the tools that are necessary for mainten-
ance execution. Such equipment and tools can include
crane or forklift, rig, truck, hand tools, and personal pro-
tective equipment (PPE)
 Labour force. The availability of manpower has a signifi-
cant impact on the efficiency of maintenance execution.
Some examples are the efficiency of the labour (experi-
enced, lack of skill, new employee) and late arrival to con-
duct the activities.
 Materials and components. Some examples are:
 Movement or transportation of the material between the
site and the storage yard;
 The arrival of material from suppliers;
 Size of the required materials and components; and
 Type of the required materials and components.
In order to determine the main causes that led to the
variation, the root causes of the processing time variation
PRODUCTION PLANNING & CONTROL 589
are ranked based on the amount of variation they caused.
The identified causes are quantified based upon the magni-
tude of the wastes (measured in hours). Figure 1 illustrates
the framework of current state measurement and analysis in
both steps 2 and 3.
3.4. Step 4: future state improvement
The focus of this step is to optimize the current maintenance
process by selecting and adapting appropriate and relevant
lean tools to eliminate specific waste. The assumption in the
TAM projects is that the capacity for waste elimination is lim-
ited due to its complexity and scale. Therefore, all the causes
of variation cannot be eliminated simultaneously and priori-
tization is necessary. Therefore, an impact/effort matrix is
developed with the involvement of key participants to priori-
tize the causes of variation. This matrix is a tool to evaluate
several options by considering the impact of a variation and
the effort required to eliminate or minimize the variation. It
is a favourite tool for prioritizing the options when objective
data are not available. In this matrix, the impact is illustrated
by five levels, namely low, minor, moderate, major and cata-
strophic. The effort is classified as rare, minor, moderate,
great and tremendous. The resulting prioritization is illus-
trated as low (L), moderate (M), high (H) and extremely high
(E), as shown in Table 3. The improvement will start from the
variations which have extremely high priority.
The focus of future state map is to eliminate the root
causes of wastes and to link the value stream in a smooth
flow. In this study, the identified waste will be estimated and
validated by experts to propose an achievable improvement
plan of the maintenance processes.
590 W. SHOU ET AL.
Table 3. Impact/effort matrix.
Effort
Rare Minor Moderate Great Tremendous
Impact
Low M M L L
Minor H H M L
Moderate E H H M
Major E E H M
Catastrophic E E E H
3.5. Step 5: action plan: 4D BIM for validating and
verifying the action plan
An action plan is undertaken to investigate the effect of the
improvements proposed in the future state map before pro-
ceeding to the implementation. The evaluation of the lean
initiatives proposed in the future state map is carried out by
applying 4D BIM. BIM is emerging as a method of creating,
sharing, exchanging and managing the information through-
out the project life cycle among all stakeholders (Wang, Sun,
et al. 2015; Wang, Zhang, et al. 2015). A 4D BIM model links
the 3 D model to the fourth dimension of time (Shou et al.
2015). In the 4D model, the temporal and spatial aspects of
the project are inextricably linked, as they are during the
actual construction process (Li et al. 2014). In the project
shaping stage, the 4D BIM is useful in communicating and
validating construction plans and processes, while during the
construction phase, it is helpful in identifying the errors in
the logic of the schedule, potential time-space conflicts, and
accessibility issues (Chong et al. 2014; Chong et al. 2016). In
recent years, 4D BIM has been largely implemented in
building and infrastructure projects and has proven its capa-
bilities in planning simulation and optimization (Sacks et al.
2013; Zhang et al. 2013; Lee et al. 2016; Wang, Wang,
et al. 2016).
Figure 2 presents the overall VSM-based lean manage-
ment framework.
4. Case study
The case study method is used to illustrate the functionality
of the proposed framework. A case study allows the
researchers to gain an in-depth understanding of the phe-
nomenon under investigation. The method of case study is
highly recommended for research where theories are at their
formative stage (Eisenhardt 1989; Yin 2013). The use of a sin-
gle detailed case study has been widely accepted as a valid
research method in the field of operational research
(Robinson et al. 2012; Hicks et al. 2015; Wang, Shou, et al.
2016; Liu et al. 2013).
The lean management framework was tested in a turn-
around project of a Liquefied Natural Gas (LNG) plant in
Australia. The selected TAM project is a major shutdown con-
ducted in 2016. The 28-day shutdown involved more than
1000 functional units in two LNG trains. The scope of the
maintenance work comprised a gas turbine major overhaul,
valve overhaul, internal tray modification and other shut-
downs. The shutdown caused an operating loss of A$46.4
million and a capital expenditure of A$37.1 million. The pro-
ject was planned and carried out using the classical project
management techniques using Primavera and SAP software.
The shutdown was completed 1.5 h ahead of the target dur-
ation. However, a cost overrun was observed due to the
huge variations in the actual maintenance process from the
L
L planned schedule.
L It is recommended that evidence and information
M
obtained through a case study be gathered from different
M
sources as a way to triangulate results (Yin 2013). It is argued
that much more reliable results can be produced by using
the results from multiple methods to complement each
other (Fellows and Liu 2015). In order to enhance the reliabil-
ity and validity, data is therefore collected from (1) a compre-
hensive review of the documents of the selected
maintenance project; and (2) VSM development workshop
with key participants.
The most critical work order that led to project overdue
or cost overrun was identified and selected through:
 Review of the work breakdown structure. The review was
related to how many maintenance WOs and WPs have
been developed, what are the functional units in each
WO and WP, and how many activities have been con-
ducted within WPs.
 Schedule and cost analysis for each WO. An analysis of
buffer time, variations of scheduled duration, activities,
and resources that were related schedule and budget of
each WO were conducted.
 Schedule of the project.
 Work package. Activities conducted to finish a work pack-
age were reviewed, which included quality management
related activities, safety management activities, site logis-
tic management activities, administration activities and
progress report activities.
The second phase is the contribution of knowledge and
experience from experienced practitioners to streamline the
maintenance process and provide information which cannot
be obtained from the analysis of documents. Similar to the
research conducted by Wang, Shou, et al. (2016) and Shou
et al. (2020), the discussions with eight relevant TAM practi-
tioners were carried out to map the current state process,
verify information about maintenance execution for each
process, and investigate the root causes of the waste. Table
4 shows the experts’ background information. As can be
seen, the experts selected include the critical work crews
involved in the selected TAM project.
4.1. Step 1: critical work scope selection
Following the rules proposed in the framework, 18 WOs
were identified in the selected case. The WO of valve
replacement was the target product family. There were 100
valves that needed to be removed, refurbished, and installed.
Basic maintenance data were collected by researchers using
the proposed methods and then verified by focus
group discussion.
The maintenance workflow involved three stages: on-site
valve removal, off-site refurbishment, and on-site valve
 PRODUCTION PLANNING & CONTROL 591

Network analysis: WO and WP

analysis within five levels
Critical work scope
Critical family unit identification: the
selection
WO with the shortest buffer time and
on the critical path in the whole
process

Step 1: Critical Work Scope Target value stream selection:

Selection functional activities carried out by
Value stream selection
work crew and moved through the
logical processes

Objective data collection: Documents

review
Data collection
Subjective data validation: workshop
interview with key project participants

Classification system of VA and NVA

VA and NVA
activities in TAM projects (Shou et al,
classification
2019)
Step 2: Current State Mapping
And Measurement
Current process
mapping and Mapping flows recognition: physical
measurement flow: the functional and logical
operations conducted by trades
Information flow: interactions between
work crew and resource supply

Performance measurement: identify

and remove waste that either doesn’t
contribute to the plant productivity or
leads to process variations

Causes identification: cause and effect

diagram

Step 3: Waste Analysis

Magnitude measurement of causes that
lead to variations of processing time
and start time

Priority assessment: impact/effort

matrix
Step 4: Future State
Improvement
Lean initiatives development

4D BIM simulation

Step 5: Action Plan

Continuous improvement

Figure 2. The framework of VSM-based lean management application.

installation. A total of 422 activities were identified and ana- repetitive activities were removed. In this study, the current
lyzed from this case. The replacement of the 100 valves fol- state focussed on analyzing the value and waste in on-site
lowed a similar process and most of the actions were production. Therefore, 27 operation activities were drawn in
repetitive. Finally, 42 activities were screened out after the current state map.
592 W. SHOU ET AL.

4.2. Step 2: current state mapping and measurement  Low VA percentage

As shown in Figure 3, a current state map was developed.

The first observation was the relatively low VA percentage
The effectiveness of the proposed classification system was
in the process. As shown in Table 5, the total cycle time was
evaluated by using the standardized classification system to
77.5 h and the processing time was 49.15 h. 35.94 h were
measure the VA and NVA. Schedulers and superintendents
categorized as VA. Similarly, 14.2 h were categorized as NVA
from the client are the centre of execution control. They are
but necessary. 11.755 h of waste in the processing time and
responsible for coordinating the work flow and issuing exe-
a difference of 28.35 h between the cycle time and the proc-
cution permit for the work with the view of quality assurance
essing time were observed and needed to be analyzed.
and risk estimation. Under the supervision of superintend-
ents, a team leader was appointed for managing the oper-
 Variability of the maintenance execution time within
ation of each discipline. Maintenance operations were
the activity
conducted based on the daily work plan from schedulers.
The mapping of the current value stream made it possible to
The second observation was the significant variation
evaluate the inefficiencies of valve replacement.
observed in the processing time and the cycle time. The
Upon quantifying the performance of the current state by
map shows the differences in the processing time used and
using the metrics proposed, several wastes could be identi-
the cycle time that the activities had taken. For instance, the
fied immediately. The average processing time for one valve
processing time for the break flanges was 18 min, while the
in the actual process was 49.15 h, exceeding the planned
cycle time was 90 min. Thus, a difference of 72 min was
processing time of 11.755 h. The actual cycle time was 77.5 h.
observed. It can be explained by a number of factors, for
A difference of 28.35 h between the cycle time and the proc-
example, the delay caused by material/equipment/tools sup-
essing time was identified. A number of other observations
ply, the idle time of the workers on-site, rework that hap-
were also observed.
pened, or the changes in the process. A detailed
Table 4. Profile of experts. investigation will be presented in the waste analysis section.
No. Interviewee Expertise
1 TAM schedule planner from client Schedule planning and control  Huge variations in the start time and the processing time
2 TAM schedule planner from client schedule planning and control
3 WPs designer from client WPs design and management
The fourth observation was the waste presented in the
4 WPs designer from client WPs design and management
5 Production manager from client Permit system planning and control analysis of variations. Schedule compliance was indicated by
6 TAM superintendent from client Process management the metrics of variations of processing time and start time.
7 Site manager from contractor Maintenance operation
First, the data shown in the current state map indicated a
8 Maintenance vendor Off-site component maintenance

Figure 3. Current state map of valve replacement.

 PRODUCTION PLANNING & CONTROL 593

huge variation in the start time. The value of start time vari- differences between the CT and the PT in each activity in
ation revealed that most of the processes suffered from vari- the value stream were identified. Table 6 lists 18 individual
ous degrees of delay in starting. The analysis also showed causes that were identified which were distributed among
that the activities executed had a large tendency for the the 6 categories mentioned above.
delay in starting on time. Hence, the on-time start rate of The identified causes were quantified based upon the
the activities conducted in the same process was measured. magnitude of the wastes (measured in h). To determine the
It was observed that the percentage of on-time start activ- main causes that led to the variation, the root causes of the
ities was relatively low. For example, the percentage of on- processing time variation were ranked based on the amount
time start for break flanges was 11%. of variation they caused. Table 7 shows the top 10 causes
Secondly, the processing time recorded in the current for the processing time variation. The error of tools and
state map was the actual processing time taken, and the VA equipment used were ranked as no.1 among all the causes.
or the NVABN time was the planned processing time for A 10% error rate of the tools and equipment staging was
each process. The difference between the two values indi- observed. It led to 2.1 h of waste in the replacement proc-
cated the excess processing time. esses for every single valve. Permit issue/isolation was the
second main cause, with an estimated waste time of 1.5 h.
4.3. Step 3: waste analysis Delay of required material was the third cause with 1.4 h
identified as waste. The top six causes that led to the proc-
The waste analysis was then performed. First, the reasons essing time-variation could be categorized to three groups:
(root causes) leading to the fluctuating CT and the huge (1) extended processing time due to the unavailability of the
Table 5. The measurement. required resources to finish the tasks, such as labour (R8),
Difference
material and components (R3), tools and equipment (R1, R7),
Processing between and permit (R2); (2) processing time variation due to ineffi-
time varies CT and PT cient planning that, includes Rank 4, 5 and 6; and (3) envir-
Maintenance for each type for each type
Classification hours of activity of activity
onmental issues related to unavailable work front access (R9)
CT 77.5
and interface conflict (R10).
PT 49.15 The root causes of the starting time variation were also
VA – tool activities 35.94 7.66 16.85 examined using a similar approach. It was interesting to note
NVA but necessary 14.2 4.095 11.5
Waste in PT (total) 11.755
the great similarity with the causes of processing time vari-
Difference between 28.35 ation. The improvement in the future state would, therefore,
CT and PT (total)

Table 6. Causes of fluctuation and difference in valve replacement.

Category Causes of fluctuation and difference in maintenance execution
System Deviating from the process: lack of prioritisation of valve isolations and painting
Unplanned work: potential for issues regarding tooling for unplanned work at a vendor
Delay of previous work: unfinished previous work (rework, poor planning)
Criteria: criteria re-assessment of the painting of the valve
Environment Severe weather
Interface conflict: other contractor interfaces preventing the work
Unavailable work front access
Process Permit issued: error in the required permit
Permit sign on: operation unavailability due to inefficient permit sign on
Delay in QA/QC process
Late arrival or unavailability of the inspector
Equipment and tools Delay in the crane availability prior to valve removal
Conflict in resource usage: delay of the onsite shared resource due to high Work In Process (WIP).
Error of tools and equipment used
People Unavailability of required labour force
Lack of skill/experience to perform the activity
Material and components Delay of the required material: incorrect material, potential delay or long searching time
Delay of logistics: logistics support related delays for initial valve transportation

Table 7. Top 10 causes of processing time variation.

Causes Rank Category Hours
The error of tools, and equipment: 10% error rate of the tools and equipment staging 1 Tools and equipment 2.1
Permit issue/isolation 2 Process 1.5
Delay of the required material: incorrect material, potential delay or long searching time 3 Material and components 1.4
Challenge to the process: lack of prioritisation of valve isolations and painting 4 System 1.2
Delay due to administration work 5 System 1.0
Unplanned work: potential for issues regarding tooling for unplanned work at the vendor 6 System 0.8
Delay in crane availability: delay in crane availability prior to the valve removal 7 Tools and equipment 0.8
Lack of skill/experience to perform the activity 8 People 0.8
Unavailable work front access 9 Environment 0.6
Other contractor interface conflict prevented works 10 Environment 0.39
594 W. SHOU ET AL.
focus on reducing the top 10 causes identified in processing
time variation.
4.4. Step 4: future state improvement
In this study, the identified waste was estimated and vali-
dated by experts to propose an achievable improvement
plan. The priorities emerged out of the impact/effort Matrix.
Table 8 shows the priorities based on the impact/
effort matrix.
The wrong permit issued, and the lack of prioritization of
valve isolations and the painting are the two causes that had
an extremely high priority. Delay due to the unavailability of
materials required, administration work, crane and unskilled
workers were the four causes that also had a high priority.
Unplanned work, unavailability of the work front access and
the interface conflict were the three causes with a
medium priority.
4.4.1. Lean initiatives development
Figure 4 shows the future state map. Three main lean
improvements were proposed.
4.4.1.1. Standardization. The first improvement strategy
focussed on identifying and removing the redundant interfa-
ces between the activities and standardizing the procedures
in the workflows. The process of interface standardization was
Table 8. The priority of causes elimination.
Priority Causes
E 2, 4
H 5, 3, 7, 8
M 9, 6, 10
L N/A
Figure 4. Future state map.
performed by reducing the inefficient and redundant manage-
ment interfaces in the communication procedures among the
participants and the documentation process. The flowchart
technique was used to map the programme logic sequence
of all the interfaces required. This technique has a high level
of detail of the flows to identify the bottlenecks of the inter-
face where the process can be improved. The complexity of
the activity was measured by multiplying the number of work
teams by the number of interfaces in the process.
A process flowchart was drawn for each managerial pro-
cess based on the information collected from both the inter-
view and the documents reviewed. The flowchart analysis
included obtaining an understanding of the steps of a man-
agerial process, identifying the risks and interfaces in the
managerial process, understanding the individual’s view of
the processes, analyzing the inefficient interfaces, and vali-
dating by the business leaders.
4.4.1.2. Location-based operation levelling. The second
improvement aimed to reduce the flow fluctuation of the
maintenance operations among distinct locations. According
to Kenley and Sepp€anen (2006), the conventional scheduling
technique is referred to as activity-based technique because
the management relies on the construction of a logical net-
work of activities. The waste, such as the idle times in the
sequential activities (i.e. the time between the completion of
an activity and the start of the following activity), which is
caused by the fluctuations in the operation rates of the activ-
ities within different locations, cannot be observed and
solved in a linked network (Kenley and Sepp€anen 2006). The
methodology of location-based management was adopted
to reduce such a kind of waste. The focus of location-based
scheduling is to track the continuity of the workflows of the
resources as well as the value stream of the activities.

The underlying philosophy is to flow resources for produc-
tion processes through locations to reduce the cycle time, as
well as to use buffers to allow for variability.
In this study, this location-based flow management phil-
osophy was combined and implemented with the concept of
takt time to level the maintenance operation. Takt time plan-
ning in the TAM project is the overall progress rate at which
all the co-dependent flows in the maintenance execution are
ideally moved. However, takt time is a customer-driven pull
concept, and hence it would difficult to define the demand
rate of workflow in the conventional push model of project
management. The concept of production levelling proposed
by Frandson, Berghede, and Tommelein (2013) in terms of
the use of the takt time in the push model was adapted. The
identification of the uniform operation rate for TAM was
guided by the following processes:
 Dividing maintenance processes: The first step was to div-
ide the maintenance processes into several stages accord-
ing to functionality. Takt time was measured, for each
stage. This step was added to minimize the impact of the
varied pace of the operations. In this case, the takt time
of the three stages was calculated separately.
 Zone definition: The second step was to divide the main-
tenance operations into zones. Each zone included the
components served on by nearby facilities. In this case,
the 100 valves were scattered at six different facilities and
divided into four zones. The maintenance process was re-
organized so that the valve replacement started from the
valves in the same zone and the operations flowed from
one zone to another.
 Workflow balancing: The third step was to refine the
processing time of the maintenance executions. As shown
Figure 5. Workflow balancing in the same stage.
PRODUCTION PLANNING & CONTROL 595
in Figure 5, the processing time of the activities con-
ducted for valve replacement was measured. It was
assumed that similar activities took the same processing
time. The activity in the process with the longest process-
ing time was then identified and adjusted by considering
the feasibility of improving the production capacity. This
step was repeated until the maximum operating capacity
to complete the activity was reached. The adjustment
strategies included increasing the number of workers and
restructuring the activities to create a continuous flow. In
addition, the operational capacities in different activities
were balanced. The actions included providing time buf-
fers to accommodate the production or decreasing the
number of workers to extend the processing time. Finally,
the takt time for the production in the process was iden-
tified by referring to the processing time that could be
followed by most activities. For those activities where
there was a challenge to modify the capacities to get
them to match with the takt time, one solution was to
use the controlled first-in-first-out (FIFO) to manage the
WIP inventory. FIFO lane could be applied to decouple
consecutive activities with a huge capacity variation.
Another solution was to add a work team to reduce the
impact of the long production time. Time buffers were
planned at the end of each completed process between
the zones to absorb any variations. Once applied, the takt
time for stages 1, 2 and 3 were 1.5, 0.8 and 1.2 h,
respectively.
4.4.1.3. Dynamic pull flow. The third improvement was to
propose a dynamic pull flow management to replace the
fixed maintenance schedule. In the conventional method, the
maintenance process was managed by using a work break
596 W. SHOU ET AL.
structure (WBS). The execution of the maintenance activities
was pushed forward from the beginning to the end accord-
ing to the planned sequence of the WBS. It has been cri-
tiqued that this conventional project management technique
put pressure on producing faster to meet the planned sched-
ule, rather than identifying the reasons for the inability to
perform as per the schedule (Howell and Ballard 1998).
Therefore, this step aimed to improve flow reliability by
releasing fully prepared activities.
The pull concept proposed in the last planner system
(LPS) (Ballard 2000) was borrowed. LPS is a production plan-
ning and control system based on lean production principles,
which helps increase the planning reliability by measuring
the performance of the production. The fundamental idea of
the proposed dynamic pull flow concept was to have the
sequenced maintenance execution led by the availability of
the required work resources. A weekly work plan was pre-
pared for managing all the resources and workflow required
for the shifts in the next week. The maturity of execution of
the maintenance activities in the following shift would be
assessed by the project manager. Ideally, only the mainten-
ance activities with completely fulfilled execution conditions
(e.g. permit issued, workers, material, equipment, and tools
being available) could be introduced in the daily execution
plan. The framework of total constraint management (TCM)
was adopted to identify the constraints in three main cate-
gories (Wang, Shou, et al. 2016): These were: (a) planning
constraints, (b) supply chain constraints and (c) site con-
straints. Constraints, such as lack of assembly specifications,
delay of approval and unplanned jobs were categorized as
planning constraints as these affected the starting time of
the fabrication and the site operation. Supply chain con-
straints included late delivery of newly purchased or refur-
bished components, project-specific instruments and
equipment. Without purchasing these resources on time and
delivering them to the site, the detailed maintenance activ-
ities could not be executed. Site constraints included the
shortage of workforce, lack of temporary structures, limited
workspace, incomplete preceding works, bad weather, lack
of work permits and safety issues. Each activity in the proc-
esses was evaluated to identify the possible constraints and
its impact was measured. For example, the constraints ana-
lysis of the process of strip valve is shown in Figure 6.
In real practice, some activities might be difficult to have
100% maturity because of inherent variables. In this research,
to cope with the variations and improve the rate of ‘mature’
activities to be introduced into the daily execution plan, the
pull-based flow management was adopted with two
enhancements:
a. Managing the activities on the critical path: The release
of ‘mature’ activities was prioritized based on milestone
completion. In other words, the activities were released
to execution with prioritization considering their impact
on a specific milestone. Therefore, an activity even with
less than 100% maturity could be introduced in the
operation process.
General arangement
Operation report
Administration
Specification
Approval
Daily work plan
Proceeding work
Verify Valve Strip Valve Assess valve against scope
Tools Temporary structure
Work space
Labours
Equipment Permits Safety check
Figure 6. The constraint analysis.
b. Managing the activities on the uncritical path: The min-
imum necessary time buffers were assigned to absorb
the variations in the process. The buffers should be care-
fully monitored to avoid their impact on the critical
path operation.
4.5. Step 5: action plan: 4D BIM for validating and
verifying the action plan
An action plan was undertaken to investigate the effect of
the improvements proposed in the future state map before
proceeding to the implementation in a pilot project. The
application of the proposed improvements was evaluated in
two parts, namely managerial operation and 4D
BIM simulation.
4.5.1. Managerial operation
The analysis of the flowchart of the QA/QC management is
shown as an example of standardization improvement in this
research. Figure 7 represents the flowchart for the sequence
of steps and the document interfaces with respect to the
auditing operation standards and material delivery. It was
observed that: (1) the current QA/QC heavily relied on paper-
based records; (2) multiple instances of handling and trans-
portation of information existed; and (3) various information
interfaces existed to carry out the auditing process. The
potential risks included delay or information loss due to
record creation, storage, and transfer. Eight management
platforms were involved in these processes. Possible solu-
tions were proposed after the interface analysis and
included: (1) creating a new management platform that
could incorporate all the functions and requirements to min-
imize multiple handlings and transfers; (2) making the SAP
work packages in accordance with the operational process;
and (3) adopting consistent approaches to resourcing the
work jobs to make their operation easier.
As shown in Figure 8, the management platforms were
re-organized according to the functions. The operations in
the work package were managed in an integrated SAP sys-
tem and the records of the QA/QC operations were inte-
grated and managed by the QA/QC staff. The interactions
between the teams/departments were minimized. The
 PRODUCTION PLANNING & CONTROL 597

Review
processing Delivery
Check
specifications dockets from
and
provided and third party
update
Yes
Specification update register specificat
Deliver
copy supplied ions to
Job approved from third Create job
to QA Review “WP
party? No inspection
operation register”
specifications record
provided and
update register Add
specific
Collate WP,
specificatio
job card &
Update daily n
Visual delivery
inspection Notification for Attach WP, requirement
inspection dockets
record inspection job cards & s to daily
required delivery inspection
dockets record

Complete
Update report
Close out &
inspection
notify
record in WP Collate all Finish
operation
Prepare quality documentation
report

Close out sign

off

Administ
Decision Administration
Documents Multi- ration
Process making activity
documents operation

Figure 7. The current management process of QA/QC.

QA/QC management platform 4.5.2. 4D BIM application

under the charge of the QA/
SAP management platform
QC staff In this research, 4D BIM was applied to investigate the effects
under the charge of manager, Delivery dockets
operations. of lean initiatives. The effects of the location-based operation
Job inspection
record levelling were evaluated in 4D BIM by visualizing the sequence
WP register of the main activities as well as detecting the potential con-
Daily inspection structability issues of the lifting and accessing plans created
record
WP inspection
by the TAM execution team. The potential resource conflicts
record QA/QC which had an impact on the levelled operations among differ-
Quality report ent locations were identified. To check the execution condi-
Close out sign tions of each activity for the application of the dynamic pull
off
flow, A cloud BIM platform (as shown in Figure 9) was devel-
Complete report
oped to allow people from other shutdown projects having a
Operation
specification
similar working experience to easily access this simulation and
communicate their ideas remotely. Details of the implementa-
Figure 8. The standardization of QA/QC processes. tion are reported in (Shou, Wang, and Wang 2018).
Table 9 illustrates the calculated results. Significant
improvement can be observed when the ‘current state value’
management platforms in the process were reduced to four is compared with the ‘achieved state value’. For instance, the
from eight. total cycle time was reduced from 77.5 h to 50.25 h. It should
Although the implementation of the standardized work also be noticed that the achieved state value was very close
interfaces in practice is a long-term process, there are numer- to the future state value, which meant that: (1) the action
ous expected benefits once the proposed standardization is plan (i.e. the TAM project plan) generated from the 4D BIM
implemented. One of the main benefits is that all the partici- technique was effective; and (2) the action plan was imple-
pants in the maintenance process can access the relevant mented accurately in the field. The ‘transformation rate’ indi-
and correct information without unnecessary waiting and cates how much percentage of the future state has been
prolonged procedure. achieved. The greater the transformation rate is, the more
598 W. SHOU ET AL.
Figure 9. The cloud BIM platform.
Table 9. The comparison of the value in current state, future state and achieved state.
Future state value
Current state value
Criteria (a)
Total CT (h) 77.5
Total PT (h) 49.15
The average percentage of 35%
on time start (%)
VA ratio (%) 49.32%
Number of interfaces 127
effective the action plan has been. The average transform-
ation rate in terms of the five criteria (i.e. total cycle time,
total processing time, the average percentage of on-time
start, VA ratio, and the number of interfaces) was 85%.
5. Discussion
Although the lean theory and tools have a wide range of
applications in maintenance projects, the best practice of lean
management requires further exploration owing to the differ-
ences in the value streams. Research has suggested that the
application of lean management theory and tools should take
into consideration the characteristics of the target-specific pro-
duction environment (Shou et al. 2017). Current lean practices
are developed for the manufacturing processes. TAM is not a
repetitive production process but rather a project presenting
a unique work scope and context and follows a unique main-
tenance process (Bevilacqua, Ciarapica, and Giacchetta 2009).
Although the lean theory and tools have been applied to
managing projects in the housing construction (Yu et al.
2009), the distinctive features hinder the application of the
lean experience in the maintenance stream. Thus, the pro-
posed framework fulfilled the gaps in the application of lean
practices in TAM projects.
Achieved state value by 4D
(ideal value) BIM implementation Transformation rate
(b) (c) ((a  c)/ (a  b)  100%)
48.05 50.25 93%
40.19 42.55 74%
65% 63% 93%
60.37% 57.8% 77%
38 47 90%
Empirical evidence also showed that a systematic approach
to the lean theory and tools implementation is crucial to drive
the improvement of specific projects and address specific
problems (Vinodh, Ruben, and Asokan 2016; Okhovat et al.
2012). This research distilled the lean application in mainten-
ance projects and consolidated it into the VSM structure
which brought into focus the most crucial points for the for-
mulation of a logically sequenced lean implementation.
Although the proposed lean management framework has
been generated and evaluated in the context of TAM projects
in the oil and gas industry, it does not exclude its use in other
industries. Further study is recommended to look at its applic-
ability to the other process industries.
Moreover, this study relates 4D BIM to the lean initiative
validation, which can contribute to the understanding and
implementation of the 4D BIM technology in the lean imple-
mentation. In the present study, simulation techniques, such
as discrete event simulation, agent-based simulation, have
been widely applied to facilitate the lean implementation.
However, it is argued that the limitations, such as reliability
of the data provided for the simulation and visualisation of
informational and functional characteristics of the specific
processes, cannot be addressed (Solding and Gullander 2009).
4D BIM is an advanced method to simulate and visualize the

changes and improvements in operational processes against
variations. As 4D BIM is a means of information processing
with a time dimension, its introduction into the lean valid-
ation is a sensible effort. The framework developed here
explains how 4D BIM can facilitate the discussion of a feasible
and efficient lean initiative to achieve process improvement.
6. Conclusion, limitations and future
research directions
In this study, a lean management framework was proposed
and the effect of the proposed procedures and steps on the
maintenance operations was illustrated through a case study.
The main contributions of the framework to the body of
knowledge are threefold: First, it extended the lean applica-
tion beyond the manufacturing production management to a
TAM process. In the current practice, the TAM project was
treated as a collection of sub-campaigns using a conventional
project management method. The conflict between the pre-
determined schedule and an unpredictable reality resulted in
significant waste in the system. This research focussed on
VSM, which is considered as one of the best tools for process
improvements from a lean perspective. This paper explored
the major challenges in TAM and proposed a lean manage-
ment framework for utilizing VSM in a TAM setting. A critical
value stream was identified. Second, this work proposed a
VSM application in the TAM execution process to achieve a
lean application in a practical way and improve workflow reli-
ability and stability. It offered a structural way to choose the
key-value steam of a complex TAM campaign and perform an
optimized analysis of the selected value stream. Location-
based levelling was used, in tandem with Takt time redesign
and pull planning rebuild, to control the variations and pro-
vide a predictable and stable flow of work trades. The evi-
dence from the case study showed that the framework could
achieve a better lean application and maintenance operation
performance. Each procedure in the framework has devel-
oped target interventions on key issues. Finally, the frame-
work developed and presented in this research proposed
relations between lean practices and the project management
theory. There are many research efforts supporting the view
that the lean theories have positive effects on improving the
traditional project management (Gabriel 1997; Howell and
Ballard 1998). As suggested, the lean-based view of the man-
agement process highlighted the waste, which was invisible
in CPM or PERT analysis. Furthermore, the application of the
location-based levelling and pull flow addressed the chal-
lenges posed by the variations by integrating the lean pull
theory with the traditional push management system.
The findings of this study have practical implementations
as well. The proposed lean management framework provided
detailed step-by-step instructions in terms of the lean appli-
cation in TAM. It has been found that the current practice of
decision making for improvements relies on experience-
based intuition (Gupta and Kumar 2012). The participants of
this study admitted that they were reluctant to identify and
solve the problems in a systematic way; instead, they
would come up with solutions based on their experience.
PRODUCTION PLANNING & CONTROL 599
By involving the participants during the process of the
framework development and evaluation, we could, not only
help the project identify the most critical operational proc-
esses and the root causes of waste in these processes, but
also convince them of the values of ‘embed and sustain’ sys-
tematic procedures within the routine improvement evalu-
ation. The case study discussed here, provided a useful
guideline for people in the industry to make decisions based
on ‘facts’.
There are potential limitations to this study. First, the
framework was tested by using a single representative case
study. The selected case for validating the proposed frame-
work was relatively simple because only a repetitive process
was investigated. Future studies should address this issue.
Second, the lean management framework developed should
be evaluated and tested with more case studies in the oil
and gas industry. This would help evaluate its wider applic-
ability as well as create best practices for future implementa-
tion of lean initiatives in TAM. A wider study provides
explanations on how the performance of TAM operation can
be improved through the application of the lean theory and
the relevant lean tools. It is suggested that the selection of
lean production tools and techniques for project-based pro-
duction context should be done with a comprehensive ana-
lysis. The review gives a general understanding of the
features, pros, and cons of the selection and implementation
of lean tools and techniques for improving the process effi-
ciency in a TAM project. The development of lean applica-
tions in the oil and gas industry can be leveraged by
identifying the critical factors that affect the selection pro-
cess of appropriate lean production tools and techniques.
Disclosure statement
No potential conflict of interest was reported by the author(s).
Notes on contributors
Wenchi Shou, Ph.D., is a lecturer in the School of
Built Environment at Western Sydney University. Her
research interests are in value stream mapping, lean
construction, Building Information Modelling, and
simulation, exploring the application of digital lean
to improve construction and operation performance
across building, infrastructure, and oil and gas indus-
tries. As a Chief Investigator, she has obtained one
Australian Research Council Linkage project.
Jun Wang, Ph.D., is a Lecturer in Construction
Management at Deakin University. His research inter-
ests focus mainly on leveraging emerging technolo-
gies, such as Building Information Modelling, Internet
of Things, Linked Data and Blockchain, to improve
construction and operation performance across the
building, infrastructure, and oil and gas industries. As
a Chief Investigator, he has been involved in two
Australian Research Council funded projects.
600 W. SHOU ET AL.
Peng Wu, Ph.D., is a Professor with the Department
of Construction Management, Curtin University. His
research areas include sustainable construction, lean
production and construction, production and opera-
tions management, and life cycle assessment. In
2016, he received the Discovery Early Career
Research Award from the Australian Research
Council, which is a prestigious award to support
excellent basic and applied research by early career
researchers.
Xiangyu Wang, Ph.D., is a Professor with the
Department of Construction Management, and
Director with the Australasian Joint Research Centre
for Building Information Modelling, Curtin University.
He is an expert and leading researcher on automa-
tion in construction. He received 5 Linkage grants, 5
Discovery grants, and 1 Training Centre grant from
Australia Research Council from 2013 to 2019. He is
on the Board of Directors and country representa-
tives of the International Society of Computing in Civil and Building
Engineering (ISCCBE) and International Association of Automation and
Robotics in Construction (IAARC), two most highly regarded academic
societies in Automation in Construction.
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