Lean Construction and Concurrent

Engineering Best Practice in

Construction
NAIM SHAUQI BIN MOHD NOOR
FRANKLIN BANTIN
SHATIVEL VISWANATHAN
MUHAMMAH ASYRAF
LEAN CONSTRUCTION

• Way of designing production systems in a

construction environment with the aim of
decreasing time, effort and waste of
materials
• To ensure project done quickly and low
costs incurred during the building process
• Maximize cost involved during
Maintenance, design, planning and
activation
• Increases the productivity of the
construction industry
 LEAN CONSTRUCTION

•Lean is a thinking that makes an evolution in Management System and is

accepted as Standard System of Management
• The core idea of Lean Management is to eliminate every kind of waste,
found in Production process to smooth workflow by early study of
constraints and variances
• A lean organization understands customer value and focuses its key
processes to continuously increase it. Lean focuses on what customers
wants not on what company can give to customers
• Lean Management system focuses to produce the right product at the right
time in the right quantity for the customers and to provide exactly what he
need and nothing more with fewer resources
LEAN PRINCIPLES
 LEAN
OBJECTIVES
What is Lean Construction?
 What is Lean Construction?
General
Architect/Engineer Owner

Vendors Subcontractors

• Lean construction is a set principles and tools to facilitate planning and control,
maximize value and minimize waste throughout the construction process.
THE HISTORY OF LEAN
THE HISTORY OF LEAN
THE HISTORY OF LEAN
 20 COMMONLY USED TOOLS IN LEAN
CONSTRUCTION
1. Last Planner System 11.Concurrent Engineering
2. Just In Time 12.Integrated Project Delivery
3. Increased Visualization 13.Kanban System
4. First Run Studies 14.Poke Yoke
5. Daily Huddles Meetings (Toolbox 15.Work Standardization
Meetings) 16.One Piece Flow
6. 5S Systems 17.Re-Engineering
7. Fail Safe for Quality 18.Creative Thinking
8. Value Stream Mapping 19.Total Productive Maintenance
9. Kaizen (TPM)
10.Total Quality Management 20.Pull Planning
 WHY LEAN?

The “way we have always

done it” is not working
 LEAN PRINCIPLES &
TOOLS

• Waste- 8 Types
• 5S
• Visual Work Place
• Reliable Promises
• Electronic Documents
8 TYPES OF WASTES
WASTE IN CONSTRUCTION
5S
 THE FIVE STEP PLANS 5S PROCESSES

The list describes how to organize a work

space for efficiency and effectiveness by
identifying and storing the items used,
maintaining the area and items, and
sustaining the new order. The decision-
making process usually comes from a
dialogue about standardization, which builds
understanding among employees of how
they should do the work.
VISUAL WORK PLACE
VISUAL WORK PLACE
RELIABLE PROMISES – PULL PLANNING
 RELIABLE PROMISES – CONSTRAINT LOG

The Theory of
Constraints (TOC) is a
management paradigm
that views any
manageable system as
being limited in achieving
more of its goals by a very
small number of
constraints. There is
always at least one
constraint, and TOC uses a
Constraint Log – a list of constraints with identification of an focusing process to
identify the constraint and
individual promising to resolve the item by an agreed date. Typically restructure the rest of the
developed during a review of the Six Week Look Ahead Plan when it organization around it.
is discovered that activities are not constraint free.
RELIABLE PROMISES – PLAN, DO, CHECK, ACT & A3
 ELECTRONIC DOCUMENTS

Everything
Lives in the
Electronic Documents Cloud
provide the most
current information
to entire project
team and reduce
waste and rework.
• E-Doc’s
• Tablets - Including
Subcontractor
Foremen
ELECTRONIC DOCUMENTS - BIM

 Model as much as possible-

The more the better
 Maximize learning curve prior
to work in field
 Minimize variation created by
errors
CONCURRENT ENGINEERING

• Simultaneous engineering, method of

designing and developing products
• Different stages run simultaneously rather
than consecutively
• Decrease product development time and
leading to improved productivity and
reduces cost
• It removes the need to have multiple
design reworks by creating an environment
for designing product right in first time
round
 CONCURRENT ENGINEERING

• Concurrent Engineering approach emphasizes exactly the design

flows and the role of the design in adding value to the clients.

• Concurrent Engineering (CE) is a systematic approach to the

integrated, concurrent design of products and their related processes,
including manufacture and support. This approach is intended to
cause the developer, from the outset, to consider all elements of the
product lifecycle from concept through disposal, including quality
control, cost, scheduling and user requirements.
 FUNDAMENTAL ELEMENTS OF CONCURRENT
ENGINEERING

Prasad (1995a) presents 8 principles of CE as follows:

1. Early problem discovery
2. Early decision making
3. Work structuring
4. Teamwork affinity
5. Knowledge leveraging
6. Common understanding
7. Ownership (Team ownership of the products)
8. Constancy of purpose (Consistency of goals between different
departments represented in the team)
FUNDAMENTAL ELEMENTS OF CONCURRENT
ENGINEERING

The 4 principles described by Smith (1997) are as follows:

1. Consideration of downstream requirement during the

design development
2. The use of cross functional teamwork
3. Consideration of the customer requirements in the
product development
4. Use of lead time as source of competitive advantage
 APPLYING CE TO CONSTRUCTION

The major difference between the teamwork concept in CE compared to the traditional
teamwork concept for a construction project lies within the following factors:
•the removal of functional boundaries;
•the formation of the team from is made from the inception stage of the project;
•the main objective of the formation of the team is to enable the members to
contribute in the design stage;
•team members may comprise of a wider range of members to include the client,
major sub-contractors and major suppliers;
•the team is normally given adequate authority to make important design decisions;
and
•the team support process changes from the traditionally design then build approach to
more flexible concurrent (overlapping) development of project task.
INHIBITORS IMPLEMENTING CE TO
CONSTRUCTION
1. Psychological impact of fear to change and unwillingness to accept
the risk associated to it.
2. Fear of losing power to control and domination over the project
design and planning phase by the traditional project manager or
designer.
3. Lack of knowledge of concurrent engineering concepts and practice.
4. Fear of lack of budget to support the use of IT tools especially in the
small project.
5. Concern over the legal implications resulted from CE
implementation.
Evbuomwan and Anumba (1997) suggest the following key issues that
must be address to implement CE in construction. The issues are:

1. The need to focus on the customer/owner/client.

2. The need to integrate the activities of the various functional disciplines involved in the project.
3. Carrying out competitive benchmarking of design and construction practices and processes.
4. Focussing on the quality, cost and delivery of projects.
5. Concurrently developing the design of the project along with the fabrication, construction and
erection processes.
6. Establishing strategic relationships with materials and component suppliers and sub-
contractors.
7. Integration of CAD and other design tools for concurrent engineering.
8. Use of modern project management techniques to enable paralleling and overlapping of the
design and construction activities.
9. Integration and commonalization of design knowledge, data and information;
10. The use of new materials and technologies;
11. The effective use of computer hardware and software.
THE BENEFITS OF
CONCURRENT
ENGINEERING IN
CONSTRUCTION
INDUSTRY
IMPROVING CONSTRUCTION
EFFICIENCY BY CONCURRENT
CONSTRUCTION STRATEGIES
 BENEFIT
LEAN CONSTRUCTION
• Production of quality profit margins
• Protecting the environment and
respecting the workers ensure better
social infrastructure
• Employment of youth talents in the
construction industry as lean
construction provide a healthy and
pleasant environment
CONCURRENT ENGINEERING
• Competitive advantage by reduction
in time to market means that business
gain an edge over their competitors
• Enhance productivity by earlier
discoveries of design problems means
potential issues can be corrected
soon, rather that at a later stage in
the development process
• Decrease design and development
time by making products which match
their customer’s needs, in less time
and at a reduced cost
 CONCLUSION

• Benefits achieved by construction sector applying lean techniques are:

1. Greater profitability
2. Maximize inventory
3. Defects reduction
• There are many lean tools & techniques developed for construction
industry but due to lack of supports from construction organizations and
less researches in lean construction they are not fully implemented as they
are functioned
• Since lean construction is still in the beginning stage, large efforts are
required to implement lean techniques properly
• More awareness through the organizing of workshops, seminars, etc. are
needed to expose public and practioners awareness on the benefits of lean
techniques in construction industry