Construction management with a “LEAN” concept
Almost every construction project has the goal of delivering the project within the specified time. according to the budget and quality standards (Time – Cost – Quality), but the real goal that project managers want is Deliver the project as soon as possible Minimize budget but still maintain the standard quality
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One concept that is popular in the factory production process that will help increase efficiency to achieve the goals that are set is the concept called “Lean”.
Lean concept is widely used in Toyota’s automobile manufacturing process. with the belief that every process has a hidden waste, which in order to work effectively Waste must be found and eliminated in order to create value (Value) in the work and good for the customer or user.
Compared to the human body, which consists of Muscle mass, bone mass, water and fluid mass, including fat. of the body if there is too much This makes it difficult to move, move, become bulky and lead to various diseases.
a lean body Is to get rid of excess fat that is inserted in various parts of the body to have a firm, compact, flexible, easy to move body. Therefore, if the Lean concept is applied to the construction management Is to get rid of the waste (excess fat) that exists in every step of the construction from from design to construction and delivery to create value in the work
The wastes that we have to find are divided into 8 types.
- Too many steps, not suitable (Over Processing)
- Producing more than necessary (Overproduction)
- Too much material stock (Inventory)
- Fix the work that is not quality (Defect)
- Unnecessary body movements (Over Motion)
- Moving too often (Over Transport)
- Waiting is worthless (Waiting)
- The use of people is not effective (Non-Utilized Talent)
If project managers can locate and identify the wastes found in construction according to the framework of 8 Wasted, it is a good opportunity to manage the construction to be more efficient.
At the core of Toyota’s lean concept in the production process, if applied to the context of construction. Guidelines can be set as follows:
- Make it fit your needs. Delivered according to the quantity required. (Just-in-time) to reduce storage space. Including the risk of loss, damage, unusable if improperly stored or stored for too long. but in case there is a minimum quantity limitation It may be ordered in an appropriate amount. parts to work to fit the needs such as Work that is delivered and forwarded, such as precast parts, should be produced in accordance with the installation plan. to reduce the risk of damage
- Work in accordance with the quality control standards. to cause defects Minimal or no where possible (Zero Defect), which saves time from dismantling, smashing, chiseling, rework, which in turn affects costs. or incur duplicate costs
- Work effectively with a clear work plan, defining duties, roles and responsibilities of the team. Including the selection of suitable people with experience and knowledge to join the team. Including regular monitoring of progress The use of construction materials, tools and machinery should also be inspected. maintenance It works for all types as well.
- Work plan Arrange manpower and machine tools in accordance with the planned work plan. to make the construction work as continuity as possible Reduce waiting, such as waiting for materials, waiting for other parts to be completed, waiting to fix the work, waiting for equipment repair, waiting for a decision, etc. This will help maximize project time utilization.
Based on the aforementioned approach, it is a challenge for project managers to be more proactive. Motivate the team to participate in the improvement of the construction process. Open to new ways to reduce time, reduce rework and save construction costs.