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Continuous Improvement Strategies in Construction Industry

   

Added on  2019-09-22

30 Pages7073 Words248 Views
Business DevelopmentLeadership ManagementMaterials Science and Engineering
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Page1Dublin Institute ofTechnologyARROW@DITSchool of Real Estate and Construction Economics2014-03-15Lean Integrated Design and Production: AContractor's Perspective[Student Name][University Name], [Email ID] Site Waste1 | P a g eFigure 1 - Waste Management at Construction Site [ CITATION SMG10 \l 1033 ]
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Page2Table of ContentsIntroduction.................................................................................................................................................4Case Study...................................................................................................................................................5Toyota Production System.........................................................................................................................16Applying TPS and Tools for the case study................................................................................................17Implementing the TPS principles and tools...............................................................................................19Continuous Improvement..........................................................................................................................20Conclusion & Recommendation................................................................................................................25References.................................................................................................................................................27
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Page3Table of FiguresFigure 1 - Waste Management at Construction Site (SMGOV, 2010)..........................................................1Figure 2 - Abdullah A. M. Al-Khodari Sons Company Website (Company, 2014).........................................5Figure 3 - 7 Wastes of Lean (Schume, 2013)................................................................................................6Figure 4 - Lean Continuous Improvement System (Toyota Production System) (Remedi-Brown, 2014).....7Figure 6 – Ideal Continuous Flow (Walters, Toyota Way Principle #2: Continuous Flow, 2012)..................8Figure 5 - Savings (A long term philosophy) ( (Walters, Toyota Way principle Number 1, 2012)................8Figure 7 – Kanban (Walters, Toyota Way Principle #3: “Pull” Systems, 2012).............................................9Figure 8 - Tortoise & Hare (Walters, Toyota Way Principle #4: Level Out the Workload, 2012)................10Figure 9 - Broken Tail Light (Walters, Toyota Way Principle #5: Stopping to Fix Problems, 2012)............10Figure 10 - Ohio to Georgia (Waltors, Toyota Way Principle #6: Standardized Tasks & Processes, 2012).11Figure 11 - Speed Limit Radar Visual Control (Waltors, Toyota Way Principle #7 – Visual Controls, 2012)..................................................................................................................................................................11Figure 12 - Labeled Waste Bins..................................................................................................................12Figure 13 - Auto Robots (Technology) (Waltors, Toyota Way Principle #8: Use The Proper Technology, 2012).........................................................................................................................................................13Figure 14 - Lock Step (Leadership) (Waltors, Toyota Way Principle #9: Growing and Developing Leaders, 2012).........................................................................................................................................................13Figure 15 - Carmelo Anthony (Waltors, Toyota Way Principle #10: Develop Exceptional People and Teams, 2012).............................................................................................................................................14Figure 16 - Extended Network (Waltors, The Toyota Way Principle #11: Challenging Your Extended Network, 2012)..........................................................................................................................................14Figure 17 - Go & See Yourself ChiHuaHua (Waltors, Toyota Way Principle #12: Go and See For Yourself, 2012).........................................................................................................................................................15Figure 18 - Decision Implementation (Waltors, Toyota Way Principle #13: Decide Slowly Through Consensus, Implement Rapidly, 2012).......................................................................................................15Figure 19 - Rocky Balboa (Waltors, Toyota Way Principle #14: Become a Learning Organization, 2012)..16Figure 20 - 4 R's ........................................................................................................................................17Figure 21 - 9 Steps for implementation of the Site Waste Management Plan (NETREGS, 2012)...............18Figure 22 - Toyota Production System (Logistics, 2012)............................................................................21Figure 23 - PDCA Process (Mike, 2011)......................................................................................................23Figure 24 - Typical daily work schedule and progress control board.........................................................26
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Page4IntroductionThe situation I have picked for my paper focuses on my encounters while utilized as a seniorestimator with Abdullah A. M. Al-Khodari Sons Company in 2009. Abdullah A. M. Al-Khodari Sons Company was a multifaceted contracting company situated in the Middle East.The wide extent of exercises compasses: Roads and bridges, railways, structures and framework,water & waste water treatment, civil engineering, oil & gas and pipelines in backing ofpetrochemical generation, city cleaning, ecological control, land transportation and operation &upkeep exercises. The association being alluded to having a yearly turnover of 1,737$ Millions.My responsibilities included assessing individual tenders, and gathering all the keydocumentation enveloping the acquisition process for that association. [ CITATION Abd14 \l 1033 ]Case StudyReport Scenario for Upper ManagementFigure 2 - Abdullah A. M. Al-Khodari Sons Company Website [ CITATION Abd14 \l 1033 ]
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Page5Brief discussion of Lean PrinciplesNumerous organizations are battling to make due in today's profoundly focused worldwideeconomy. Lean production offers them a proven system to decrease expenses, kill waste, expandbenefit, keep up elevated amounts of value and still make a benefit. It is a framework that can be utilized as a part of the generation zone as well as some otherterritory that you are looking to streamline. It obliges top-down responsibility and base up theassociation. Lean is a technique that enhances forms through continuous improvement (Kaizen) and disposalof waste. It is the North American likeness the Toyota Production System. The establishment ofLean Manufacturing is leveling off creation, known as Heijunka. Basically, the work stacksevery day is level. Expanding upon that establishment are two principal pillars which speak to"Just in time creation" and "Automation with a human touch". [ CITATION Lea14 \l 1033 ]Koskella (2008) tells us that if we don’t notice the problems like waste, resting on the site un-managed, it will keep increasing at a rapid rate because it will be the “Accepted Waste”. Unless,we notice it and minimize it by adopting some appropriate principles, it will keep creating itselfmore and more. The seven wastes which are relevant to this report are:Figure 3 - 7 Wastes of Lean [ CITATION Phi13 \l 1033 ]
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Page6To deal with these wastes to reduce them effectively, we followed the TPS System. Or we cansay, Lean Production System. Here is the complete Lean production System:We will discuss about it completely later in the report. Before going further in the report, weneed to focus on the major principles required to be followed for a better waste management. Critical assessment I have chosen to lead a Critical assessment of the procedure as it existed before tending to thewaste issue by utilizing the 14 principles delineated as a part of TPS as a performance evaluationsystem [ CITATION Jef04 \l 1033 ]. Here are those 14 principles:Long Term Philosophy“Base your management decisions on a long-term philosophy, even at the expense of short-termfinancial goals.”Figure 4 - Lean Continuous Improvement System (Toyota Production System) [ CITATION Fer14 \l 1033 ]
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