DOCSLIB.ORG

The Impact of a Collaborative Planning Approach on Engineering Construction Performance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Impact of a Collaborative Planning Approach on Engineering Construction Performance The Impact of a Collaborative Planning Approach on Engineering Construction Performance VINCE HACKETT An abridged Thesis submitted in partial fulfilment of the requirements of Nottingham Trent University for the degree of Doctor of Philosophy August 2017 ACKNOWLEDGEMENT Completion of this thesis was made possible by the help, advice, guidance and encouragement of many people in the last four years. I would like to thank my academic supervisors – Christine Pasquire, Roy Stratton, Andrew Knight and UWA academic advisor David Day, for their contribution to the research and help above and beyond what could be reasonably expected. Also, my industrial supervisor Neil Maxfield for his kindness, patience, mentoring and the demonstration of what true transformation leadership looks like, my KGP mentor Mike Watson, for his help, wit and wisdom. Also to some of the true “heroes” of the lean implementation process, Ropes, Paris, Dobbie, Robbo, George and Simon for their good humour and generosity, whose tall tales must be true, for who could make those stories up. Finally, I wish to dedicate this thesis to my wife and love of my life Annamaria. I could not have started, never mind finished this journey without you. I ABSTRACT The thesis presents the findings from the longitudinal implementation of lean construction on the ongoing refurbishment of an integrated liquefied natural gas (LNG) plant in North Western Australia. Refurbishment of existing plant is a sub-sector of the Engineering Construction (EC) industry, an industry involved in the design and construction of large-scale industrial facilities including oil and gas plants. The sector is called engineering construction in the United Kingdom and Australia and industrial construction in the United States and Canada. EC is beset with poor performance levels in terms of cost, time and quality outcomes. Despite the ongoing use of innovative practice, the sponsor company experienced similar optimisation challenges in the process of executing construction projects. The research problem was the performance achieved on the ongoing refurbishment projects. The research aim was to investigate the impact a collaborative planning approach on performance and develop implementation guidance. A quantitative analysis of data from the Sponsor Company (SC) documentation revealed wastes specific to EC refurbishment projects, including transportation and movement, with attendant planning issues. Lean construction uses a collaborative planning approach to act against waste, particularly transportation and movement. Therefore, lean construction was viewed as an appropriate approach to act as an antidote. Observational research was used to address a gap in literature which is the lack of research investigating EC culture and environment. Action research (AR) over 7 cycles, was used to investigate the implementation of elements of the Last Planner® System (LP®S), a collaborative production planning approach, and a collaborative knowledge transfer tool called Team Work Design (TWD), designed and applied by the researcher. Primary data for analysis was extracted from LPS reporting and semi-structured interviews, with secondary data obtained from SC documentation. The longitudinal field research informed the development of implementation guidance. This addressed a gap in knowledge, which is the shortage of such guidance. The study contributed to research practice and to knowledge. Contributions to practice included the development of guidance for the implementation of the LPS, the development of the TWD tool and the use of pull planning workshops to develop the work strategy and master programmes. Contribution to knowledge included the demonstration of workforce ability to autonomously evolve lean construction practice in response to the work environment. The implication of the research is that the guidance will inform future LPS and TWD implementation. II 1 INTRODUCTION ............................................................................................................................. 1 1.1 The Research Problem and Background ................................................................................ 1 1.2 The Rationale .......................................................................................................................... 3 1.3 Aim and Objectives ................................................................................................................. 4 1.4 Outline of Research Design and Methods .............................................................................. 5 1.5 Overview of Work Done .......................................................................................................... 6 1.6 Research Findings .................................................................................................................. 8 1.7 Organisation of the Thesis .................................................................................................... 10 2 Literature Review ........................................................................................................................... 12 2.1 Traditional Construction Project Management ...................................................................... 13 2.1.1 Traditional Scheduling and its origins ............................................................................... 15 2.1.2 Construction Productivity and Performance ...................................................................... 16 2.2 Engineering Construction ...................................................................................................... 19 2.2.1 The Engineering Construction Industry ............................................................................. 19 2.2.2 Engineering Construction Performance ............................................................................ 22 2.3 Flow production ..................................................................................................................... 26 2.3.1 Origins of Flow .................................................................................................................. 29 2.3.2 Lean Construction ............................................................................................................. 32 2.3.3 Criticisms of Lean .............................................................................................................. 39 2.4 People potential and its facilitation ........................................................................................ 41 2.4.1 Knowledge Management .................................................................................................. 41 2.4.2 Team Size ......................................................................................................................... 44 2.4.3 Informal Leadership .......................................................................................................... 44 2.4.4 Culture ............................................................................................................................... 45 III 2.5 Conclusion ............................................................................................................................. 47 3 Research Design and Methods ..................................................................................................... 50 3.1 Methodological Considerations: ............................................................................................ 50 3.1.1 Epistemology ..................................................................................................................... 50 3.1.2 Ontology ............................................................................................................................ 51 3.2 Research Design ................................................................................................................... 52 3.3 Implementation the Research ............................................................................................... 54 3.3.1 Team Size ......................................................................................................................... 54 3.3.2 Use of boundary objects ................................................................................................... 54 3.4 Quality of Research Designs ................................................................................................. 55 3.4.1 Construct Validity .............................................................................................................. 55 3.4.2 Reliability ........................................................................................................................... 58 3.5 The Action Research Implementation ................................................................................... 59 3.5.1 Strengths and Limitations of Action Research (AR) .......................................................... 59 3.5.2 Collecting Data .................................................................................................................. 60 3.5.3 Analysing the Data ............................................................................................................ 61 3.6 Research Ethics .................................................................................................................... 63 3.7 Conclusion ............................................................................................................................
Load more

Recommended publications
  • Taiichi Ohno's Workplace Management: Special 100Th Birthday Edition
    “This book brings to us Taiichi Ohno’s philosophy of workplace management— the thinking behind the Toyota Production System. I personally get a thrill down my spine to read these thoughts in Ohno’s own words. My favorite part is his discussion of the misconceptions hidden within common sense and how management needs a revolution of awareness.” Dr. Jeffrey Liker Director Japan Technology Management Program University of Michigan Author, The Toyota Way “While no one person invented lean, no one is given more credit than Taiichi Ohno. Access to his true thoughts and ideas are rare, and this book is the best and most useful of Ohno’s work. Many lean students would want nothing more than to spend a day with Taiichi Ohno walking through their plant. This book is the closest thing we have left to that experience. Jon Miller has done a diligent job, not just in translation, but ensuring that the true meaning comes through in a readable fashion. You truly feel as if you are in conversation with the father of the Toyota Production System. While this book won’t paint a clear picture of what to do next on your lean journey, it should be required reading for any serious student of the subject.” Jamie Flinchbaugh Co-author, The Hitchhiker’s Guide to Lean: Lessons from the Road “This book and its translation provide the reader a wonderful opportunity to learn directly from the master architect of the Toyota Production System. One is able to hear, in his own words, the principles that have evolved into the most successful management method ever developed.
    [Show full text]
  • SC2020: Toyota Production System & Supply Chain
    SC2020: Toyota Production System & Supply Chain by Macharia Brown Bachelor of Science in Comparative Politics United States Military Academy, West Point 2003 Submitted to Zaragoza Logistics Center in Fulfillment of the Requirement for the Degree of Master of Engineering in Logistics and Supply Chain Management at the Zaragoza Logistics Center June 2005 © 2005 Brown, Macharia. All rights reserved The author hereby grant to M.I.T and ZLC permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author Zaragoza Logistics Center May 10th, 2005 Certified by Prashant Yadav, PhD ZLC Thesis Supervisor Approved by Larry Lapide, PhD. Research Director, MIT-CTL Brown, TPS 0 Toyota Production System & Supply Chain by Macharia Brown Bachelor of Science in Comparitive Politics United States Military Academy, West Point 2003 Submitted to Zaragoza Logistics Center in Fulfillment of the Requirement for the Degree of Master of Engineering in Logistics and Supply Chain Management Abstract Over the past 50 years Toyota created and honed a production system that fostered its ascension in the automotive industry. Furthermore, the concepts that fuel Toyota’s production system extend beyond its manufacturing walls to the entire supply chain, creating a value chain where every link is profitable with an unwavering focus on teamwork, communication, efficient use of resources, elimination of waste, and continuous improvement. This report is a part of MIT’s Supply Chain 2020 (SC2020) research project focusing on Toyota’s production system and supply chain. The study begins by examining the automotive industry, evolution of top 5 automotive companies, and Toyota’s positioning against its main competitors.
    [Show full text]
  • Kiichiro Toyoda and the Birth of the Japanese Automobile Industry: Reconsideration of Toyoda-Platt Agreement
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Research Papers in Economics CIRJE-F-288 Kiichiro Toyoda and the Birth of the Japanese Automobile Industry: Reconsideration of Toyoda-Platt Agreement Kazuo Wada The University of Tokyo July 2004 CIRJE Discussion Papers can be downloaded without charge from: http://www.e.u-tokyo.ac.jp/cirje/research/03research02dp.html Discussion Papers are a series of manuscripts in their draft form. They are not intended for circulation or distribution except as indicated by the author. For that reason Discussion Papers may not be reproduced or distributed without the written consent of the author. Kiichiro Toyoda and the Birth of the Japanese Automobile Industry: Reconsideration of Toyoda-Platt Agreement.* Kazuo WADA Faculty of Economics University of Tokyo Abstract In discussion of the birth of the Japanese automobile industry, most researchers and journalists obviously talk about the Toyota Motor Corporation and the Toyoda-Platt Agreement. It has been widely asserted that the one million yen that was received as a result of the Agreement provided Kiichiro Toyoda with the means to begin doing research on the automobile. But the historical evidence does not support this legendary story, and in many ways contradicts it. This paper aims to set the historical record straight. 1/33 1. Is the legendary story correct? Toyota Motor Corporation is now one of the most famous companies in Japan( see Fig.1 on the relationship of the companies appearing in this paper). One can find whole shelves of bookstores in Japan with books and magazines on Toyota.
    [Show full text]
  • Dr. Shoichiro Toyoda
    ČESTNÝ DOKTORÁT Českého vysokého učení technického v Praze DR. SHOICHIRO TOYODA HONORIS CAUSA DOCTORATE of the Czech Technical University in Prague Praha, 16. května 2006 / Prague, May 16, 2006 Shoichiro TOYODA SHOICHIRO TOYODA SHOICHIRO TOYODA Čestný předseda představenstva Honorary Chairman Member of the Board Toyota Motor Corporation Toyota Motor Corporation Shoichiro Toyoda se narodil v roce 1925, absolvoval Universitu v Nagoji v roce Shoichiro Toyoda, was born in 1925, and graduated from Nagoya University in 1947 a získal titul v oboru strojírenství. Ve fi rmě Toyota pracuje od roku 1952. 1947 with a degree in engineering. He joined Toyota in 1952 and later earned Později získal doktorát ve strojírenství, jeho disertační práce se soustředila na an engineering doctorate. His doctoral thesis centered on fuel injection. tématiku vstřikování paliva. Dr. Toyoda became managing director at Toyota in 1961. Aft er promotions Dr. Toyoda se stal generálním ředitelem společnosti Toyota v roce 1961. Po po- to senior managing director in 1967 and executive vice president in 1972, he výšení do funkce vyššího generálního ředitele v roce 1967 a v roce 1972 do funk- was named president of Toyota’s marketing organization in 1981. Dr. Toyoda ce výkonného vice-prezidenta byl v roce 1981 jmenován prezidentem marke- assumed the presidency of the newly integrated Toyota Motor Corporation, tingové společnosti Toyota. Dr. Toyoda nastoupil do funkce prezidenta nové upon the merger of the sales and production organizations in 1982, and later společnosti Toyota Motor Corporation, která vznikla sloučením prodejní a vý- served as chairman from 1992 to 1999. Dr. Toyoda became honorary chairman robní organizace v roce 1982.
    [Show full text]
  • Family Control Without Ownership in Publicly-Traded Japanese Firms
    DBJ Discussion Paper Series, No. 1903 Who is the Boss? Family Control without Ownership in Publicly-traded Japanese Firms Morten Bennedsen (University of Copenhagen) Vikas Mehrotra (University of Alberta School of Business) Jungwook Shim (Kyoto Sangyo University) Yupana Wiwattanakantang (National University of Singapore Business School) April 25, 2019 The aim of this discussion paper series is to stimulate discussion and comment from academics and policymakers through a preliminary draft form. This paper is included by permission of the author(s) as a tentative material before publication in peer-reviewed journals or books. Copyright and all related rights are maintained by the author(s). Views expressed in this paper are those of the author(s) and do not reflect the views of the Research Institute of Capital Formation or Development Bank of Japan. Who is the Boss? Family Control without Ownership in Publicly-traded Japanese Firms Morten Bennedsen,a Vikas Mehrotra,b Jungwook Shim,c Yupana Wiwattanakantangd April 25, 2019 Abstract We document that 50% of public listed Japanese family firms are still under the control by the founding family 50 years after the IPO. The control of top management is persistent even when ownership stakes becomes insignificant and without the use of dual class shares or pyramids. Examples include eponyms such as Casio, Toyota and Suzuki. The families’ reputation, networks of financiers, and talent correlate with longevity of family control. Our results challenge the lifecycle view of corporations in advanced economies and highlights the importance of intangible “family” assets in understanding the evolution of family control. JEL Codes: G32; L26 Keywords: Family control; Ownership; Succession a.
    [Show full text]
  • A Brief Investigation Into the Origins of the Toyota Production System
    A Brief Investigation into the Origins of the Toyota Production System July 2006 Draft 1.0 Art Smalley President Art of Lean, Inc. © Art of Lean, Inc. Background •There is unfortunately little that is well understood by most people about the historical development of the Toyota Production System. Mostly anecdotes and stories are used in explaining the various origins of the system. •Some parties have claimed for example that Mr. Shigeo Shingo actually invented much of the Toyota Production System and was the teacher of Mr. Taiichi Ohno. •Others that worked at Toyota during the era in question dispute this notion pointing out that Mr. Shingo basically taught a shop floor level training course for about two or three weeks per year on average between 1955-1980. •There is ample material available in the form of books, timelines, historical records, interviews, and articles to look at that can shed light the matter for interested parties to study and form their own opinion. •On the following pages I’ll highlight what is verifiable about history of the Toyota Production System for interested parties to learn more. After a trip to Japan this summer I will create a more detailed investigation and comprehensive document. This initial effort will not focus on Henry Ford’s influence, TWI materials, or the Quality movement which are all duly recognized by the company. © Art of Lean, Inc. Outline •Origins of TPS •Jidoka •Just-in-Time •SMED •The role of Mr. Shingo at Toyota •Summary comments © Art of Lean, Inc. Who developed TPS? Perception voiced by some parties: Mr.
    [Show full text]
  • Toyota's Global Marketing Strategy
    Toyota’s Global Marketing Strategy Innovation through Breakthrough Thinking and Kaizen http://taylorandfrancis.com Toyota’s Global Marketing Strategy Innovation through Breakthrough Thinking and Kaizen Shozo Hibino Koichiro Noguchi Gerhard Plenert CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2018 by Shozo Hibino, Koichiro Noguchi, Gerhard Plenert CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed on acid-free paper International Standard Book Number-13: 978-1-138-05941-2 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, trans- mitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright .com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc.
    [Show full text]
  • A Brief History of Set up Reduction Inside Toyota
    By Art Smalley A Brief History of Set-Up Reduction How the Work of Many People Improved Modern Manufacturing Of the various topics I have studied over the years about the Toyota Production System none has been more confusing to me than the history of set-up reduction. Popular lore in the West and other parts of the world outside of Japan has Mr. Shigeo Shingo essentially inventing the concept during a breakthrough workshop in 1969 with Toyota Motor Corporation. His depiction of events in a book first published in 1983 details his insight that finalizes the formalization of the distinction between “internal” and “external” work and the need to shift more work to the external category. This step and several others he outlined are viewed as the keys to achieving single minute changeover performance. The account makes for a good story. In conversations with different parties and some brief research into the matter however there are about a half dozen other competing explanations for initial development of the topic. Some are quite earlier than 1969 and each one deserves to be understood in its own right. Below I will outline a short list of the compelling arguments that I have uncovered over the years. I’ll explain each one in order of history. I’ll also state the case for each one to the extent I could verify the topic in some fashion. In the end I’m afraid that you’ll see why it is a somewhat confusing topic and how the answer entirely depends upon what is your own personal definition of the words “set up reduction” and “invention”.
    [Show full text]
  • What Is Lean Manufacturing ?
    WHAT IS LEAN MANUFACTURING ? The Machine That Changed The World Customer Satisfaction SAFETY QUALITY DELIVERY COST MORALE Heijunka CONTINUOUS IMRPOVEMENT Andon Or KAIZEN PLAN DO QUALITY THEKANBAN TOYOTA PRODUCTION SYSTEM OR LEANAT HOUSE THE SOURCE ACT CHECK JUST IN TIME JIDOKA EMPLOYEE INVOLVEMENT – TEAM STRUCTURE MATERIAL PULL STANDARDIZATION WASTE ELIMINATION STABILITY The Machine That Changed The World Continuous Improvement Cycle The guiding principle Perfection PLAN DO ACT CHECK “Where there is no Standard there can be no Kaizen” - Taiichi Ohno The Machine That Changed The World Service Industries can greatly benefit from Lean Methodology • Transactional Lean is a discipline using Lean Manufacturing methods in within the Service Industry • Standardized Work, People Involvement, Continuous Improvement with Key Process Indicators, Jidoka and Just In Time processing of the critical steps in completing services benefit from the Lean Operating System methodologies • Lean Healthcare has exploded in the U.S. as a critical discipline to improve efficiency within the healthcare industry The promise of Lean in Healthcare - John S. Toussaint, MD, and Leonard L. Berry, PhD http://www.medline.com/media/mkt/pdf/research/or-safety-lean/The-Promise-of-Lean-in-Healthcare-Article.pdf Evolution of Manufacturing 1st Factory Design - 1840 Craft Production 1700 Job Shop The Machine That Changed The World Evolution of Manufacturing 2nd Factory Design - 1910 Mass Production – Ford The Machine That Changed The World Evolution of Manufacturing 3rd Factory Design - 1970 Toyota Production System The Machine That Changed The World FORD MOTOR COMPANY Mass Production Results • By 1914, the Model T had been so streamlined it took only 93 minutes to assembly a car (through all processes) • In 1915 Highland Park workers spoke more than fifty languages.
    [Show full text]
  • Just-In-Time/Lean Manufacturing (JIT/Lean)
    CHAPTER TWENTY ONE JUST-IN-TIME/LEAN MANUFACTURING (JIT/LEAN) LEARNING OBJECTIVES After completing this chapter, you should be able to: ■■ Define the concept Just-in-Time/Lean (JIT/Lean). ■■ Explain the rationale for JIT/Lean. ■■ Summarize the development of JIT/Lean from its beginnings. ■■ Explain the relationship of JIT/Lean to total quality and world-class manufacturing. ■■ List the benefits of JIT/Lean. ■■ Explain the requirements of JIT/Lean. ■■ Describe how JIT/Lean relates to automation. The manufacturing system we will be discussing in this chapter was initially developed by Taiichi Ohno in the 1950s as the succes- sor to Henry Ford’s mass production system. Ohno named it the Toyota Production System (TPS). Since it involved making products only when needed from materials that were made available by suppliers only as required, just-in-time (JIT) became its generic name. For 30 odd years, Toyota Production System or Just-In-Time were the names used for Ohno’s remarkably efficient manufacturing system. Then in 1990, three senior managers of MIT’s International Motor Vehicle Program (IMVP), Jim Womack, Dan Jones, and Dan Roos, published a book that has had a great influence on the way industries around the world make things. That book, entitled The Machine That Changed the World: The Story of Lean Production, was the result of a five-year, in-depth scholarly study of the Toyota Production System. It detailed in clear terms the superiority of the TPS to the mass production system used by the rest of the world, and virtually unchanged since World War I, and concluded that mass production simply could not compete with the Japanese system.
    [Show full text]
  • Lean Misconceptions
    Lean Misconceptions Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes http://taylorandfrancis.com Lean Misconceptions Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes Cordell Hensley CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2018 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed on acid-free paper International Standard Book Number-13: 978-1-138-21745-4 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, trans- mitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright .com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc.
    [Show full text]
  • Toyota Motor Corporation's Culture Strategy
    Toyota Motor Corporation’s Culture Strategy Marius PROFIROIU1 Hiroaki KANEKO2 Cristian VLAD3 Alexandra DUTESCU4 Hideki ISHIDA5 Abstract This paper illustrates how Toyota Motor Corporation (TMC), focuses on culture and talent engineering to nurture business sustainability, innovation and growth. The authors of this paper worked directly with TMC directors, business leaders, executives, organizational architects and talent operators to determine the main components and characteristics of their talent strategy. The authors have also explored how key elements of traditional Japanese business practices were considered when developing the corporate strategy. Keywords: innovation, organization, transformation, sustainability, talent, strategy, culture, Japan JEL classification: G32, M14, O14 DOI: 10.24818/RMCI.2020.4.458 1. Research Methodology The authors engaged in a combination of participatory observation (Yin 2003) sessions, corporate meetings, talent assessment workshops and business transformation engagements as in-house consultants, evaluators and advisors. Two of the authors also worked as Corporate Value Creation (CVC) department employees with Toyota Motor Corporations in Japan observing, thus, first-hand the decision-making processes and managerial initiatives with the eyes of internal business partners. The authors engaged in executive discussions with decision makers on various platforms and opportunities. We conducted 1,336 surveys, 89 individual discussions and 13 focus group interview (FGI) sessions with leaders, 1 Constantin
    [Show full text]