Blog Personal y Profesional

Differences between Lean Construction approach and PMI approach Las diferencias entre el enfoque y la magra PMI enfoque se enumeran a continuación: La gestión de la interacción entre las actividades y los efectos combinados de la dependencia y la variación, es una primera preocupación magra en la construcción debido a que sus interacciones altamente afecta el tiempo y el coste de los proyectos (Howell, 1999), en comparación, estas interacciones no son considerados en el PMI। En la construcción de optimización magra esfuerzos se centran en hacer flujo de trabajo fiable (Ballard, LPDS, 2000), en contraste PMI se centra en la mejora de la productividad de cada una de las actividades que podemos hacer fallos y la reducción de la calidad y resultado en la revisión El proyecto está estructurado y gestionado como un proceso de generación de valor (valor se define como la satisfacción de las necesidades de los clientes) (Howell, 1999), mientras que PMI considera como un costo menor valor En m

Last Planner System The Last Planner System (LPS) improves both design and construction schedule/programme predictability – work completed as and when promised. It is a system of inter-related elements – full benefits come when all are implemented together, over time. Based on simple paper forms, it can be administered using Post-it notes, paper, pencil, eraser and photocopier. A spreadsheet can help. LPS begins with collaborative scheduling/programming engaging the main project suppliers from the start. Risk analysis ensures that float is built in where it will best protect programme integrity and predictability. Where appropriate the process can be used for programme compression too. In this way, one constructor took 6 weeks out of an 18-week programme for the construction of a 40 bed hotel. Benefits to the client are enormous. Figure 1: intense discussion during a programme compression workshop Before work starts, team leaders make tasks ready so that when work should be done, it ca

What is lean construction? Lean construction is a “way to design production systems to minimize waste of materials, time, and effort in order to generate the maximum possible amount of value (Koskela et al. 2002) ”. Designing a production system to achieve the stated ends is only possible through the collaboration of all project participants (Owner, A/E, Constructors, Facility Managers, End-user) at early stages of the project. This goes beyond the contractual arrangement of design/build or constructability reviews where constructors, and sometime facility managers, merely react to designs instead of informing and influencing the design. Lean construction aims to embody the benefits of the Master Builder concept. Essentially, Lean Construction recognizes that desired ends affect the means to achieve these ends, and that available means will affect realized ends (Lichtig 2004). Lean construction supplements traditional construction management approaches with: (1) two critical and necess

Lean construction Lean construction is a translation and adaption of lean manufacturing principles and practices to the end-to-end design and construction process. Unlike manufacturing, construction is a project based-production process. Lean construction is concerned with the holistic pursuit of concurrent and continuous improvements in all dimensions of the built and natural environment: design, construction, activation, maintenance, salvaging, and recycling. This approach tries to manage and improve construction processes with minimum cost and maximum value by considering customer needs. (Koskela et al. 2002) The term "Lean Construction" was coined by the International Group for Lean Construction in its first meeting in 1993. Historical Development The seminal work of Lauri Koskela in 1992 challenged the Construction Management community to consider the inadequacies of the time-cost-quality tradeoff paradigm. Another paradigm-breaking anomaly was that observed by Ballar