Early Involvement and Integration in Construction Projects: The Benefits of DfX in Elimination of Wastes

Typical construction processes provide waste: material waste but especially process-related waste. The majority of this waste can be avoided with efficient planning in the front end of projects. The main aim is to describe how the concept of Design for Excellence (DfX) can reduce the most severe waste in construction projects. Based on a literature review of waste and requirements that aid early involvement and integration, we created a survey for analyzing and prioritizing types of waste in the construction industry. We describe how DFX reduces this waste, especially through the use of early involvement and integration. When applied, DfX creates incentives for project stakeholders to eliminate waste automatically through early involvement and integration.

[1]  Ronald K. Mitchell,et al.  Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts , 1997 .

[2]  Johannes I.M. Halman,et al.  Innovation and interorganizational cooperation: a synthesis of literature , 2009 .

[3]  Peter E.D. Love,et al.  Alliance contracting: adding value through relationship development , 2011 .

[4]  S. Dowlatshahi,et al.  Implementing early supplier involvement: a conceptual framework , 1998 .

[5]  Sanjay Bhasin,et al.  Lean viewed as a philosophy , 2006 .

[6]  大野 耐一,et al.  Toyota production system : beyond large-scale production , 1988 .

[7]  Stefan Olander,et al.  Stakeholder impact analysis in construction project management , 2007 .

[8]  Henry Mintzberg.  Mintzberg on management : inside our strange world of organizations , 1991 .

[9]  Karl T. Ulrich,et al.  Product Design and Development , 1995 .

[10]  Harri Haapasalo,et al.  Early Stakeholder Involvement in the Project Definition Phase: Case Renovation , 2013 .

[11]  L. Preston,et al.  The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications , 1995 .

[12]  Glenn Ballard,et al.  The Lean Project Delivery System: An Update , 2008 .

[13]  Michael L. Tushman,et al.  Information Processing as an Integrating Concept in Organizational Design. , 1978 .

[14]  門田 安弘,et al.  Toyota production system : practical approach to production management , 1983 .

[15]  Panagiotis Mitropoulos,et al.  Management-Driven Integration , 2000 .

[16]  Per-Erik Josephson,et al.  Slöseri i byggprojekt: behov av förändrat synsätt , 2005 .

[17]  Intensitas,et al.  Analytical Hierarchy Process , 2017 .

[18]  Harri Haapasalo,et al.  A Framework for Stakeholder Identification and Classification in Construction Projects , 2014 .

[19]  P. Hines,et al.  Learning to evolve: A review of contemporary lean thinking , 2004 .

[20]  K. Aaltonen,et al.  Stakeholder salience in global projects , 2008 .

[21]  Kamal M. Al‐Subhi Al‐Harbi,et al.  Application of the AHP in project management , 2001 .

[22]  Karlos Artto,et al.  Organizing in the Context of Global Project-based Firm The Case of Sales-Operations Interface , 2013 .

[23]  Nick Rich,et al.  The seven value stream mapping tools , 1997 .

[24]  Jouni Similä,et al.  Industrial Management & Data Systems Managerial view on design for manufacturing , 2017 .

[25]  Tuomo Kinnunen,et al.  Analyzing Internal Stakeholders’ Salience in Product Development , 2014 .

[26]  P. Kuvaja,et al.  Benefits of DfX in Requirements Engineering , 2011 .

[27]  Bhargav Dave,et al.  Collaborative knowledge management—A construction case study , 2009 .

[28]  Harri Haapasalo,et al.  The Engagement between Knowledge Transfer and Requirements Engineering , 2012 .

[29]  Luis F. Alarcón,et al.  Assessing the Impacts of Implementing Lean Construction , 2008 .

[30]  Clive Thomas Cain.  Performance Measurement for Construction Profitability , 2004 .

[31]  Arnold M. Wright,et al.  Accelerated Product Introductions and Emerging Managerial Accounting Perspectives: Implications for Marketing Managers in the Technology Sector , 1993 .

[32]  Seung-Hyun Lee,et al.  Identifying Waste: Applications of Construction Process Analysis , 1999 .

[33]  Beth A. Bechky,et al.  10 Coordination in Organizations: An Integrative Perspective , 2009 .

[34]  Lynda M. Bourne,et al.  Project Relationship Management and the Stakeholder Circle , 2010 .

[35]  H. Haapasalo,et al.  The Contemporaneous use of Building Information Modeling and Relational Project Delivery Arrangements , 2015 .

[36]  Lauri Koskela.  Making-Do — the Eighth Category of Waste , 2004 .

[37]  H. Haapasalo,et al.  Virtual Competencies and Knowledge Transfer in Global NPD: A Case Study , 2013 .

[38]  J. Liker.  The Toyota Way , 2003 .

[39]  Pertti Lahdenperä,et al.  Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery , 2012 .

[40]  Suzanne Wilkinson,et al.  Development of a conceptual team integration performance index for alliance projects , 2013 .

[41]  Alemu Moges Belay.  Design for Manufacturability and Concurrent Engineering for Product Development , 2009 .

[42]  Y. Asiedu,et al.  Product life cycle cost analysis: State of the art review , 1998 .

[43]  Lauri Koskela,et al.  Application of the New Production Philosophy to Construction , 1992 .

[44]  Sven Bertelsen,et al.  Lean Construction: Where Are We and How To Proceed? , 2004, Lean Construction Journal.

[45]  James P. Womack,et al.  Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 1996 .

[46]  G. Howell,et al.  Integrated Project Delivery An Example Of Relational Contracting , 2005 .

[47]  Thayaparan Gajendran,et al.  Using a case study approach to identify critical success factors for alliance contracting , 2014 .

[48]  Peter W. G. Morris,et al.  Reconstructing Project Management , 2013 .

[49]  Robert Owen,et al.  Interaction of Lean and Building Information Modeling in Construction , 2010 .

[50]  A. V. D. Ven,et al.  Determinants of Coordination Modes within Organizations , 1976 .

[51]  Yi Min Xie,et al.  Overview of alliancing research and practice in the construction industry , 2012 .

[52]  James D. Thompson.  Organizations in Action: Social Science Bases of Administrative Theory , 1967 .

[53]  Jeffrey K. Liker,et al.  The Toyota Product Development System: Integrating People, Process And Technology , 2006 .

[54]  Andrew R.J. Dainty,et al.  The extent of team integration within construction projects , 2006 .

[55]  James G. Bralla.  Design for Excellence , 1995 .

[56]  W. Duncan.  A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE , 1996 .

[57]  R. Handfield,et al.  Involving Suppliers in New Product Development , 1999 .

[58]  Harri Haapasalo,et al.  Productivity and Performance Management – Managerial Practices in the Construction Industry , 2012 .

[59]  Aminah Robinson Fayek,et al.  Risk Management in the Construction Industry Using Combined Fuzzy FMEA and Fuzzy AHP , 2010 .