I denne rapport dokumenterer vi resultaterne af InnoDoors-eksperimentet Det Digitale Showroom, de... more I denne rapport dokumenterer vi resultaterne af InnoDoors-eksperimentet Det Digitale Showroom, der er udviklet i samarbejde med Managing Director Kresten Thomsen hos Kresten. com og designvirksomheden Ideaal. Eksperimentet opstod baseret på et ønske om at teste, hvilke nye muligheder af digitale redskaber i købsprocessen åbner op for i forhold til kunderne og de butiksansatte.
Last Planner System has through the sounding process increased the reliability of the schedule. T... more Last Planner System has through the sounding process increased the reliability of the schedule. The sound activities are moved to a buffer and afterwards selected to the Weekly Work Plans to match capacity. Therefore, in order to maximise productivity it is essential to ensure that the sounding process proceeds in a pace which ensures that enough activities are made ready to the Weekly Work Plans. Experiences from case studies are included. It is observed that site-mangers tend to either include at risk activities or to adjust the manning ...
Lifecycle consideration in terms of environmental impact and total cost of buildings attract incr... more Lifecycle consideration in terms of environmental impact and total cost of buildings attract increased focus in construction. Here total cost and environmental impact both involves: erection, operation, maintenance, demolition, and disposal of the building. The mindset of Lean Construction is focusing on eliminating waste and adding costumer value to both the design and build phases. But in this aspect waste and value is only viewed in the first generation owner perspective with fixt usage. Through theoretical considerations this ...
Customer value is a key goal in the Lean philosophy, essentially only actions that adds value sho... more Customer value is a key goal in the Lean philosophy, essentially only actions that adds value should be conducted. In a transformation view, the basic lean approach is to remove waste, which indirectly increases value (or withstand value lose). Lean Construction acknowledges two different types of value views. Product value, as stated above and value in relation to cooperation in the construction process. Process values are important when it comes to the comfort (physical and mental wellbeing) of the craftsmen cooperating ...
Scheduling in construction is complex. Before an activity can be conducted, a number of precondit... more Scheduling in construction is complex. Before an activity can be conducted, a number of preconditions first have to be fulfilled. In Last Planner System this removal of constraints is referred to as the making ready process. To ensure that this process is running, the preconditions need to be known. Therefore, in an attempt to bring these preconditions into light three construction projects have been followed. Here reasons for non-completed activities have been collected. In total 5014 activities have been registered ...
In the built environment there is considered to be a great potential for innovation and
continuou... more In the built environment there is considered to be a great potential for innovation and continuous improvement based on the employees’ tacit as well as spoken knowledge. Through a case study the aim of this research was to challenge the theoretical approach to conduct employee-driven innovation (EDI). The case was a group of employees in a large governmental client organisation. The EDI framework was based on a theoretical approach to conduct EDI, derived from a previous literature study. The case study was conducted as an exploratory case study with outset in a gaming approach that challenged the participants with discussions on obstacles and solutions for EDI. The game approach was undertaken to facilitate discussions on specific EDI topics carefully selected to stimulate both group and plenum discussions. The themes of the theoretical framework were challenged through the participants’ discussions and perceptions of the applicability in the organisation. The findings were discussed in relation to the theoretical approach and findings from a comparable case study. It identified overall methods that had the higher robustness and applicability to incorporate in a practical EDI framework. The findings further emphasise that when approaching EDI in large project organisations in the built environment, the theoretical approach is often more sophisticated than the organisational needs to be successful.
Construction sites are dominated by chaos and complexity, enforcing challenging
conditions for es... more Construction sites are dominated by chaos and complexity, enforcing challenging conditions for establishing reliable and robust schedules that are easy to observe. The consequence is a large amount of delayed activities that again results in an unreliable schedule. Last planner system (LPS) was introduced as a production planning and control system to increase the reliability of scheduling task. By focusing on the removal of constraints, the LPS has successfully decreased the number of delayed activities. To further decrease delays, this research investigates the causes for delays at three construction cases. In total, 5424 scheduled activities were followed, whereof 1450 were delayed. The delayed activities were, besides the unidentified ones, categorized into 11 different categories and a statistical test of means was performed. The research revealed six often-occurring causes to delay: connecting work, change in work plans, workforce, external conditions, material and construction design. Furthermore, the study revealed five seldom-occurring causes to delay: space, equipment, rework, unexpected conditions, and safety. The findings have been structured in accordance to the preconditions used in the LPS theory. Therefore, the results can directly be applied to the making-ready process and used as guidance of where to intervene in attempt to reduce future delay.
Since the introduction of Lean Construction, implementation of Lean Construction
method, tools, a... more Since the introduction of Lean Construction, implementation of Lean Construction method, tools, and thinking has been a challenge. The success of Lean Construction is evident, but still implementation challenges emerge, among others, culture, training, leadership, but also partial implementation of Lean Construction. Some reports indicate that the major implementation challenges are related to misconceptualization of lean construction tools, and case studies have found that often Lean Construction was either partially or incorrectly applied. Denmark is one of the pioneer countries in the Lean Construction journey, with the driving force of Sven Bertelsen and MT Højgaard among others. It is considered a country with a widespread and deep implementation of Lean Construction. But how disseminated is Lean Construction in reality? And do those who claim to apply lean construction actually do lean construction? On the basis of these questions this research contributes with a survey with a magnitude of 500 practitioners from the Danish construction industry. Results of this survey are compared with recent IGLC research on implantation challenges of lean construction. This research itself does not put forward any improved guide on how to implement lean construction. Instead it brings light to how lean construction is actually applied. In itself this is very interesting, and is valuable knowledge that can be used in further research on lean construction theory and on implementation of lean in the industry.
Scheduling of construction projects is by nature complex. The
construction process is unreliable ... more Scheduling of construction projects is by nature complex. The construction process is unreliable and difficult to forecast. Last planner system (LPS) is introduced in construction in order to achieve greater reliability and productivity in the process. To ensure that implementation is successfully anchored in the organisations, differences between theory and application are investigated. To determine the theoretically correct application a literature survey is conducted. A questionnaire survey is made to collect empirical date of the practical application. Comparison between theory and application revealed that often only parts of LPS are applied. A partly applied LPS can be a main barrier to increased reliability in the scheduling process. Furthermore, the questionnaire showed that failures in the execution processes often start in the look-ahead plan. Here, lacking knowledge of the execution process is causing problems to be overlooked. To increase the level of knowledge foremen should be involved in the look-ahead planning.
Scheduling of onsite construction is complex. The Last Planner System (LPS) has been successfully... more Scheduling of onsite construction is complex. The Last Planner System (LPS) has been successfully implemented on construction projects to handle variation and to increase schedule reliability. By focusing on fulfillment of preconditions of each activity the amount of non-completions has decreased. In an attempt to further refine the LPS scheduling methodology, the scheduling system has been studied and discussed. The research is based on four case studies and complemented with a review of relevant LPS theory. The research revealed several areas in the existing scheduling system, which could be improved. The absence of flow, quality, critical path, and slack is critical when determining the optimal sequence in the Phase Schedule. Expanding current selection criteria (dependencies and duration) will increase reliability of the sequence, which evidently will improve the efficiency of the schedule and increased productivity onsite. Furthermore, it was discovered that craftsmen’s comfort and motivation need to be taken into account. Also precautions to avoid congestions in the making-ready process should be implemented, along with a continuous control of soundness of every task. If these weaknesses are treated, the LPS system will lead to further increase of schedule reliability and possibly onsite productivity.
I denne rapport dokumenterer vi resultaterne af InnoDoors-eksperimentet Det Digitale Showroom, de... more I denne rapport dokumenterer vi resultaterne af InnoDoors-eksperimentet Det Digitale Showroom, der er udviklet i samarbejde med Managing Director Kresten Thomsen hos Kresten. com og designvirksomheden Ideaal. Eksperimentet opstod baseret på et ønske om at teste, hvilke nye muligheder af digitale redskaber i købsprocessen åbner op for i forhold til kunderne og de butiksansatte.
Last Planner System has through the sounding process increased the reliability of the schedule. T... more Last Planner System has through the sounding process increased the reliability of the schedule. The sound activities are moved to a buffer and afterwards selected to the Weekly Work Plans to match capacity. Therefore, in order to maximise productivity it is essential to ensure that the sounding process proceeds in a pace which ensures that enough activities are made ready to the Weekly Work Plans. Experiences from case studies are included. It is observed that site-mangers tend to either include at risk activities or to adjust the manning ...
Lifecycle consideration in terms of environmental impact and total cost of buildings attract incr... more Lifecycle consideration in terms of environmental impact and total cost of buildings attract increased focus in construction. Here total cost and environmental impact both involves: erection, operation, maintenance, demolition, and disposal of the building. The mindset of Lean Construction is focusing on eliminating waste and adding costumer value to both the design and build phases. But in this aspect waste and value is only viewed in the first generation owner perspective with fixt usage. Through theoretical considerations this ...
Customer value is a key goal in the Lean philosophy, essentially only actions that adds value sho... more Customer value is a key goal in the Lean philosophy, essentially only actions that adds value should be conducted. In a transformation view, the basic lean approach is to remove waste, which indirectly increases value (or withstand value lose). Lean Construction acknowledges two different types of value views. Product value, as stated above and value in relation to cooperation in the construction process. Process values are important when it comes to the comfort (physical and mental wellbeing) of the craftsmen cooperating ...
Scheduling in construction is complex. Before an activity can be conducted, a number of precondit... more Scheduling in construction is complex. Before an activity can be conducted, a number of preconditions first have to be fulfilled. In Last Planner System this removal of constraints is referred to as the making ready process. To ensure that this process is running, the preconditions need to be known. Therefore, in an attempt to bring these preconditions into light three construction projects have been followed. Here reasons for non-completed activities have been collected. In total 5014 activities have been registered ...
In the built environment there is considered to be a great potential for innovation and
continuou... more In the built environment there is considered to be a great potential for innovation and continuous improvement based on the employees’ tacit as well as spoken knowledge. Through a case study the aim of this research was to challenge the theoretical approach to conduct employee-driven innovation (EDI). The case was a group of employees in a large governmental client organisation. The EDI framework was based on a theoretical approach to conduct EDI, derived from a previous literature study. The case study was conducted as an exploratory case study with outset in a gaming approach that challenged the participants with discussions on obstacles and solutions for EDI. The game approach was undertaken to facilitate discussions on specific EDI topics carefully selected to stimulate both group and plenum discussions. The themes of the theoretical framework were challenged through the participants’ discussions and perceptions of the applicability in the organisation. The findings were discussed in relation to the theoretical approach and findings from a comparable case study. It identified overall methods that had the higher robustness and applicability to incorporate in a practical EDI framework. The findings further emphasise that when approaching EDI in large project organisations in the built environment, the theoretical approach is often more sophisticated than the organisational needs to be successful.
Construction sites are dominated by chaos and complexity, enforcing challenging
conditions for es... more Construction sites are dominated by chaos and complexity, enforcing challenging conditions for establishing reliable and robust schedules that are easy to observe. The consequence is a large amount of delayed activities that again results in an unreliable schedule. Last planner system (LPS) was introduced as a production planning and control system to increase the reliability of scheduling task. By focusing on the removal of constraints, the LPS has successfully decreased the number of delayed activities. To further decrease delays, this research investigates the causes for delays at three construction cases. In total, 5424 scheduled activities were followed, whereof 1450 were delayed. The delayed activities were, besides the unidentified ones, categorized into 11 different categories and a statistical test of means was performed. The research revealed six often-occurring causes to delay: connecting work, change in work plans, workforce, external conditions, material and construction design. Furthermore, the study revealed five seldom-occurring causes to delay: space, equipment, rework, unexpected conditions, and safety. The findings have been structured in accordance to the preconditions used in the LPS theory. Therefore, the results can directly be applied to the making-ready process and used as guidance of where to intervene in attempt to reduce future delay.
Since the introduction of Lean Construction, implementation of Lean Construction
method, tools, a... more Since the introduction of Lean Construction, implementation of Lean Construction method, tools, and thinking has been a challenge. The success of Lean Construction is evident, but still implementation challenges emerge, among others, culture, training, leadership, but also partial implementation of Lean Construction. Some reports indicate that the major implementation challenges are related to misconceptualization of lean construction tools, and case studies have found that often Lean Construction was either partially or incorrectly applied. Denmark is one of the pioneer countries in the Lean Construction journey, with the driving force of Sven Bertelsen and MT Højgaard among others. It is considered a country with a widespread and deep implementation of Lean Construction. But how disseminated is Lean Construction in reality? And do those who claim to apply lean construction actually do lean construction? On the basis of these questions this research contributes with a survey with a magnitude of 500 practitioners from the Danish construction industry. Results of this survey are compared with recent IGLC research on implantation challenges of lean construction. This research itself does not put forward any improved guide on how to implement lean construction. Instead it brings light to how lean construction is actually applied. In itself this is very interesting, and is valuable knowledge that can be used in further research on lean construction theory and on implementation of lean in the industry.
Scheduling of construction projects is by nature complex. The
construction process is unreliable ... more Scheduling of construction projects is by nature complex. The construction process is unreliable and difficult to forecast. Last planner system (LPS) is introduced in construction in order to achieve greater reliability and productivity in the process. To ensure that implementation is successfully anchored in the organisations, differences between theory and application are investigated. To determine the theoretically correct application a literature survey is conducted. A questionnaire survey is made to collect empirical date of the practical application. Comparison between theory and application revealed that often only parts of LPS are applied. A partly applied LPS can be a main barrier to increased reliability in the scheduling process. Furthermore, the questionnaire showed that failures in the execution processes often start in the look-ahead plan. Here, lacking knowledge of the execution process is causing problems to be overlooked. To increase the level of knowledge foremen should be involved in the look-ahead planning.
Scheduling of onsite construction is complex. The Last Planner System (LPS) has been successfully... more Scheduling of onsite construction is complex. The Last Planner System (LPS) has been successfully implemented on construction projects to handle variation and to increase schedule reliability. By focusing on fulfillment of preconditions of each activity the amount of non-completions has decreased. In an attempt to further refine the LPS scheduling methodology, the scheduling system has been studied and discussed. The research is based on four case studies and complemented with a review of relevant LPS theory. The research revealed several areas in the existing scheduling system, which could be improved. The absence of flow, quality, critical path, and slack is critical when determining the optimal sequence in the Phase Schedule. Expanding current selection criteria (dependencies and duration) will increase reliability of the sequence, which evidently will improve the efficiency of the schedule and increased productivity onsite. Furthermore, it was discovered that craftsmen’s comfort and motivation need to be taken into account. Also precautions to avoid congestions in the making-ready process should be implemented, along with a continuous control of soundness of every task. If these weaknesses are treated, the LPS system will lead to further increase of schedule reliability and possibly onsite productivity.
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Papers by Søren Wandahl
continuous improvement based on the employees’ tacit as well as spoken knowledge.
Through a case study the aim of this research was to challenge the theoretical approach
to conduct employee-driven innovation (EDI). The case was a group of employees
in a large governmental client organisation. The EDI framework was based
on a theoretical approach to conduct EDI, derived from a previous literature study.
The case study was conducted as an exploratory case study with outset in a gaming
approach that challenged the participants with discussions on obstacles and solutions
for EDI. The game approach was undertaken to facilitate discussions on specific EDI
topics carefully selected to stimulate both group and plenum discussions. The themes
of the theoretical framework were challenged through the participants’ discussions
and perceptions of the applicability in the organisation. The findings were discussed
in relation to the theoretical approach and findings from a comparable case study. It
identified overall methods that had the higher robustness and applicability to incorporate
in a practical EDI framework. The findings further emphasise that when approaching
EDI in large project organisations in the built environment, the theoretical
approach is often more sophisticated than the organisational needs to be successful.
conditions for establishing reliable and robust schedules that are easy to observe. The
consequence is a large amount of delayed activities that again results in an unreliable
schedule. Last planner system (LPS) was introduced as a production planning and
control system to increase the reliability of scheduling task. By focusing on the
removal of constraints, the LPS has successfully decreased the number of delayed
activities. To further decrease delays, this research investigates the causes for delays
at three construction cases. In total, 5424 scheduled activities were followed, whereof
1450 were delayed. The delayed activities were, besides the unidentified ones,
categorized into 11 different categories and a statistical test of means was performed.
The research revealed six often-occurring causes to delay: connecting work, change in
work plans, workforce, external conditions, material and construction design.
Furthermore, the study revealed five seldom-occurring causes to delay: space,
equipment, rework, unexpected conditions, and safety. The findings have been
structured in accordance to the preconditions used in the LPS theory. Therefore, the
results can directly be applied to the making-ready process and used as guidance of
where to intervene in attempt to reduce future delay.
method, tools, and thinking has been a challenge. The success of Lean Construction is
evident, but still implementation challenges emerge, among others, culture, training,
leadership, but also partial implementation of Lean Construction. Some reports
indicate that the major implementation challenges are related to misconceptualization
of lean construction tools, and case studies have found that often
Lean Construction was either partially or incorrectly applied.
Denmark is one of the pioneer countries in the Lean Construction journey, with
the driving force of Sven Bertelsen and MT Højgaard among others. It is considered a
country with a widespread and deep implementation of Lean Construction. But how
disseminated is Lean Construction in reality? And do those who claim to apply lean
construction actually do lean construction?
On the basis of these questions this research contributes with a survey with a
magnitude of 500 practitioners from the Danish construction industry. Results of this
survey are compared with recent IGLC research on implantation challenges of lean
construction. This research itself does not put forward any improved guide on how to
implement lean construction. Instead it brings light to how lean construction is
actually applied. In itself this is very interesting, and is valuable knowledge that can
be used in further research on lean construction theory and on implementation of lean
in the industry.
construction process is unreliable and difficult to forecast. Last planner system
(LPS) is introduced in construction in order to achieve greater reliability and
productivity in the process. To ensure that implementation is successfully
anchored in the organisations, differences between theory and application are
investigated. To determine the theoretically correct application a literature
survey is conducted. A questionnaire survey is made to collect empirical date
of the practical application. Comparison between theory and application
revealed that often only parts of LPS are applied. A partly applied LPS can be a
main barrier to increased reliability in the scheduling process. Furthermore, the
questionnaire showed that failures in the execution processes often start in the
look-ahead plan. Here, lacking knowledge of the execution process is causing
problems to be overlooked. To increase the level of knowledge foremen should
be involved in the look-ahead planning.
implemented on construction projects to handle variation and to increase schedule reliability. By focusing on
fulfillment of preconditions of each activity the amount of non-completions has decreased. In an attempt to
further refine the LPS scheduling methodology, the scheduling system has been studied and discussed. The
research is based on four case studies and complemented with a review of relevant LPS theory. The research
revealed several areas in the existing scheduling system, which could be improved. The absence of flow, quality,
critical path, and slack is critical when determining the optimal sequence in the Phase Schedule. Expanding
current selection criteria (dependencies and duration) will increase reliability of the sequence, which evidently
will improve the efficiency of the schedule and increased productivity onsite. Furthermore, it was discovered that
craftsmen’s comfort and motivation need to be taken into account. Also precautions to avoid congestions in the
making-ready process should be implemented, along with a continuous control of soundness of every task. If
these weaknesses are treated, the LPS system will lead to further increase of schedule reliability and possibly
onsite productivity.
continuous improvement based on the employees’ tacit as well as spoken knowledge.
Through a case study the aim of this research was to challenge the theoretical approach
to conduct employee-driven innovation (EDI). The case was a group of employees
in a large governmental client organisation. The EDI framework was based
on a theoretical approach to conduct EDI, derived from a previous literature study.
The case study was conducted as an exploratory case study with outset in a gaming
approach that challenged the participants with discussions on obstacles and solutions
for EDI. The game approach was undertaken to facilitate discussions on specific EDI
topics carefully selected to stimulate both group and plenum discussions. The themes
of the theoretical framework were challenged through the participants’ discussions
and perceptions of the applicability in the organisation. The findings were discussed
in relation to the theoretical approach and findings from a comparable case study. It
identified overall methods that had the higher robustness and applicability to incorporate
in a practical EDI framework. The findings further emphasise that when approaching
EDI in large project organisations in the built environment, the theoretical
approach is often more sophisticated than the organisational needs to be successful.
conditions for establishing reliable and robust schedules that are easy to observe. The
consequence is a large amount of delayed activities that again results in an unreliable
schedule. Last planner system (LPS) was introduced as a production planning and
control system to increase the reliability of scheduling task. By focusing on the
removal of constraints, the LPS has successfully decreased the number of delayed
activities. To further decrease delays, this research investigates the causes for delays
at three construction cases. In total, 5424 scheduled activities were followed, whereof
1450 were delayed. The delayed activities were, besides the unidentified ones,
categorized into 11 different categories and a statistical test of means was performed.
The research revealed six often-occurring causes to delay: connecting work, change in
work plans, workforce, external conditions, material and construction design.
Furthermore, the study revealed five seldom-occurring causes to delay: space,
equipment, rework, unexpected conditions, and safety. The findings have been
structured in accordance to the preconditions used in the LPS theory. Therefore, the
results can directly be applied to the making-ready process and used as guidance of
where to intervene in attempt to reduce future delay.
method, tools, and thinking has been a challenge. The success of Lean Construction is
evident, but still implementation challenges emerge, among others, culture, training,
leadership, but also partial implementation of Lean Construction. Some reports
indicate that the major implementation challenges are related to misconceptualization
of lean construction tools, and case studies have found that often
Lean Construction was either partially or incorrectly applied.
Denmark is one of the pioneer countries in the Lean Construction journey, with
the driving force of Sven Bertelsen and MT Højgaard among others. It is considered a
country with a widespread and deep implementation of Lean Construction. But how
disseminated is Lean Construction in reality? And do those who claim to apply lean
construction actually do lean construction?
On the basis of these questions this research contributes with a survey with a
magnitude of 500 practitioners from the Danish construction industry. Results of this
survey are compared with recent IGLC research on implantation challenges of lean
construction. This research itself does not put forward any improved guide on how to
implement lean construction. Instead it brings light to how lean construction is
actually applied. In itself this is very interesting, and is valuable knowledge that can
be used in further research on lean construction theory and on implementation of lean
in the industry.
construction process is unreliable and difficult to forecast. Last planner system
(LPS) is introduced in construction in order to achieve greater reliability and
productivity in the process. To ensure that implementation is successfully
anchored in the organisations, differences between theory and application are
investigated. To determine the theoretically correct application a literature
survey is conducted. A questionnaire survey is made to collect empirical date
of the practical application. Comparison between theory and application
revealed that often only parts of LPS are applied. A partly applied LPS can be a
main barrier to increased reliability in the scheduling process. Furthermore, the
questionnaire showed that failures in the execution processes often start in the
look-ahead plan. Here, lacking knowledge of the execution process is causing
problems to be overlooked. To increase the level of knowledge foremen should
be involved in the look-ahead planning.
implemented on construction projects to handle variation and to increase schedule reliability. By focusing on
fulfillment of preconditions of each activity the amount of non-completions has decreased. In an attempt to
further refine the LPS scheduling methodology, the scheduling system has been studied and discussed. The
research is based on four case studies and complemented with a review of relevant LPS theory. The research
revealed several areas in the existing scheduling system, which could be improved. The absence of flow, quality,
critical path, and slack is critical when determining the optimal sequence in the Phase Schedule. Expanding
current selection criteria (dependencies and duration) will increase reliability of the sequence, which evidently
will improve the efficiency of the schedule and increased productivity onsite. Furthermore, it was discovered that
craftsmen’s comfort and motivation need to be taken into account. Also precautions to avoid congestions in the
making-ready process should be implemented, along with a continuous control of soundness of every task. If
these weaknesses are treated, the LPS system will lead to further increase of schedule reliability and possibly
onsite productivity.