Designing Intelligent Construction Projects

ISBN-13: 9781119690825 / Angielski / Miękka / 2022 / 256 str.

Carola B.

Roll

Spis treści

Preface xiAcknowledgements xvAbout the Authors xvii1 Complexity, Cybernetics, and Dynamics 11.1 Complexity 21.1.1 Complexity in the Mathematical Sciences 21.1.2 Complexity in Sociology 31.1.3 Complexity in Management 31.1.4 Complexity in Construction Management 61.1.5 How to Cope with Complexity 71.1.6 Interaction and Autopoiesis 91.2 Viable System Model 101.2.1 The Static Perspective on the VSM 111.2.1.1 System 1: Operation 141.2.1.2 System 2: Coordination 141.2.1.3 System 3: Operational Management 141.2.1.4 System 3*: Monitoring/Audit 151.2.1.5 System 4: Strategic Management 151.2.1.6 System 5: Policy 151.2.2 Ashby's Variety 161.2.2.1 The Variety Number 181.2.2.2 The Degree of Variety 181.2.3 The Dynamic Perspective on the VSM 231.2.3.1 Variety Balance 1: Workload 261.2.3.2 Variety Balance 2: Line Balancing 261.2.3.3 Variety Balance 3: Autonomy vs. Cohesion 261.2.3.4 Variety Balance 4: Change Rate 271.2.3.5 Variety Balance 5: Change vs. Status Quo 271.3 Modelling with the Viable System Model 281.3.1 Modelling Steps 281.3.2 Create a VSM Model Using an Example 291.4 System Dynamics 341.4.1 Systemic Archetypes 341.4.2 Modelling with System Dynamics 431.4.3 Example: Managing Risks with System Dynamics 431.5 Findings, Criticism, and Reflective Questions 441.5.1 Findings 441.5.2 Criticism 451.5.3 Reflective Questions 462 Lean Management and Lean Construction 472.1 Pioneers of Lean Management 482.2 Toyota Production System and Tools 492.2.1 Waste, Kanban, and Just-in-time Principle 512.2.2 Jidoka and Related Elements 542.2.3 Heijunka 582.2.4 Single Minute Exchange of Die (SMED) 602.2.5 Kaizen and Standards 602.3 Lean Management and Its Principles 612.3.1 Resource and Flow Efficiency 632.3.2 Examples for Resource and Flow Efficiency 642.3.2.1 The Machine and Plant Manufacturer 642.3.2.2 The Vacation Flight 652.3.2.3 The Healthcare System 652.3.2.4 The Automotive Industry 652.3.3 Four Important Principles 652.3.3.1 Flow Principle 662.3.3.2 Takt Principle 662.3.3.3 Pull Principle 662.3.3.4 Zero-defect Principle 662.3.4 Lean Leadership 662.3.4.1 Excursion: Kata 672.4 Lean Construction and Tools 702.4.1 Last Planner System 722.4.1.1 Milestone Planning 742.4.1.2 Collaborative Programming 742.4.1.3 Making Ready 742.4.1.4 Production Planning 742.4.1.5 Production Management and Learning 742.4.2 Takt Planning and Control 762.4.2.1 Takt Planning 772.4.2.2 Takt Control 782.4.3 Last Planner System and Takt Planning and Control 782.4.4 Lean Construction Case Study 802.4.4.1 Takt Planning 812.4.4.2 Takt Control 852.5 Tools, Tools, Tools 872.5.1 First-run Study 882.5.1.1 Phase Plan 882.5.1.2 Phase Do 882.5.1.3 Phase Study 892.5.1.4 Phase Adjust 892.5.2 Waste Walks 892.5.2.1 5 Why and 6W Questioning Technique 902.5.3 Ishikawa Diagram 912.5.4 A3 Method and Report 922.5.5 Visual Management 942.5.6 5s/5a 962.5.6.1 Seiri - Sort 962.5.6.2 Seiton - Set in Order 962.5.6.3 Seiso - Shine 972.5.6.4 Seiketsu - Standardise 972.5.6.5 Shitsuke - Sustain 972.5.7 Plus/Delta Review 972.5.8 Big Room 992.6 Practice Insights from Martin Jäntschke 1012.6.1 Infrastructure Railway - Introduction of Lean Construction in Large Projects 1012.6.2 Implementing Change in an Infrastructure Organisation 1042.6.3 Conclusion 1082.6.3.1 To Section 2.6.1 1082.6.3.2 To Section 2.6.2 1092.7 Findings, Criticism, and Reflective Questions 1092.7.1 Findings 1092.7.2 Criticism 1102.7.3 Reflective Questions 1123 Cybernetics and Lean 1133.1 VSM and Lean (Construction) Thinking 1153.2 Mapping the Viable System Model with Lean Construction Methods 1163.2.1 Mapping VSM and the Last Planner System 1173.2.2 Mapping VSM and Takt Planning and Control 1183.2.3 Mapping Information Channels and Lean Construction 1183.3 Mapping the Viable System Model with Lean Management Methods 1193.4 Performance Measurement 1243.4.1 General Measurement 1243.4.2 Lean Measurement Construction 1263.4.3 Beers' Triple 1263.5 Case Studies and Practice Insights 1283.5.1 Case Study: Planning Project 1283.5.2 Case Study: Major Project (Planning and Execution) 1303.5.2.1 Design Phase and Approval Phase 1313.5.2.2 Tendering and Awarding Phase 1323.5.2.3 Construction Phase 1333.5.3 Case Study: Megaproject (Execution) 1343.5.3.1 Boundary Conditions 1343.5.3.2 Analysis of the Megaproject 1403.5.3.3 Section Analysis 1403.5.4 Practice Insights from a Medium-sized Mechanical Engineering Company 1433.5.4.1 Challenges for the Industry 1433.5.4.2 The Solution: The Creation of a Hybrid Corporate Form Based on the Vsm 1443.5.4.3 From Theory to Practice: The Organisational Structure 1463.5.4.4 Levels of Complexity 1473.5.4.5 Process Organisation 1493.5.4.6 Role Profiles 1543.5.4.7 Organiplastic as a Base for the Management Cockpit 1543.5.4.8 Conclusion 1573.5.4.9 Adaptability 1593.6 Findings, Criticism, and Reflective Questions 1593.6.1 Findings 1593.6.2 Criticism 1613.6.3 Critical Reflection to Practice Insights from a Medium-sized Mechanical Engineering Company 1613.6.4 Reflective Questions 1624 Beyond Cybernetics and Lean 1634.1 Control, Regulate, Steer 1644.2 Self-organisation 1654.3 Viable, Lean, ... and What About Agile? 1664.4 Digital Transformation 1674.5 Phases of Digital Change 1694.6 Digitalisation in the Construction Industry 1704.6.1 Status Quo 1714.6.2 Phase 1: BIM, VR, AR, MR 1724.6.3 Phase 2: Intelligent Project Management 1744.6.4 Phase 3: Artificial Intelligence in Construction 1764.6.5 Phase 4: Autonomous Project Management 1794.7 Changing the Game 1804.7.1 Nudge Management 1804.7.2 Tit for Tat 1814.8 Partnering 1834.9 Success Patterns in Projects 1864.10 Findings, Criticism, and Reflective Questions 1904.10.1 Findings 1904.10.2 Criticism 1914.10.3 Reflective Questions 1935 Summary and Closing Remarks 1955.1 Complexity, Cybernetics, and Dynamics 1965.2 Lean Management and Lean Construction 1965.3 Cybernetic and Lean 1975.4 Beyond Cybernetic and Lean 197References 199Glossary 209List of Figures 215List of Tables 219List of Equations 221List of Abbreviations 223Index 227

O autorze

Michael Frahm was educated in Stuttgart, Kaiserlautern, and Saarbrücken in engineering and business law, and has fifteen years of professional experience in mega construction project management. He is director of the non-profit association for Systems and Complexity in Organisation (SCiO) for Germany and is a Certified Advanced System Practitioner of this organization.Carola Roll was educated in Straubing and Krems in technical business administration, lean operations management, and integrated management systems and has over 20 years of professional experience in interface positions between business administration and technology in various medium-sized companies. She is director of the non-profit association for System and Complexity in Organisation (SCIO) for Germany and head of Bavaria's related practice group.