Neeraj, Anush (2016-05). Framework to Link Lean Simulation Principles and Their Manifestation on Construction Projects. Master's Thesis. Thesis uri icon

abstract

  • Simulations and lean project case studies have appeared in academic publications for over two decades. Yet novices to Lean Construction have expressed frustration over an inability to make mental connections between the principles illustrated by simulations and potential applications of those principles on actual construction projects. The question this paper seeks to address is: can the principles illustrated by Lean simulations be systematically linked to manifestations of those principles on actual projects? The purpose of this research has been to ease the transition between theory and practice by aggregating published case studies as well as lean simulations and making links between them. The research method adopted for this study included: (1) preparing a systematic literature review sourced from LCI and IGLC databases; (2) working with the Lean Construction Institute to develop an understanding of the history of Lean simulations; (3) constructing an inventory of existing lean simulations and the principles they illustrate; (4) analyzing published case studies and simulations for the lean principles they embody; and (5) developing a matrix/framework to establish logic connections between simulations and case studies of actual projects. Findings were assembled onto a Simulation/Case-study matrix. This research involved locating, translating, and organizing 23 years of published, organically developed, construction case studies from IGLC and LCI databases. Therefore, one limitation of this research is that it included only those simulations and case studies that had been published. One implication and value of this research is that it offers a framework to assist lean educators and facilitators when teaching Lean Construction. This framework can also serve as a "seed" for various international communities to extend and share how specific lean principles can be incorporated into their own cultural traditions within project delivery processes.
  • Simulations and lean project case studies have appeared in academic publications for over two decades. Yet novices to Lean Construction have expressed frustration over an inability to make mental connections between the principles illustrated by simulations and potential applications of those principles on actual construction projects. The question this paper seeks to address is: can the principles illustrated by Lean simulations be systematically linked to manifestations of those principles on actual projects? The purpose of this research has been to ease the transition between theory and practice by aggregating published case studies as well as lean simulations and making links between them.

    The research method adopted for this study included: (1) preparing a systematic literature review sourced from LCI and IGLC databases; (2) working with the Lean Construction Institute to develop an understanding of the history of Lean simulations; (3) constructing an inventory of existing lean simulations and the principles they illustrate; (4) analyzing published case studies and simulations for the lean principles they embody; and (5) developing a matrix/framework to establish logic connections between simulations and case studies of actual projects. Findings were assembled onto a Simulation/Case-study matrix.

    This research involved locating, translating, and organizing 23 years of published, organically developed, construction case studies from IGLC and LCI databases. Therefore, one limitation of this research is that it included only those simulations and case studies that had been published. One implication and value of this research is that it offers a framework to assist lean educators and facilitators when teaching Lean Construction. This framework can also serve as a "seed" for various international communities to extend and share how specific lean principles can be incorporated into their own cultural traditions within project delivery processes.

publication date

  • May 2016