Construction projects can be modelled, using TFV theory of lean construction, as combination of main activity network that are primarily transformations and feeding flow processes which supply input material to main activities. These feeding processes may include one or more sub-processes/ and operations with varying cycle time (C/T). The lack of synchronization between these sub...

Compared to other industries, the construction sector has lagged in improving productivity. Effective performance, of which productivity is an indicator, is facilitated by conversation that clearly identifies necessary steps to achieve common goals. The type of language used in productive conversation can be referred to as the language of action; similarly, the term 'linguistic action'...

The implementation of the Last Planner System increases the reliability of planning and performance levels through the management of commitments. So far, the conversations during which commitments are set at planning meetings have not been analyzed in sufficient depth. However, this analysis is essential to generate reliable commitments that reduce the uncertainty and variability of...

In many ways, the transition from traditional modes of management thinking and behavior to Lean approaches is what Kuhn referred to as a 'paradigm shift'. Not only surface artifacts like behavior are different in a Lean organization - the most basic assumptions and patterns of thought are fundamentally different than those that have guided organizations...

Construction projects require the coordination of multiple organizations. The production flow of these projects is often hampered through sources of wastes such as improper utilization of the skills of the labours and lack of coordination with the multiple organizations involved in these projects. Bridge information modelling provides a powerful platform for visualizing work flow and...