TY - GEN
T1 - Lean principles to inject operations knowledge into design
AU - Dahl, Peter K.
AU - Horman, Michael J.
AU - Riley, David R.
PY - 2005
Y1 - 2005
N2 - Buildings represent a significant financial investment to owners, which is often carried for many years. Just as Toyota realized that the car assembly line accounted for only 15% of the total manufacturing process, the design and construction of a building amounts to only 20% of the total cost of a facility over its life-cycle. Importantly, research has shown that when just one percent of a project's upfront costs are spent, up to 70% of its life-cycle costs may already be committed. More research is needed to bridge the information divide between the development and operation of a facility. Progressive tools and strategies such as Design-Build-Operate-Maintain (DBOM), Design for Maintainability (DFM), and Concurrent Engineering have been developed to assist the design team in their focus on operations and maintenance (O&M) issues. Yet obstructions to the use of O&M knowledge in design still remain. It is argued that this is because the information flow of O&M knowledge into project design is poorly understood. This paper develops a model for exchanging information between design teams and O&M using the principles and tools of lean production to be implemented as a case study. To achieve an O&M compatible design, O&M information ideally ought to be received by the design team in a just-in-time fashion. This paper first explores the obstructions to O&M knowledge transfer, and then proposes a kanban system to facilitate the exchange of information. The paper discusses the triggers and media for the pull of O&M information into building design, as well as the types of projects that would be most receptive to this strategy.
AB - Buildings represent a significant financial investment to owners, which is often carried for many years. Just as Toyota realized that the car assembly line accounted for only 15% of the total manufacturing process, the design and construction of a building amounts to only 20% of the total cost of a facility over its life-cycle. Importantly, research has shown that when just one percent of a project's upfront costs are spent, up to 70% of its life-cycle costs may already be committed. More research is needed to bridge the information divide between the development and operation of a facility. Progressive tools and strategies such as Design-Build-Operate-Maintain (DBOM), Design for Maintainability (DFM), and Concurrent Engineering have been developed to assist the design team in their focus on operations and maintenance (O&M) issues. Yet obstructions to the use of O&M knowledge in design still remain. It is argued that this is because the information flow of O&M knowledge into project design is poorly understood. This paper develops a model for exchanging information between design teams and O&M using the principles and tools of lean production to be implemented as a case study. To achieve an O&M compatible design, O&M information ideally ought to be received by the design team in a just-in-time fashion. This paper first explores the obstructions to O&M knowledge transfer, and then proposes a kanban system to facilitate the exchange of information. The paper discusses the triggers and media for the pull of O&M information into building design, as well as the types of projects that would be most receptive to this strategy.
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M3 - Conference contribution
AN - SCOPUS:84866103770
SN - 1877040347
SN - 9781877040344
T3 - 13th International Group for Lean Construction Conference: Proceedings
SP - 431
EP - 436
BT - 13th International Group for Lean Construction Conference
T2 - 13th International Group for Lean Construction Conference, IGLC 13
Y2 - 19 July 2005 through 21 July 2005
ER -