Awareness of Lean Construction in Construction Industry through Questionnaire Survey in India
Radhika Sharma1, Archana Tiwari21M. E. student, civil engineering department , Madhav Institute of Technology and Science(MITS), Gwalior
2Professure of Civil Engineering department, Madhav Institute of Technology and Science(MITS), Gwalior
Abstract - The concept of Lean Construction has been introduced successfully into the Construction Industry to increase efficiency and profit by elimination of non-value adding activities or ‘Waste’. Lean Construction is an adaptationof Lean manufacturingprinciples andisthefuture ofthe ConstructionIndustryindevelopingaswellasdeveloped countries. There has been much study and documentation conductedon‘LeanConstruction’ inUSA. Eventhough people have started practicing Lean in India, there is lack of documented information available about it. Professionals within the Industry could already be minimizing ‘Waste’ and/or followingLeanprincipleswithouttheknowledgeofthe term‘LeanConstruction.Thissuggestedaneedforeducation, training, and an increased awareness about the Lean Construction in India. It is possible that professionals, within the industry are already minimizing waste and adopting principles without being aware of 'Lean Construction' as a term. This research work is about LeanConstructionpractices and awareness in Madhya Pradesh.
In the present work author conducted study in two parts. In the first part a questionnaire is prepared to assess the knowledge and awareness of construction professionals in Gwalior and nearby areas about lean construction practices
Key Words: lean Construction, Industry, Questionnaire, Awareness
1.INTRODUCTION (Lean Construction)
Lean Construction was introduced in 1993 in USA by the InternationalGroupofLeanConstruction(IGLC).Thegoalof theIGLCistosignificantlyenhanceboththeproductandthe architectural,engineering,andconstruction(AEC)processin ordertobettersatisfyclientrequests(IGLC,2010)[1]Lean ConstructionisarelativelynewConstructionManagement philosophy in developing countries like India. Lean Construction has evolved from Lean manufacturing principles. There has been a lot of interest in Lean Construction in developing countries, along with its numerous tools including the Last Planner System, Just in Time, Total Quality Management, and Continuous Improvement.hasreceivedalotofattentionindeveloping nations.
1.1 BASIC CONCEPT OF LEAN
WomackandJones(1996)[2]identifiedfollowingfivekey principles for the basis of design of any lean construction system.
o Value:Thereisaneedtoclarifythecustomer’s needs in order to clarify activities or products thatsignifyvalue.
o Value Stream: By mapping the whole value stream, establishing cooperation between the participants, and identifying and eliminating waste,theconstructionprocesscanbeimproved.
o Flow:Businessflowincludesprojectinformation (pacifications,contracts,plans,etc.).Jobsiteflow involvestheactivitiesandthewaytheymustbe done.Supplyflow:referstothematerialsusedin aproject.
o Pull: Theeffortsofallparticipantsstabilizepulls duringtheconstructionprocess.
o Perfection:Workinstructions,proceduresand qualitycontrolsareestablished.
1.2 CONTINUOUS IMPROVEMENT
ALeanapproachwithContinuousImprovementprovides a framework tocontinuouslyexamineworkprocessesand seekbetterperformances.Varioustoolsareavailable,andthe cross-functionalteamsoftenbringnewperspectivestothe table.
Leanthinkingcanprovidecontinuouslyimproving Valueforthecustomerby:
o Improvingthequalityofworkprocesses
o Reducingerrorsordefectsinworkprocesses
o Reducingwasteandcosts
o Improvingflowoftheprocess
o Simplifyingcomplexprocesses
o Reducingleadtime
o Improvingemployeemorale
1.3 COLLABORATIVE WORKING
o “Collaborate” “theactionofworkingwithsomeone elsetoproduceorcreatesomething.”
o Collaboration starts with sharing information and knowledge across the team to work together to developthebestprojectplanwithintheapplicable budget,schedule,andqualityconstraints
o Truecollaborationrequiresthefacetoface,handto handworkingtogetherinacollaborativespacethat makesallideasvisible,allowsallvoicestobeheard anddevelopsseveraloptionstoproblemsolvingthat allow for choices among competing ideas for all aspectsoftheproject.
o Collaborationinevitablyleadstoinnovation.Italso hasanother;equallyimportantbenefitallowstrustto develop
Project as a Production System –
ERA-1
PRODUCTIVITY
ERA-2 PRIDICTIVITELY
ERA-3 PROFIBILITY
o Having a shared culture makes it easier for processestobesustainableinthelongrunwithout muchmoment-to-momentguidance.
o ThiswasthecasewithToyotawhentheirrenowned 'ToyotaWay'emergedfromtheiruniquecultureof inspired and empowered people, good communications,andcontinuousimprovement."
o Itisessentialtocreateandmanageteamsinorderto foster a project team culture that promotes full collaboration.
o This should be a culture with shared behaviours, attitudes, values, and rules that contribute significantly to the success of the project. Such a culturemustgobeyondmerelyencouraging.
o positivethinking;itmustalsoofferspace,tools,and proceduresforitsgrowthandflourishing.
o An effective project team culture must include qualitiessuchastrustworthiness,open-mindedness, globalconsciousness,collaboration,innovation,and more.
1900-1990
1950
How to Deliver Business Objectives Minimal Use of Resources
2000Scientific Management ProjectManagement Project and ProductionSystem How to Get More OutOfWorkers How to Predict Project Outcomes Through Measurement and Compliance.
o KeystrategiesofFord’ssystemofMassProduction andFrankwoollard’sFlowProductionfollowedby TPS(ToyotaProductionSystem)include
o maintainingaflowofproductionfromthebeginning totheendoftheprocessor
o the value stream by reducing variability and effectively controlling the amount of work-in process
1.4 LEAN CULTURE
o Our team-mates values, attitudes, beliefs, orientations,andunderlyingassumptionscompose thecultureofourworkplace.
o This culture is defined as the social domain that expressescontinuitiesanddiscontinuitiesofshared meaningovertime.
o Inessence,itisthe“stuff”wepassontoothersfor themtolearnfromandfollow
1.5 CORE CONCEPT OF LEAN IDENTIFY WASTE & ELIMINATE IT
MURA (Inconsistency/Unevenness)-Unevennessinthe productionsystemrelatingtolabour.
MURI (Unreasonableness / Impossible / Overdoing)
OverburdenoflabourandMachine
MUDA Activities that do not add any value to the customer(the8wastes)
Thereare8typesofwasteinMuda:
1. Transportation -Locatingmaterialstofarfrom thepointofinstallation
2. Inventory -Stockpilingtoomuchmaterialwell before it is needed and in the way of other trades
3. Motion -Doubleandtriplehandlingofmaterial when planning could have reduced it to on move
4. Excess Processing - Finishing a foundation wallwhenitwillbebackfilledorcovered
5. Defects - Itemsofworkthataredeficientand do not meet requirements which require rework
6. Over-production- Producingmorepipespools thanrequired
7. Waiting -Waitformaterials,tools,instructions, work-areaetc.
8. Not Utilizing Human Resources - Assigning taskstopeoplewhocannotdoit,Not-assigning topeoplewhocandoit
Leanidentifiedeightformsofwastethatcanbe summarizedbythemnemonic“TIMEDOWN”.
Types of MUDA
Beyondthe8formsofMuda,isgeneralizedinto-
Type1Muda(NVAN–Non-ValueAddedbutNecessary)
• Actions that are non-value added, but are deemed necessary for the process. This type of waste cannotbeeliminatedimmediately.
Type2Muda(NVA–Nov-ValueAdded)
• Actions that are non-value added, and are also not necessaryfortheprocess.Thesearethefirsttarget ofelimination.
MURAandMURIaretherootcausesofMUDA
1.6 KEY LEAN TOOLS
Key Lean tools Lean Principle Types of waste Implement ation time
Indicates thereis waste Low Value Stream Mapping (VSM)
(CPS)/Last Planner System (LPS)
cooperation microlevel
Big Room Approach Cross functional collaboration; Coordination pulls Addresses waste reductionata microlevel
High
Several authors have studied the application of Lean philosophytotheConstructionIndustry.Salemetal.(2005) [4] conducted a field study with the help of direct observations,interviews,questionnaires,anddocumentary analysis to evaluate the effectiveness of some Lean Constructiontechniques,includingthelastplanner,wehave implemented visualization techniques, regular team meetings,initialtrialanalyses,the5smethodologyandasafe systemtoensurehighqualitystandards.Thestudyfocused onthefirstphaseofa four-flooruniversitygarage project located in the USA. The structure was cast-in-place reinforced concrete. It was found that there is need for behavioral changes and training for effective use of Lean ToolsThemajorityoftheLeanConstructiontoolschosenfor theprojectareeithersuggestedwithminimaladjustments orarereadytouse.
system Flowof production; visualization; waste identification
detailed Medium 5S Waste identification andelimination organizeand standardizethe workvalue
observation Inventory, Transportatio n,Defect, Waiting
Motion, delays Medium Collaborative Planning System
Workflow reliability;pull; collaboration,
Addresses waste reductionata
High
eliminationmethodsattheoperationallevel.Oneofthemain reasonsleadingto20wastagesattheconstructionsitewas thelackofcommunicationandcoordination.SongandLiang developed a vertically integrated scheduling system that featuresaninterfacewithcriticalpathmethod(CPM)based schedules,alocation-basedlook-aheadschedulingalgorithm, andagraphicweeklyplanningmethodtoimproveit.
In a vein Dr. Siddique in his work (date not provided) explored the current condition of the cement industry, in Indiawellashowflyashandconstruction"Waste"arebeing utilizedinconstructionactivities.Thestudyalsodiscussed potentialadvancesinuseofmaterialssuchashigh-volume flyash(HVFA)whichisthebyproductproducedduringthe combustion of coal, ready mix concrete the use of RMC (ReadyMixConcrete)andself-compactingconcrete(SCC),in constructionactivitiesexpectedtotakeplaceinIndiaover the decade (2008 2018). Their impact, on the Concrete ConstructionIndustry.Additionally,itprovidedinformation about the developments that have taken place in India relatedtotheutilizationofflyash,cementproductionand construction‘Waste’aswell aspotentialinthedecadethe Concrete Construction Industry is expected to make progress by incorporating supplementary cementing materials, RMC (Ready Mix Concrete) and SCC (Self CompactingConcrete),onalargescale.
Bhattacharjee,B.(2010)[6]concludedthattherewasaneed forbeingconcernedaboutsustainabilityofconcreteinIndia andminimizingthewastageofpreciousnaturalresourcesby making their efficient and judicious use. Concrete construction,inIndiahasbeenabletoachieveadvancements throughtheutilizationoflarge-scalemechanizationalong, withthewidespreadimplementationofready-mixconcrete (RMC) techniques and prefabrication methods whenever feasible. Furthermore, the study concluded that use of six concrete components namely, coarse aggregate, fine aggregate, water, ordinary Portland cement (OPC) with mineral admixture/blended cement and plasticizer for productionofUsingengineeredconcreteofnon-engineered orsemiengineeredconcretehasthepotentialtomakethe concreteindustry,inIndiamoresustainable.
3. METHODOLOGY
For this research information was collected confidentially usingasurveyquestionnaire.Forthispurpose,morethan70 professionals working in firms related to Construction Industry from India were identified and subsequently requested to complete the 12 questionnaires. These professionals included architects, structural engineers, projectmanagers,andvariousconsultantsassociatedwith theConstructionIndustry.
Thequestionnairewascreatedusingthegoogleform.The invitation to take the survey was distributed via emails. Fromthis,49professionalsdulyfilledthesurveyandwere respondentsforthisstudy.
4. DATA COLLECTION
Theinformationcollectedthroughthesurvey.Response to each question from the respondents is shown in graphical formandisexplainedfurther.
Table 1.Respondentsandtheirexperiences
Table1.,itwasdiscoveredthatmajorityoftherespondentsin thisstudyhadvariedrolesintheirrespectivecompany,i.e., Architects,5individuals(13.5%respondents).Respondents representing Construction Manager/Project Management werethethirdlargestgroupcorrespondingto5individuals or 13.5%. There were 10 respondents (27%) who were Contractor/Sub-Contractorwhilethe15individuals(40%) were designer and engineer and rest 2 individual were GeneralManager.
thatasmanyas9(23.7%)respondentswerefresher’sand 20 (52.4%) Respondents with experience between 0 to 5 years.7respondents(18.4%)hadworkexperiencebetween 5 to 10 years while remaining 2 respondents (5.3%) had morethan10yearsofexperienceintheindustry.
Table 3. indicates that there was a mixed response to the awarenessoftheterm‘LeanConstruction’.54%respondents fromIndiadidnotknowtheterm‘LeanConstruction’while remaining46%respondentsknewtheterm.
Table 4. Respondentsusingprojectmanagement system/techniqueinconstructionprojects
Table 4. indicate that 33 (89%) respondents were using project management system/technique in construction projects and remaining 4 (10.8%) did not use this technique.
Table 5. Quantifyprojecttimeoverruninproject
Table5.indicatethat33respondentswereusingtheQuantify projecttimeoverruninprojectand5ofthemarenotusing themethod.
Table 6 Identifyriskfactorsinprojects
Table 6. indicate that 30 (83%) responders were Identify riskfactorsinprojectsand6ofthemarenotidentifythe riskfactors.
Table 7 wastereductioninconstruction
Table 8. CheckingdailyMasterschedule?
Riskresponseplan
Table 10. Modifythemasterschedule
Thequestionnaireincludedatotalof12questions.First4 questionswereaimedatclarifyingrespondents’professional andoccupationalattributes.Questions4to10wererelated to operational characteristics of lean construction. The question was critical as it asked if the respondent was familiar with the term ‘Lean Construction’. its use while respondents in India might have been implementing the ‘Leanprinciples’withoutbeingawareofthetechnicalterm ‘LeanConstruction’.
Thesampledatagatheredaredisplayedanddocumentedin detail. This analysis included displaying summary of descriptivestatisticsandmakinginferencesfromthedata.In theconclusionsection,importantfindingsfromthepresent researchwerenotedandrecommendationsweremadefor furtherresearch.
5. RESULT AND DISCUSSION
The survey was taken by professionals from Madhya Pradesh.itshelpingtoobtainunbiasedresults.Information wascompiledthroughresponsetothesurveybyindividuals with very specific knowledge of present construction practices and relevant professional work experience. The levelofeducationandprofessionalexperienceofmostofthe respondents held the Master’s Degree and had a vast experience in the field (more than 10 years). Most of the participatingfirmswereownedprivately.Thisbackground information gathered via survey implied that the results were indicative of the general trends and practices of the
industry in Gwalior or nearby areas and the survey was reliable.
Resultsgatheredfromthesetofquestionsrelatedtocurrent managerial practices showed that there were few Lean principlesused bythem.It wasapparent thattherewasa generalawarenessaboutresourceutilization,althoughthere wasalackofprocessesinplaceindicatingpropermethods suchasLean.Also,thedisadvantagesduetoinadequateuse ofLeanmethodshadnotbeenfullyandcorrectlyquantified since the importance of such practice had not yet been realized.
Lastly,theresearchindicatedthattherewasanincreasing response to the use of Lean Construction methods in developed country like in a developing country like India. This suggested a need for education, training and an increasedawarenessabouttheLeanConstructionmethods andconceptsinIndia.
6. CONCLUSIONS
The purpose of this research was to explore and evaluate lean construction awareness in India by analyzing the methodsofminimumwastageandimplementationofLean practicesintheconstructionprojects.LeanConstructionis adaptation of the Lean manufacturing concepts in the Construction Industry. A questionnaire was prepared and distributed to professionals evaluate current construction practicesandawarenessabout‘LeanConstructionconcepts.
REFERENCES
[1] "International Group of Lean Construction Mission Statement.retrievedfrom,"2010.[Online].Available: https://iglc.net/.
[2] J.P.&.J.D.T.Womack,"LeanThinking:BanishWaste andCreateWealthinYourCorporation," Journal of the Operational Research Society, vol.48,011996.
[3] N.&.A.J.Sayer,"StatusofLeanintheUSConstruction Industry," Rider Levett Bucknull, vol.4,2012.
[4] O.a.S.J.a.G.A.a.L.M.Salem,"Siteimplementationand assessment of lean construction techniques," lean Construction Journal, vol.2,2005.
[5] L.a.L.D.Song,"Leanconstructionimplementationand its implication on sustainability: A contractor's case study," CanadianJournal ofCivilEngineering, vol.38,pp. 350-359,2011.
[6] B. Bhattacharjee, "Sustainability of concrete constructioninIndiancontext," IndianConcreteJournal, vol.84,pp.45-51,2010.
[7] R.a.Z.T.Shenoy,"NewEraofProjectDelivery–Project as Production System," Journal of Project Production Management, vol.1,pp.13-24,112016.
[8] D.Bayer,"CultureMattersinDesignandConstruction," Lean Construction blog , 2020.
[9] R. H. a. S. S. Ansah, "Effect of lean tools to control external environment risks of construction projects," Sustainable Cities and Society, vol.32,2017.
[10] S. a. K. K. Singh, "Review of literature of lean constructionandleantoolsusingsystematicliterature reviewtechnique(2008–2018," AinShams Engineering Journal, vol.11,2019.
[11] R. H. a. S. S. {Ansah, "Effect of lean tools to control external environment risks of construction projects," {Sustainable Cities and Society},, vol.32,2017.
[12] A.M.a.N.Solopova,"Optimizationofactivitiesofroad construction company based on lean manufacturing tools,"in E3S Web Conf.,2020.
[13] I.a.G.L.a.M.F.a.V.M.G.a.V.E.CastiblancoJimenez, "alidationofaTAMExtensioninAgriculture:Exploring the Determinants of Acceptance of an e-Learning Platform},," Applied Sciences, vol.11,2021.
BIOGRAPHIES
Ms.RadhikaSharma
M.E.(constructiontechnologyand management),MITSGwalior
B.tech(civilengineering)SRGOC BanmoreGwalior
Pro.ArchanaTiwari Professor, of civil engineering department,MITSGwalior
B.E, M.E (structural engineering) fromIITRoorkee
