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Shang Gao · Sui Pheng Low Lean Construction Management The Toyota Way Lean Construction Management . Shang Gao (cid:129) Sui Pheng Low Lean Construction Management The Toyota Way ShangGao SuiPhengLow SchoolofArchitectureandtheBuilt DepartmentofBuilding Environment NationalUniversityofSingapore TheUniversityofNewcastle, Singapore,Singapore Australia(Singaporecampus) Singapore,Singapore ISBN978-981-287-013-1 ISBN978-981-287-014-8(eBook) DOI10.1007/978-981-287-014-8 SpringerSingaporeHeidelbergNewYorkDordrechtLondon LibraryofCongressControlNumber:2014939931 #SpringerScience+BusinessMediaSingapore2014 Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpart of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation,broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmissionor informationstorageandretrieval,electronicadaptation,computersoftware,orbysimilarordissimilar methodologynowknownorhereafterdeveloped.Exemptedfromthislegalreservationarebriefexcerpts inconnectionwithreviewsorscholarlyanalysisormaterialsuppliedspecificallyforthepurposeofbeing enteredandexecutedonacomputersystem,forexclusiveusebythepurchaserofthework.Duplication ofthispublicationorpartsthereofispermittedonlyundertheprovisionsoftheCopyrightLawofthe Publisher’s location, in its current version, and permission for use must always be obtained from Springer.PermissionsforusemaybeobtainedthroughRightsLinkattheCopyrightClearanceCenter. ViolationsareliabletoprosecutionundertherespectiveCopyrightLaw. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publicationdoesnotimply,evenintheabsenceofaspecificstatement,thatsuchnamesareexempt fromtherelevantprotectivelawsandregulationsandthereforefreeforgeneraluse. While the advice and information in this book are believed to be true and accurate at the date of publication,neithertheauthorsnortheeditorsnorthepublishercanacceptanylegalresponsibilityfor anyerrorsoromissionsthatmaybemade.Thepublishermakesnowarranty,expressorimplied,with respecttothematerialcontainedherein. Printedonacid-freepaper SpringerispartofSpringerScience+BusinessMedia(www.springer.com) Preface The Chinese construction industry has witnessed many remarkable achievements overthepastyears.Yetitstillsuffersfrommanyproblems,includinglowproduct quality, low working efficiency, projects finishing over budget, huge construction wastes and others. As very little past studies have shed light on the Chinese constructionindustryinthecontextofimplementingleanorToyotaWaypractices, thisstudyaddressesthisresearchgapwiththeaimofgeneratingusefulinsightsthat maybetterguidelargeChineseconstructionfirmsinembarkingonaleantransfor- mationexercisebymeansofdeployingtheToyotaWayprinciples. The Toyota Way was historically the first domain, where the practices and principlesofleanproductionorleanconstructionwereformulatedanddeveloped. It can be easily seen that lean construction has already borrowed some principles andtechniquesoftheleanconceptorToyotaWayandhasbecomeanestablished theme in the construction domain. The aim of this study is to establish the implementation framework of the Toyota Way model for large construction firms in China. It begins with an extensive literature review of the lean concept, the Toyota Way and the relevant frameworks of lean construction. A theoretical framework for the Toyota Way model within the construction context has been developedandisaccompaniedbyalistofToyotaWay-styledattributes,whichfit intotheconstructioncontext.Itisworthhighlightingthatthefocushasbeenputon the Toyota Way model, over other existing frameworks of lean construction, becauseofthecomprehensivenessoftheToyotaWaymodel,whichcontainsfour layers—the philosophy model, the process model, the people and partners model, and the problem-solving model. Most importantly, it has addressed the technical andsocialaspectsoftheleanconcept. InordertoassessToyotaWaypracticeswithinlargeChineseconstructionfirms, amixedresearchmethodwasadoptedatdifferentstagesofthestudy.Forastart,a structured questionnaire based on the identified Toyota Way-styled attributes was developed,anddatawascollectedfrombuildingprofessionalswithlargeconstruc- tion firms in China. The quantitative data outlines the status quo of the Toyota Way-styledpracticesimplementedintheChineseconstructionindustry,aswellas theextenttowhichtheseattributeswereperceived.Theresultsshowedthatallthe actionableattributesderivedfromtheToyotaWaymodelwereappreciatedbythe respondents,butsomeattributesfallshortofimplementation.Tofurtherinvestigate why implementation was uneven, and also to understand how these Toyota Way v vi Preface practices could be implemented in real-life projects, interviews and case studies were carried out as part of the investigation. At this stage, from the interview findings, the evaluations of the case study projects and the comparisons with the theoreticalmodeloftheToyotaWay,thefindingshaveenhancedtheunderstanding of Toyota Way practices in the Chinese construction context. Furthermore, the results highlighted that the gap between actual practice and Toyota Way-styled practicesisenormous,andimplementationfacesconsiderablechallenges.Basedon allthefindings,thisstudythenemploystheSWOTanalysistopresentapicturethat addresses the strengths, weaknesses, opportunities and threats to the implementation ofthe Toyota Way inChina. It is also confirmed that the Toyota Way model presented in this book is considered appropriate for use in Chinese construction firmsandmayadditionallybeusedasaholisticassessmenttoolformeasuringthe maturityoffirmsintermsoftheirToyotaWayimplementation.Managementwould then be in a better position to develop plans for Toyota Way implementation by focusing on weak areas, and thus increasing the likelihood of success in the implementationoftheToyotaWay. Keywords:ToyotaWaymodel;Leanconstruction;LargeChineseconstruction firms;SWOT Singapore,Singapore ShangGao Singapore,Singapore SuiPhengLow Abbreviations ACE Architectural,EngineeringandConstruction BIQ Built-inQuality BIM BuildingInformationModeling CCA ChineseConstructionAssociation CCETB ChinaConstructionEngineeringThirdBureau CCTV Closed-circuitTelevision CI CorporateImage CII ConstructionIndustryInstitute CICA ChinaInternationalContractorsAssociation CICC ChineseInternationalConstructionCompany COE Collective-ownedEnterprises CSCEC ChinaStateConstructionEngineeringCorporation DI DesignInstitute GDP GrossDomesticProduct GM GeneralMotors HRM HumanResourceManagement JIT Just-in-Time LCCF LargeChineseConstructionFirm LCI LeanConstructionInstitute LPS LastPlannerSystem MHURD MinisterofHousingUrban-RuralDevelopment MOC MinistryofConstruction NAOC NationalAuditOfficeofChina NUMMI NewUnitedMotorManufacturing,Inc NBSC NationalBureauofStatisticsofChina NIE NationalInspectionExemption PDCA Plan-Do-Check-Act POM ProductionandOperationsManagement PE ProjectEngineer PM ProjectManager PMBOK ProjectManagementBodyofKnowledge PPC PercentPlanComplete PPT ProjectPlanningTaskforce vii viii Abbreviations QCs QualityCircles Rebar Reinforcementbar RMB Renminbi SME SmallandMediumEnterprises SOE State-OwnedEnterprises SOP StandardizedOperatingProcedure SQC StatisticalQualityControl SWOT Strengths,Weaknesses,OpportunitiesandThreats TFV Transformation-Flow-Value TPS ToyotaProductionSystem TQC TotalQualityControl TQM TotalQualityManagement WIP Work-in-process WTO WorldTradeOrganization List of Non-English Terms Used 5-S 5-S is the acronym for Sort (Seiri), Simplify (Seiton), Sweep (Seiso),Standardize(Seiketsu),andSelf-discipline(Shitsuke): a visually oriented system for organizing the workplace to minimizethewasteoftime Andon A visual control device to notify management, maintenance staffandoperatorsofqualityorprocessproblems Gemba Theactualplacewheretherealadded-valueworkisdone GenchiGenbutsu Goandseeforyourself Guanxi Relationships among various parties that cooperate and sup- portoneanother Hansei Relentlessreflection Heijunka Productionsmoothingorlevelingtheproductionschedule Hoshinkanri Also called policy deployment. It is a step-by-step planning, implementationandreviewprocesstomanagechange Jianli ThisisthesupervisionfirmintheChineseconstructionindus- try. The jianli’s main role is to ensure that a project is constructed safely and to the quality standards as required underthelaw Jidoka Providingmachineriesandoperatorswiththeabilitytodetect whenanabnormalconditionhasoccurredandtoimmediately stopwork Kaizen Continuous,incrementalimprovementofanactivitytocreate morevaluewithlesswaste Kanban A signal, often a card attached to suppliers or equipment that regulatespullbysignalingupstreamproductionordelivery Muda Wasteornon-value-addingactivities Muri Overburden—when workers or machines are pushed beyond theircapacity Mura Unevenness—when some workers and machines work below their capacities for some of the time, while others may overproduce Nemawashi AcommonlyusedJapaneseconsensusbuildingtechnique ix

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The book presents a mixed research method adopted to assess and present the Toyota Way practices within construction firms in general and for firms in China specifically. The results of an extensive structured questionnaire survey based on the Toyota Way-styled attributes identified were developed a