Evaluation of Lean Manufacturing Tools and Digital Technologies Effectiveness for Increasing Labour Productivity in Construction
Abstract
:1. Introduction
2. Literature Review
2.1. Time and Measurement of Construction Labour Productivity
2.2. Construction Labour Productivity and Its Impact on the Efficiency of Projects
2.3. Factors Affecting Construction Labour Productivity
2.4. Approaches to Increasing Construction Labour Productivity
3. Materials and Methods: Proposed Approach to the Implementation of Lean 4.0 and Assessment of Its Impact on Labor Productivity and Efficiency of Development Projects
3.1. Approach to the Implementation of Lean 4.0 in Development Projects
3.2. Approach to Assessing the Effects of Lean 4.0 Implementation in Construction
4. Results
4.1. Project No. 1—“Enhancement of Masonry Works on the Example of a Housing Development Project”
4.2. Project No. 2—“Increasing the Efficiency of Installation of a Heating System on the Example of a Housing Development Project”
4.3. Project No. 3—“Enhancement of Project Equipment during the Implementation of Project for the Provision of Mechanical and Electrical and Telecommunication and Warning Systems”
4.4. Project No. 4—“Optimization of Deadlines in Business Processes of Procurement Procedures through Digitalization”
4.5. Project No. 5—“Implementation of Online Checklists for Operational Quality Control and Organization of Reference Areas during Construction and Installation Works”
4.6. Project No. 6—“Improved of Design Solutions for the Arrangement of the Pit Sheeting System”
4.7. Project No. 7—“INTERACTION and Work with International Architectural Bureaus”
5. Discussion of the Results of Using the Proposed Approach
6. Conclusions
Author Contributions
Funding
Data Availability Statement
Acknowledgments
Conflicts of Interest
Appendix A. (Objectives of Lean Manufacturing Projects)
No. | Objectives of Lean Manufacturing Projects |
1 | Increasing the productivity of work performed |
2 | Improving the quality of structures/services provided/works performed |
3 | Improving business processes |
4 | Improving working conditions and safety, environmental standards |
5 | Risk reduction |
6 | Improving the safety of work execution/services provision |
7 | Improving the efficiency of the organization of workplaces, production sites |
8 | Reducing the cost of works/services/products |
9 | Reducing all types of production and non-production losses |
10 | Reducing labour intensity (optimizing the number, improving technology) |
11 | Changes in the organizational structure, reduction of unproductive costs |
12 | Eliminating duplication of functions |
13 | Saving material and energy resources |
14 | Reducing unscheduled/scheduled downtime of workers and equipment, improving the quality of equipment repair |
15 | Increasing the lifetime of equipment |
16 | Improving the turnover of in-process inventory, supplies |
17 | Applying new technologies introduced using Lean manufacturing approaches and tools |
18 | Identification of additional income (increase in profitability) |
19 | Development and marketing of new services/products |
Appendix B. The Mechanism of Implementing the Lean 4.0 Project for the Construction Process
Appendix C. The Mechanism of Implementing the Lean 4.0 Project for the Office Process
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Activities to Be Carried Out during Lean Manufacturing Project Implementation | ||
---|---|---|
No. | Construction Process | Office Business Process |
1 | Determination of total and actual scopes of work | Defining business process boundaries with the process owner |
2 | Determination of the required pace of work based on the working schedule and the current state | Conducting interviews with business process participants |
3 | The Standardized Work and 1 × 1 Problem Solving tools are used to carry out the analysis | Building a simplified business process diagram using the Structured Flow Chart tool |
4 | Determination of the daily need for materials, resources and methods of their supply | Detailing the business process diagram and agreeing it with the owner |
5 | Determination of the daily need for the number of workers | Analysis of the business process diagram and identification of problems, losses |
6 | Division of the work site into work zones of the same labour intensity sufficient for the work of one team during the shift | Development of a business process improvement plan |
7 | Drawing up a daily work schedule | Implementing improvements using the Kaizen tool |
8 | Development and implementation of improvements using the Kaizen tool | Ensuring control over the implementation of measures taken |
9 | Ensuring control over the implementation of measures taken | Development of regulations for this business process |
10 | Development of a standard for this type of work |
No. | Criteria | Score | Weight | Offer Rating |
---|---|---|---|---|
1 | Significance | 1–5 | 20% | Score × Weight |
2 | Novelty | 1–5 | 10% | Score × Weight |
3 | Efficiency | 1–5 | 40% | Score × Weight |
4 | Scale | 1–5 | 30% | Score × Weight |
Total score | Summarized score |
Type and Sequence of Effect Formation | Formula for Calculating the Effect | Legend, Notes |
---|---|---|
Downtime reduction | T2, T1—time spent on execution with and without Lean 4.0. It is determined by time measurement [18,34] or expertly based on duration of work before and after Lean 4.0 implementation [42] | |
Labour costs reduction | C—the cost of a unit of labour (payment per man-hour) | |
Reduced turnaround time | —reduction of the period for performance (days, months, etc.) Z—costs per unit of time (day, month) For example, the cost of heating the site of the process operation, lighting, etc. can be considered as Z. | |
Reduction of material costs | —the amount of material savings, the amount of material losses prevented S—the cost of a unit of material [42]. It can be achieved through the formation of stocks for a longer period | |
Reducing the cost of machinery | A—the cost of renting the mechanism per month; O—salary of the driver; N—the number of days by which the period of work performance has been reduced. | |
Reducing the cost of correcting comments, collisions, RFI | —reduction in the number of comments, changes, collisions Zr—costs for correcting comments, changes, collisions | |
Reduction of semi-fixed costs | Usp—semi-fixed costs for the maintenance of the construction site; Ua—semi-permanent administrative and management expenses; N—the number of months by which the construction period has been reduced | |
Management costs reduction | Zg—costs for the general contractor; Zh—costs for the customer; N—the number of days by which the period of work performance has been reduced | |
Increased turnover | Volume of released working capital, including credit (acceleration of loan repayment, reduction of overpayment) [42] | |
Total costs reduction | q—the number of detected effects; Ei—the sum of the effect of the i-th type | |
Increased project efficiency | NPV2, NPV1—NPV of the project with and without Lean 4.0. |
Before | After | |
---|---|---|
Work progress rate | 17 days/floor | 6 days/floor |
Number of comments from the technical customer | 15 | 0 |
Productivity of works on laying cinder blocks | 8 m3/day | 14.5 m3/day |
Period of delivery of floors to the technical customer | 30 days | 2 days |
Work completion date | 28 May 2022 | 10 May 2022 |
Before | After | |
---|---|---|
Pipeline installation productivity | 85 l.m./shift | 270 l.m./shift |
Console manufacturing productivity | 28 pcs/shift | 70 pcs/shift |
Pipe fabrication productivity | 200 l.m./shift | 270 l.m./shift |
Existing stock of materials to ensure installation | 2 days | 21 days |
Downtime of workers waiting for the material | 1–3 days | 0 sec |
Number of comments made in the course of structures acceptance | 8 | 2 |
Work continuous production system | No | Yes |
Uninterrupted system for supplying blanks from the workshop to the installation level | No | Yes |
Before | After |
---|---|
Fire protection engineering equipment (Manufacturer A) | Fire protection engineering equipment (Manufacturer B) |
Analogue—additional equipment is required to interface with the facility fire protection system | Addressable—direct interfacing with the facility fire protection system |
Production time of the fire protection engineering equipment is 6–8 weeks | 90% of fire protection engineering equipment is available in stock (10% of complex fire protection engineering equipment is manufactured in 4–6 weeks). |
The fire protection engineering equipment of this manufacturer has not been used before and is not used at other facilities of the company | The fire protection engineering equipment of this manufacturer has already been used at other facilities of the company. |
Different manufacturers produce automatic fire alarm system for the facilities | A single manufacturer produces the automatic fire alarm system for the facilities |
The cost of fire protection engineering equipment and additional equipment —102, 955 rubles | The cost of the fire protection engineering equipment—49, 490 rubles (50–60% lower than the cost of fire protection engineering equipment offered by the manufacturer A) |
Difficulties with technical support due to different manufacturers | A flexible technical support service. |
Parameter | Before | After |
---|---|---|
Tender duration | 48 working days | 25 working days |
Time of technical project documentation approval with minor changes | 10 working days | 4 working days |
Time for the correction of errors in the tender initiation request | 3 working days | 1 working day |
Time spent on the review of the offer by an employee of the Procurement Procedure Organization Directorate | 3 h | 1 h |
Working documentation reference validity period | 2 weeks | 5 years |
Time spent by an employee of the Procurement Procedure Organization Directorate to check the operability of the working documentation reference | 0.5 working days | 0 working days |
Parameter | Before | After |
---|---|---|
Number of comments from the technical customer | 12 pcs/section | 0 pcs/section |
The planned position of the structures corresponds to the design | No | Yes |
The deviation of the wall surface from the vertical exceeds 10 mm | Yes | No |
The thickness of horizontal and vertical joints exceeds permissible values | Yes | No |
Period of structures delivery to the technical customer | 30 days | 3 days |
Number of attempts to deliver the structures to the technical customer | 6 times | 1 time |
Method of operational control | Visual | Check list |
Saving the history and analytics of comments | No | Yes |
Before | After |
---|---|
The duration of work is 152 calendar days | The duration of work is 100 calendar days |
Struts supported by a concrete insert in the foundation plate are included in the pit sheeting system | Struts supported by a concrete insert in the foundation plate are excluded from the pit sheeting system; |
Installation of the sheeting system and earthworks are carried out in three stages—work zones; | Installation of the sheeting system and earthworks are carried out in a single work zone, without division into stages; |
Benching is developed as a separate type of work; | Benching development is not a separate type of work; |
The specific quantity of metal per sheeting system structure is 256,026 tons. | The specific quantity of metal per sheeting system structure is 115,098 tons. |
Parameter | Before | After |
---|---|---|
Conclusion of a contract with a foreign architectural bureau | 30 calendar days | 30 calendar days |
Repeated conclusion of the contract in case of impossibility to implement the project | 30 calendar days | 0 calendar days |
Suspension of the project for making a decision in connection with the start of the Special Military Operation | 30 calendar days | 30 calendar days |
Concept design development | 90 calendar days | 113 calendar days |
Confirmation of the possibility to transfer money to the foreign architectural bureau | 47 calendar days | 47 calendar days |
Restriction of the Central Bank on advances to foreign companies | 114 calendar days | 114 calendar days |
Additional adjustment of main design solutions due to increased requirements of Russian design standards | 30 calendar days | 0 calendar days |
Suspension of the project due to sanctions imposed on currency transfer | 64 calendar days | 64 calendar days |
Conversion of the model from foreign to Russian software | 30 calendar days | 0 calendar days |
Architectural general concept adaptation by the General Designer | 183 calendar days | 0 calendar days |
Additional meetings to clarify the boundaries and scope of responsibilities of the design participants | 30 calendar days | 0 calendar days |
Schematic design development | 120 calendar days | 122 calendar days |
Design supervision by the foreign architectural bureau | 45 calendar days | 45 calendar days |
Lean 4.0 Project According to the Practical Approach | Results | ||
---|---|---|---|
Duration | Quality | Cost | |
Project No. 1 | -58 days | The number of comments reduced from 15 to 0 | decreased by 431,562.5 USD |
Project No. 2 | -68 days | The number of comments reduced from 8 to 2 | decreased by 647,187.5 USD |
Project No. 3 | -53 days | - | decreased by 49,270.8 USD |
Project No. 4 | -92 days | The number of contractor’s comments reduced from 26 to 2 | - |
Project No. 5 | -18 days | The number of comments reduced from 12 to 0 | decreased by 14,687.5 USD |
Project No. 6 | -52 days | - | decreased by 118,750 USD |
Project No. 7 | -113 days | - | decreased by 668,750 USD |
Total | -454 days | The number of comments reduced from 61 to 4 | decreased by 1,930,208.3 USD |
Design Stage | Construction Stage | |
---|---|---|
Reduction by days | 113 | 341 |
Number of staff | 20 | 300 |
Average salary per month | 1875 USD | 1250 USD |
Average wages per day | 84 USD | 57 USD |
Amount of savings | 189,840 USD | 5,831,100 USD |
Cost of Design | Design Duration | |
---|---|---|
without taking into account the practical approach of Lean 4.0 | 3,939,166 USD | 16.8 months |
taking into account the practical approach of Lean 4.0 | 3,077,375 USD | 13.1 months |
Cost of Construction | Construction Period | |
---|---|---|
without taking into account the Lean manufacturing methodology | 190,210,458 USD | 51 months |
taking into account the methodology of Lean manufacturing | 183,046,812 USD | 39.6 months |
NPV, USD | IRR, % | Payback Period (Downtime), Years | Payback Period (Discounted), Years | |
---|---|---|---|---|
before implementation | 78,132,968.7 | 26,587 | 7.3 | 8.8 |
after implementation | 86,158,406.3 | 32,070 | 6.2 | 7.7 |
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Kulakov, K.Y.; Orlov, A.K.; Kankhva, V.S. Evaluation of Lean Manufacturing Tools and Digital Technologies Effectiveness for Increasing Labour Productivity in Construction. Systems 2023, 11, 570. https://doi.org/10.3390/systems11120570
Kulakov KY, Orlov AK, Kankhva VS. Evaluation of Lean Manufacturing Tools and Digital Technologies Effectiveness for Increasing Labour Productivity in Construction. Systems. 2023; 11(12):570. https://doi.org/10.3390/systems11120570
Chicago/Turabian StyleKulakov, Kirill Y., Alexandr K. Orlov, and Vadim S. Kankhva. 2023. "Evaluation of Lean Manufacturing Tools and Digital Technologies Effectiveness for Increasing Labour Productivity in Construction" Systems 11, no. 12: 570. https://doi.org/10.3390/systems11120570