Title: Application of lean construction principles to reduce construction process waste using computer simulation: a case study

Authors: Amin Nikakhtar; Alireza Abbasian Hosseini; Kuan Yew Wong; Amir Zavichi

Addresses: Faculty of Mechanical Engineering, Universiti Teknologi Malaysia, 81310 UTM Skudai, Malaysia ' Department of Civil, Construction and Environmental Engineering, North Carolina State University, North Carolina, USA ' Faculty of Mechanical Engineering, Universiti Teknologi Malaysia, 81310 UTM Skudai, Malaysia ' Department of Civil, Environmental and Construction Engineering, University of Central Florida, Florida, USA

Abstract: Waste in the construction industry has been the subject of several research projects around the world in recent years. Researchers implement different methods to reduce the amount of waste in the construction industry. One of the effective methods for reducing waste is the application of lean approaches. Lean construction is a result of the introduction of a new form of production management. Although lean construction is still evolving, its generic principles, techniques and tools can already be applied. Waste reduction is one of the basic concepts of lean thinking. In general, project managers tend to conceptualise 'waste' as physical construction waste, but lean thinking believes that there are noticeable wastes hidden in construction processes (such as non-value-adding activities and waiting time). We aim at examining the ability of lean construction principles to reduce construction process waste through a case study (reinforcement process). Computer simulation is utilised to reveal the results of lean principles application prior to real implementation. Results show that different kinds of waste in a construction process can be reduced via adopting lean construction principles using computer simulation.

Keywords: construction process waste; lean construction; ARENA; computer simulation; case study; construction industry; production management; non-value-adding activities; waiting time.

DOI: 10.1504/IJSOM.2015.068528

International Journal of Services and Operations Management, 2015 Vol.20 No.4, pp.461 - 480

Published online: 25 Mar 2015 *

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