In line with its performance improvement and Lean Construction agenda, the highways supply chain in the UK has commenced many Continuous Improvement (CI) cells in recent years. The CI cell is a small-group work coordination and improvement technique that is frequently used in many industries as part of their lean transformations. The technique has also its links to some key lean concepts and practices like continuous improvement (kaizen), Visual Management and hoshinkanri policy deployment. This paper presents a summary of a detailed research aiming to understand the execution of the CI cells in the highways supply chain in the UK with their associated benefits and challenges through a study of 12 CI cells at the main client organisation. Alongside a set of benefits and challenges, the current CI cell execution mechanism and some suggestions to improve the current practice were also presented in the paper.

/pdf/continuous-improvement-cells-in-the-highways-sector-218razb891.pdf

Continuous Improvement Cells in the Highways Sector

Construction projects around the world currently use the Last planner system (LPS) with different approaches. In this paper, we compare the Indian and Norwegian industry because of their contrasting cultural settings, in order to gather experiences and formulate possible improvements to their LPS approaches. A general literature study regarding LPS and its components was carried out. Data from two cases in India and six cases in Norway were collected with the help of three case specific and five general interviews. The study revealed similarities in scheduling and planning, root cause and constraint analysis, PPC measurements (daily and weekly) during the meetings. The major difference was that the Indian companies use LPS as a problem solving technique in the middle of the project and the Norwegian companies use it proactively as a part of their system. A major conclusion drawn in the paper is that the participants felt more ownership to the schedule and the activities after the introduction of LPS. It became a promise of what they could do, rather than an order from the manager.

/pdf/the-last-planner-system-comparing-indian-and-norwegian-ovw3qzvb0e.pdf

The Last Planner System: Comparing Indian and Norwegian Approaches

Purpose:This article documents the development and implementation of a new approach for health facilities construction and maintenance planning, the use of a Facilities and Clinical Coordination (F...

Renovating Healthcare Facility Maintenance Planning: A Case Study From Walter Reed National Military Medical Center (WRNMMC).

Benefits derived from the conduct of Big Room are well established. At present, the lean practitioners have been focusing on tapping the potential of this technique by systematizing the processes associated with implementation of Big Room. But there has been no quantifiable metrics to measure the same. In this context, this paper reports a study undertaken to develop and implement Big Room Effectiveness Index (BREI) that assesses effectiveness of Big Room. This research study adopted action research approach in the context of an Indian real estate developer. A core group within this developer was formed to steer the initiative of BREI. Based on literature review and interactions within core group, 10 measures for assessing effectiveness of Big Room were identified, which are grouped under four categories: collaboration, look-ahead planning, knowledge building and tools used, and continuous improvement. The framework was codified with some flexibility to provide inputs like parameter weightages and rating of these parameters. The developed BREI was implemented in an ongoing real estate project. The BREI was plotted on a monthly basis and it provided valuable input to participants involved in the Big Room meetings and suggested areas of improvements.

/pdf/quantitative-framework-for-measuring-effectiveness-of-big-29vr2vyqzk.pdf

Quantitative Framework for Measuring Effectiveness of Big Room

The chemical, oil and windmill plants use pipelines for transportation, mainly carbon steel. The pipelines are examined by human personnel, which is unsafe and leads to many accidents. The solution for these problems is inspection robots which can be used extensively for pipeline inspection. They can perform the task of analyzing the damage or defects that occur over the pipelines. In this project, we have designed and developed a robot which can crawl and traverse along the pipeline externally. A 3D model of the robot is made and exported to the ADAMS package for dynamic analysis. The results show that for the robot to move along the pipeline, a force of a bout 100 N and a dynamic torque of 5 N are required. A magnetic analysis was performed to select the wheel that could produce 60 N of force for a single pair. This analysis was carried out using the FEMM package and from the results obtained, an N35 magnet with a radius of 50 mm was selected. The hardware and components for a 400 mm diameter pipeline were chosen based on simulation results, and the results obtained are up to 85% in agreement with simulation results. The proposed robot was fabricated, and it was found that it could carry a load of 8 Kg while moving over a vertical pipe.

Modelling and Implementation of Out-Pipe Inspection Robot

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Quantitative Framework for Measuring Effectiveness of Big Room

Modelling and Implementation of Out-Pipe Inspection Robot