Application Of Fuzzy Rule Based System

Over the past few years, the construction industry has been changing dramatically. One of the most important stages in the construction management and business management is the planning phase. They share similar two main levels of planning which are the strategic and operational planning. However, business management planning to decide in advance what should be done, and how to do it, when you do and you are done. On the other hand, Construction management strategic planning is to deal with selection on a high level of overall objective of the project, including the scope, procurement methods, schedules and financing options but the planning of operations, including the

The Last Planner System (LPS). This perception is very common in Lean approach and typically necessary in LIB-based projects, especially in almost healthcare case studies analyzed in this paper. The constitutional reasons of implementing LPS in construction projects are to delivery projects quickly and safely, establish predicting programs, develop the whole project productivity, create and maintain the believability from customers with just-in-time shipments, and substitute the traditional critical path method (CPM). Generally, LPS decides the

In general, IPD, Lean, or BIM is a particularly new controversial phenomenon in the construction industry that generates many debates and discussions around each component’s advantages and disadvantages, effectiveness, and potential risks (Guerra, 2010). As BIM’s complementary connection to IPD, there are numerous questions regarding requirements of using BIM in IPD-based projects. Like BIM-IPD considerations, is Lean construction really necessary for every IPD-related project or only enforced by the project team favor? Interestingly, many construction professionals question that whether or not IPD can implement without the use of BIM as well as Lean principles. One step at a time, these inquiries are still exploring by experts and analysts whereas attempting efforts of combining those three elements in construction projects are currently promoted as dominant worldwide tendencies. Thus, interdependent corporations of ILB need to be carefully evaluated in order to flawlessly synergy them in real world cases. Specific partnerships for each combination of two factors will be subsequently revealed and examined in next section. Figure 2.1 points out the MacLeamy Curve for construction phases and costs through perspectives of Construction Users Roundtable (CURT, 2004). As mentioned above, IPD, Lean construction, and BIM not only remarkable share numerous mutual characteristics and common goals in quality, cost, and time, they

According to the collected data and the relations associated with involved components, the researcher summarizes the beneficence and contribution of IPD, Lean principles, and BIM in the conceptual model. In order to establish a powerful checklist for construction projects that expect to apply all remarkable characteristics of each element in ILB’s collaboration, six prime measures are evaluated and considered for the common synergies. As a result, the summary is represented in Table 5.2.

Companies compete with others across global market to gain competitive advantage. Customers desire high quality products which meet their specification at reasonable price. Customers want manufacturers to meet their demands, and they switch to different brands if their needs are unmet. Thus, manufacturers are looking for ways to speed up their process and at same time achieve highest level of customer satisfaction. Lean methodology is one of the ways by which manufacturers can achieve the same.

Depended upon developing trends of not only the U.S. construction industry, also the worldwide one in general, this research is precisely about the cooperating relationships and efficiencies of a full collaboration, including Integrated Project Delivery (IPD), Lean Construction, and Building Information Modeling (BIM) in intensifying performance of plenty construction project types. Specifically, this research investigates and analyzes numerous necessary means and techniques used for a true collaboration of cooperation of IPD, Lean, and BIM (or ILB in short); additionally, the efficiency of full-ILB cooperation is proved by the examination of two important variables of a construction project, which are Cost Performance Index (CPI) and Schedule Performance Index (SPI), with participation of more than 75 projects and case studies. Technically, three essential phases of a construction project, such as pre-construction (planning, pre-design, estimating costs, schematic design, and constructability review), construction (managing constructing process, tracking project schedule, and controlling costs), and post-construction (closeout work and final completion) are specifically investigated together with proposed conceptually synergistic models of these factors. Investigating all possible components for a perfect ILB and evaluating this partnership’s effects on project cost and schedule performance are spreading more and more knowledge and applications of

The automotive industry continues to grow every day. Companies are always coming out with new technology for cars to better their product. In order for these companies to keep a competitive advantage they most implement different types of manufacturing processes. One of these manufacturing processes is lean manufacturing. Sundar, Balaji and Satheesh have done research on lean manufacturing, and they define it as the elimination of waste by determining value added activities and non-value added activities. Non-value added activities consist of transportation, inventory, motion waiting, overproduction, over processing, and defects (2014). Elmoselhy has found multiple tools to be used to implement lean manufacturing. Some of these tools are: 5S, Value Stream Mapping, Single Minute Exchange Die, Kaizen, and Autonomation. This list does not include all of the possible ways to implement lean manufacturing, but gives a brief introduction to a couple. The 5S stands for Sorting, Setting, Shining, Standardizing, and Sustaining (2013). This paper will discuss one of the five S’s, which will be standardizing. Also, this paper will also go into detail about how an automotive manufacturing company uses Single Minute Exchange Die, and some other aspects of lean manufacturing such as visual control and environmental management. Because lean manufacturing can be implemented in many different ways this paper

The findings explains the factors that affect the construction time of a commercial project in Chennai, India. The findings provides evidence that there is not only a relationship between project cost and project time but, also a significant relationship between the number of subcontractors on a project, and its construction time, which can help project managers better optimize their resources and reduce cost and time overruns.

Undisputedly, construction process is one of the most complex human endeavours in history, with huge amount of details that involve large number of people working at the same time on a single deliverable object, be it buildings, bridges, dams or the likes, the process is equally demanding, challenging and complicated. Every single person with a role on a construction project needs information about what to do, how to do it, where to do it and when to do it and lots more information required to carry out a single task successfully.

The lean production philosophy is currently widely applied globally in industries such as the process industry, aerospace industry, furniture manufacturing, the textile industry, hospitals, government agencies, and the service industries. But, there are some principles that need to be followed in order for companies to become lean. There are

All construction sites over the world will need to decide the master scheduling for consider lean or not lean. Milestones are set and strategy chosen (Koskenvesa and Koskela 104) with the help some key trades. The purpose of this is to:

The purposes of managing projects are obtaining specific goals with proper planing, organizing, motivating and controlling of resources. Various methods and studies are being used for achieving the best possible outcomes of projects. However, the status quo shows the drawbacks of current projects management. LPDS is the method known as a excellent means that functions on saving resources, and minimuns the costs of projects. ‘Lean production ’ is named by a MIT (Massachusetts Institute of Technology) research group for making the system firstly generated by the Toyota Motor Corporation more easily to accept in implementing projects (Mahsa, 2013). In this article, the comparisons between LPDS and current project management

The cement industry is ideal example of the continuous process manufacturing where the traditional mass production system is adopted in order to produce, accumulate, and move thousands tons of materials between the work areas. The nowadays challenge is to change the cement industry from traditional mass production into more effective production system aiming to increase the productivity, overall performance, and capacity utilization to meet high marker demand. The cement industry is forced to reduce the production costs and delay times in order to take advantages in the global competition environments.

Figure 1 provides a conceptual framework of lean principles across the supply chain of the enterprise thereby yielding value to the customer. Lean thinking helps in providing flexibility to the needs of the customer. Emphasis is also put on organization of workplace which leads to more simplified work environment. Ease of access in the workplace and good ergonomic designs are some of the by-products of lean thinking methodology. Lean enterprises are more adaptable to changing market trends and also provide prompt delivery to products and services. [3]

When it comes to Lean Enterprise, it focuses mainly on reducing cycle time and also waste in the process. Lean Enterprise was at first developed by Toyota Motor Corporation as the Toyota Production System which became popular after 1973. The energy crisis facilitated the increasing demand at that time. “The term ‘Lean Enterprise’ is used to broaden the scope of a Lean programme from manufacturing to embrace the enterprise or entire organization”. (Alukal, 2003)