Framework for selection of lean construction tools based on lean objectives and functionalities

References

• Aapaoja A, Haapasalo H. 2014. The challenges of standardization of products and processes in construction. Proceedings of the 22nd Annual Conference of the International Group for Lean; June. p. 983–993.
   Google Scholar
• Abdelhamid TS. 2008. LC principles and methods. Michigan State University. [accessed 2019 Oct 6]. https://msu.edu/∼tariq/Lean_Construction_Intro_COMPREHENSIVE.pdf.
   Google Scholar
• Abdelhamid TS. 2003. Six sigma in lean construction systems: opportunities and challenges. Proceedings of the Eleventh Annual Conference of the International Group for Lean Construction; July; Virginia: IGLC. p. 22–24.
   Google Scholar
• Abusalem O. 2018. Towards last planner system implementation in Gaza Strip, Palestine. Int J Constr Manage. 1–18.
   Google Scholar
• Agbulos A, Mohamed Y, Al-Hussein M, AbouRizk S, Roesch J. 2006. Application of lean concepts and simulation analysis to improve efficiency of drainage operations maintenance crews. J Constr Eng Manage. 132(3):291–299.
   Web of Science ®Google Scholar
• Ahiakwo O, Oloke D, Suresh S, Khatib J. 2013. A case study of last planner system Implementation in Nigeria. Proceedings of the 21th Annual Conference of the International Group for Lean Construction; August; Fortaleza, Brazil: IGLC. p. 699–707.
   Google Scholar
• Alarcón LF, Diethelm S, Rojo O, Calderón R. 2011. Assessing the impacts of implementing Lean Construction. Rev Ing Constr. 23(1):26–33. https://www.ricuc.cl/index.php/ric/article/view/ALARCON.
   Google Scholar
• Aljohani A, Ahiaga-Dagbui D, Moore D. 2017. Construction projects cost overrun: What does the literature tell us? Int J Innov Manage Technol. 8(2):137.
   Google Scholar
• Al-Momani AH. 2000. Construction delay: a quantitative analysis. Int J Project Manage. 18(1):51–59.
   Google Scholar
• Alwisy A, Bouferguene A, Al-Hussein M. 2020. Framework for target cost modelling in construction projects. Int J Constr Manage. 20(2):89–104. .
   Google Scholar
• Ammar MA. 2019. Optimization of line of balance scheduling considering work interruption. Int J Constr Manage. 1–12. .
   Google Scholar
• Andersen B, Belay AM, Seim EA. 2012. Lean Construction practices and its effects: A case study at St Olav's Integrated Hospital, Norway. Lean Constr J. 122–149. https://www.leanconstruction.org/media/docs/lcj/2012/LCJ_12_003.pdf.
   Google Scholar
• Ansah RH, Sorooshian S. 2017. Effect of lean tools to control external environment risks of construction projects. Sustainable Cities Soc. 32:348–356.
   Web of Science ®Google Scholar
• Arbulu R, Ballard G, Harper N. 2003. Kanban in construction. Proceedings of the Eleventh Annual Conference of the International Group for Lean Construction; Virginia: IGLC. p. 16–17.
   Google Scholar
• Arefazar Y, Nazari A, Hafezi MR, Maghool SAH. 2019. Prioritizing agile project management strategies as a change management tool in construction projects. Int J Constr Manage. 1–12. .
   Google Scholar
• Aslam M, Baffoe-Twum E, Saleem F. 2019. Design changes in construction projects–causes and impact on the cost. Civ Eng J. 5(7):1647–1655.
   Google Scholar
• Ayarkwa J, Agyekum K, Adinyira E. 2011. Barriers to sustainable implementation of LC in the Ghanaian building industry. Proceedings 6th Built Environment Conference, JHB, South Africa.
   Google Scholar
• Aziz RF, Hafez SM. 2013. Applying lean thinking in construction and performance improvement. Alexandria Eng J. 52(4):679–695.
   Google Scholar
• Ballard G, Arbulu R. 2004. Making prefabrication lean. Proceedings of the 12th Annual Conference of the International Group for Lean Construction; August; Helsingør, Denmark: IGLC. p. 3–5.
   Google Scholar
• Ballard G, Howell G. 1995. Toward construction JIT. In: Alarcón L, editor. Lean construction; Rotterdam, The Netherlands: AA Balkema and Taylor & Francis; p. 291–300.
   Google Scholar
• Ballard G, Koskela L. 1998. On the agenda of design management research. Proceedings of the 6th Annual Conference of the International Group for Lean Construction; August; Guarujá, Brazil: IGLC. p. 52–69.
   Google Scholar
• Ballard G, Tommelein I, Koskela L, Howell G. 2007. Lean construction tools and techniques. In: Best R, De Valence G, editors. Design and construction; London, UK: Routledge, Taylor and Francis Group; p. 251–279.
   Google Scholar
• Ballard G, Zabelle T. 2000. Lean design: process tools & techniques, white paper# 10. Pineville, LA: LC Institute.
   Google Scholar
• Ballard G. 1993. Lean Construction and EPC performance improvement. In: Alarcón L, editor. Lean construction. Rotterdam, The Netherlands: AA Balkema and Taylor and Francis; p. 79–91.
   Google Scholar
• Bashir AM, Suresh S, Oloke DA, Proverbs DG, Gameson R. 2015. Overcoming the challenges facing LC practice in the UK contracting organizations. IJAEC. 4(1):10–18. http://usir.salford.ac.uk/id/eprint/37743/.
   Google Scholar
• Cerveró-Romero F, Napolitano P, Reyes E, Teran L. 2013. Last Planner System® and Lean approach process®: experiences from implementation in Mexico. Proceedings of the 21th Annual Conference of the International Group for Lean Construction; Fortaleza, Brazil: IGLC. p. 709–718.
   Google Scholar
• Cheng R, Johnson A. 2016. Motivation and means: how and why IPD and lean lead to success. Research Report, Integrated Project Delivery Alliance (IPDA) & Lean Construction Institute (LCI). https://conservancy.umn.edu/handle/11299/198897.
   Google Scholar
• CLMA. 2016. Construction productivity in an imbalanced labor market. Construction Industry Resources, LLC. http://www.myclma.com/wp-content/uploads/2016/06/Productivity_White_Paper_FINAL.pdf.
   Google Scholar
• Construction Lean Improvement Programme (CLIP). 2005. Profit together from process improvements. Eleven Case Studies, DTI, BRE. https://www.bre.co.uk/filelibrary/pdf/CLIP/BRE-_CLIP_Vol_2_reprint_2006.pdf.
   Google Scholar
• Conte ASI, Gransberg DD. 2001. LC: from theory to practice. 2001 Transactions, AACE, Int’l, Pittsburgh, Pennsylvania, June, p. CSC10.01–CSC10.05.
   Google Scholar
• Crowther J, Ajayi SO. 2019. Impacts of 4D BIM on construction project performance. Int J Constr Manage. 1–14. .
   Google Scholar
• Dallasega P, Marcher C, Marengo E, Rauch E, Matt DT, Nutt W. 2016. A decentralized and pull-based control loop for on-demand delivery in ETO construction supply chains. In: 24th Annual Conference of the International Group for Lean Construction, Boston, MA, Sect. 8. p. 33–42.
   Google Scholar
• Desai AE, Shelar MJ. 2014. Value stream mapping as a lean construction tool – a case study. Int J Eng Res Technol. 3(12):354–358.
   Google Scholar
• Diekmann JE, Krewedl M, Balonick J, Stewart T, Won S. 2004. Application of lean manufacturing principles to construction. Boulder, CO, Construction Industry Institute, p. 191.
   Google Scholar
• Do D, Chen C, Ballard G, Tommelein I. 2014. Target value design as a method for controlling project cost overruns. In: 22nd Annual Conference of the International Group for Lean Construction; June; Oslo p. 171–181.
   Google Scholar
• Dozzi SP, AbouRizk SM. 1993. Productivity in construction. p. 44. Ottawa, Canada: Institute for Research in Construction, National Research Council.
   Google Scholar
• Enshassi A, Abu Zaiter M. 2014. Implementation of lean tools on safety in construction projects in Palestine. 22nd Annual conference Proceedings IGLC, Oslo, Norway; June. p. 1205–1218.
   Google Scholar
• Enshassi A, Saleh N, Mohamed S. 2019. Barriers to the application of LC techniques concerning safety improvement in construction projects. Int J Constr Manage. 1–17. .
   Google Scholar
• Fernández S, Ramos D. 2014. Applicability of set-based design on structural engineering [master thesis]. Sweden: Chalmers University of Technology. http://publications.lib.chalmers.se/records/fulltext/200945/200945.pdf.
   Google Scholar
• Gallardo CA, Granja AD, Picchi FA, Folch AT. 2006. Stabilization and standardization of a precast production process. Proceedings of 14th Annual Conference of the International Group for Lean Construction; Santiago, Chile: IGLC. p. 205–213.
   Google Scholar
• Gao S, Low SP. 2015. Implementing Toyota Way principles for construction projects in China: a case study. Int J Constr Manage. 15(3):179–195.
   Google Scholar
• Green SD. 1999. The missing arguments of lean construction. Constr Manage Econ. 17(2):133–137.
   Google Scholar
• Guide AIA. 2007. Integrated project delivery: a guide. California: American Institute of Architects. http://info.aia.org/siteobjects/files/ipd_guide_2007.pdf.
   Google Scholar
• Han SH, Chae MJ, Im KS, Ryu HD. 2008. Six sigma-based approach to improve performance in construction operations. J Manage Eng. 24(1):21–31.
   Web of Science ®Google Scholar
• Jaillon L, Poon CS. 2009. The evolution of prefabricated residential building systems in Hong Kong: A review of the public and the private sector. Autom Constr. 18(3):239–248.
   Web of Science ®Google Scholar
• Jørgensen B. 2006. Integrating lean design and Lean Construction: processes and methods [doctoral dissertation]. https://orbit.dtu.dk.
   Google Scholar
• Kalsaas BT, Skaar J, Thorstensen RT. 2009. Implementation of Last Planner in a medium-sized construction site. Proceedings of the 17th Annual Conference of the International Group for Lean Construction; July; Taipei, Taiwan: IGLC. p. 15–17.
   Google Scholar
• Kankainen J, Seppänen O. 2003. A line-of-balance based schedule planning and control system. Proceedings of the 11th Annual Conference of the International Group for Lean Construction; July; Blacksburg, VA: IGLC. p. 22–24.
   Google Scholar
• Karlsson M, Lakka A, Sulankivi K, Hanna AS, Thompson BP. 2008. Best practices for integrating the concurrent engineering environment into multipartner project management. J Constr Eng Manage. 134(4):289–299.).
   Web of Science ®Google Scholar
• Kawish SE. 2017. Identifying and prioritizing barriers and overcoming strategies in implementing LC principles and methods within transportation projects [mater of science thesis]. East Lansing: Michigan State University.
   Google Scholar
• Kim D, Park HS. 2006. Innovative construction management method: Assessment of Lean Construction implementation. KSCE J Civ Eng. 10(6):381–388.
   Google Scholar
• Koskela L. 1992. Application of the new production philosophy to construction. Vol. 72. Stanford, CA: Stanford University. http://www.leanconstruction.org.
   Google Scholar
• Lindhard S, Wandahl S. 2014. Exploration of the reasons for delays in construction. Int J Constr Manage. 14(1):36–44.
   Google Scholar
• Locatelli G, Mancini M, Gastaldo G, Mazza F. 2013. Improving projects performance with Lean Construction: State of the art, applicability and impacts. Organ Technol Manage Constr: Int J . 5:775–783. https://hrcak.srce.hr/111766.
   Google Scholar
• Lovatt AM, Shercliff HR. 1998. Manufacturing process selection in engineering design. Part 1: the role of process selection. Mater Des. 19(5–6):205–215.
   Web of Science ®Google Scholar
• Low SP, Ang GK. 2003. Integrating JIT and 5-S concepts for construction site management: A case study. Int J Constr Manage. 3(1):31–47.
   Google Scholar
• Mao X, Zhang X. 2008. Construction process reengineering by integrating lean principles and computer simulation techniques. J Constr Eng Manage. 134(5):371–381.
   Web of Science ®Google Scholar
• Marhani MA, Jaapar A, Bari NAA, Zawawi M. 2013. Sustainability through lean construction approach: A literature review. Proc Soc Behav Sci. 101:90–99.
   Google Scholar
• Matthews O, Howell GA. 2005. Integrated project delivery an example of relational contracting. Lean Constr J. 2(1):46–61.
   Google Scholar
• McGraw Hill Construction. 2013. Lean construction - leveraging collaboration and advanced practices to increase project efficiency (smart market report). Massachusetts: McGraw Hill Construction Research and Analytics. https://www.leanconstruction.org/media/docs/Lean_Construction_SMR_2013.pdf.
   Google Scholar
• More VD, Charhate DS, Sinha M. 2016. Lean construction techniques in Indian construction industry: some analysis. Int J Civ Eng Res. 7(1):59–65.
   Google Scholar
• Mossman A. 2009. “There really is another way, if only he could stop … for a moment and think of it”—Why isn't the UK construction industry going lean with gusto? Lean Constr J. 24–36. https://www.leanconstruction.org/media/docs/lcj/2009/LCJ_08_010.pdf.
   Google Scholar
• Mostafa S, Dumrak J, Soltan H. 2013. A framework for lean manufacturing implementation. Prod Manuf Res. 1(1):44–64.
   Google Scholar
• Muhammad WMNW, Ismail Z, Hashim AE. 2013. Exploring Lean Construction components for Malaysian construction industry. In: 2013 IEEE Business Engineering and Industrial Applications Colloquium (BEIAC); April; IEEE. p. 1–6).
   Google Scholar
• Nahmens I, Ikuma LH. 2012. Effects of Lean Construction on sustainability of modular homebuilding. J Archit Eng. 18(2):155–163.
   Google Scholar
• Narayanamurthy G, Gurumurthy A. 2014. 7A model-A process selection guide for lean implementation. Proceedings of the Twenty-Fifth Annual Conference Production and Operations Management Society (POM 2014), 9–12 May 2014, Atlanta. p. 1–13.
   Google Scholar
• O’Connor R, Swain B. 2013. Implementing lean in construction: lean tools-an introduction. London, UK: CIRIA. https://www.leanconstruction.org.uk.
   Google Scholar
• Pasqualini F, Zawislak PA. 2005. Value stream mapping in construction: A case study in a Brazilian construction company. Proceedings of the 13th International Group for Lean Construction Conference; Sydney, Australia: IGLC. p. 117–125.
   Google Scholar
• Patil YR, Patil DS. 2015. Feasibility study of just in time inventory management on construction project. Int Res J Eng Technol. 2(4):686–693.
   Google Scholar
• Pearce A, Pons D. 2013. Implementing lean practices: managing the transformation risks. J Ind Eng. 2013:1–19. .
   Google Scholar
• Philips-Ryder M, Zuo J, Jin XH. 2013. Evaluating document quality in construction projects–Subcontractors’ perspective. Int J Constr Manage. 13(3):77–94.
   Google Scholar
• Porwal V, Fernandez-Solis J, Lavy S, Rybkowski ZK. 2010. Last planner system implementation challenges. Proceedings of the 18 Annual Conference International Group for Lean Construction; July; Haifa, Israel: IGLC. p. 548–556.
   Google Scholar
• Rosayuru HDRR, Waidyasekara KGAS, Wijewickrama MKCS. 2019. Sustainable BIM based integrated project delivery system for construction industry in Sri Lanka. Int J Constr Manage. :1–15.
   Google Scholar
• Sacks R, Akinci B, Ergen E. 2003. 3D modeling and real-time monitoring in support of lean production of engineered-to-order precast concrete buildings. Proceedings of the Eleventh Annual Conference of the International Group for Lean Construction, Virginia: IGLC.
   Google Scholar
• Sacks R, Dave BA, Koskela L, Owen R. 2009. Analysis framework for the interaction between lean construction and building information modelling. Proceeding of the 17th Annual Conference of the International Group for Lean Construction; July; Taipei, Taiwan: IGLC. p. 221–234.
   Google Scholar
• Sacks R, Rozenfeld O, Rosenfeld Y. 2005. Lean scheduling for safety: development of a time-dependent risk level model. Proceeding of the 13th Annual Conference of the International Group for Lean Construction; July; Sydney, Australia: IGLC. p. 513–520.
   Google Scholar
• Salem O, Solomon J, Genaidy A, Luegring M. 2005. Site implementation and assessment of LC techniques. Lean Constr J. 2(2):1–21.
   Google Scholar
• Salem O, Solomon J, Genaidy A, Minkarah I. 2006. Lean construction: from theory to implementation. J Manage Eng. 22(4):168–175.
   Web of Science ®Google Scholar
• Santos Ad, Powell J. 1999). Potential of Poka-Yoke devices to reduce variability in construction. Proceeding of the 7th Annual Conference of the International Group for Lean Construction; July; Berkeley: IGLC. p. 51–62.
   Google Scholar
• Sarhan S, Fox A. 2013. Barriers to implementing Lean Construction in the UK construction industry. Built Hum Environ Rev. 6(1):1–17.
   Google Scholar
• Sarhan S. 2011. A strategy for overcoming barriers to the successful implementation of Lean Construction in the UK [doctoral dissertation]. Plymouth, UK: University of Plymouth.
   Google Scholar
• Sarkar D, Jha KN, Patel S. 2018. Critical chain project management for a highway construction project with a focus on theory of constraints. Int J Constr Manage. 1–14. .
   Google Scholar
• Shang G, Sui Pheng L. 2014. Barriers to lean implementation in the construction industry in China. J Tech Manage China. 9(2):155–173.
   Google Scholar
• Sinesilassie EG, Tabish SZS, Jha KN. 2017. Critical factors affecting schedule performance: A case of Ethiopian public construction projects–engineers’ perspective. Eng Constr Arch Man. 24(5):757–773.
   Web of Science ®Google Scholar
• Sinesilassie EG, Tabish SZS, Jha KN. 2018. Critical factors affecting cost performance: a case of Ethiopian public construction projects. Int J Constr Manage. 18(2):108–119.
   Google Scholar
• Stevens M. 2013. Construction productivity is at a 15-year low: why? Stevens Construction Institute, Inc. http://www.rdbc-international.org.
   Google Scholar
• Stevens M. 2014. Increasing adoption of lean construction by contractors. Proceeding of the 22nd Annual Conference of the International Group for Lean Construction; June. Oslo, Norway: IGLC. p. 377–388.
   Google Scholar
• Stewart RA, Spencer CA. 2006. Six‐sigma as a strategy for process improvement on construction projects: a case study. Constr Manage Econ. 24(4):339–348.
   Google Scholar
• Tan B, Horman MJ, Messner JI, Riley DR. 2003. Increasing the understanding of lean principles with advanced visualization technologies. Proceedings of the Eleventh Annual Conference of the International Group for Lean Construction; Virginia: IGLC.
   Google Scholar
• Vivan AL, Ortiz FAH, Paliari JC. 2016. Model for kaizen project development for the construction industry. Gest Prod. 23(2):333–349. .
   Google Scholar
• Wandahl S. 2014. LC with or without lean–challenges of implementing LC. Proceedings of the 22nd Annual Conference of the International Group for Lean Construction; June; Oslo, Norway: IGLC. p. 97–108.
   Google Scholar
• Warcup RD. 2015. Successful paths to becoming a lean organization in the construction industry. [all graduate theses and dissertations]. Logan: Utah State University, 4272.
   Google Scholar
• Wehbe FA, Hamzeh FR. 2013. Failure mode and effect analysis as a tool for risk management in construction planning. Proceedings of 21th Annual Conference of the International Group for Lean Construction; August; Fortaleza, Brazil: IGLC. p. 481–490.
   Google Scholar
• Yahya MS, Mohammad M, Omar B, Ramly EF. 2016. A review on the selection of lean production tools. ARPN J Eng Appl Sci. 11(12):7721–7727. http://www.arpnjournals.org/jeas/research_papers/rp_2016/jeas_0616_4505.pdf.
   Google Scholar
• Zhang X, Azhar S, Nadeem A, Khalfan M. 2018. Using building information modelling to achieve lean principles by improving efficiency of work teams. Int J Constr Manage. 18(4):293–300.
   Google Scholar