Adoption of lean construction in the final stages of a construction process, why does it not happen?

Vasconcelos, Iuri Aragão de; Soares, Marcella Facó; Heineck, Luiz Fernando Mählmann

Use este identificador para citar ou linkar para este item: http://repositorio.ufc.br/handle/riufc/7134

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Campo DC	Valor	Idioma
dc.contributor.author	Vasconcelos, Iuri Aragão de	-
dc.contributor.author	Soares, Marcella Facó	-
dc.contributor.author	Heineck, Luiz Fernando Mählmann	-
dc.date.accessioned	2014-01-14T16:58:47Z	-
dc.date.available	2014-01-14T16:58:47Z	-
dc.date.issued	2012	-
dc.identifier.citation	VASCONCELOS, I. A. ; SOARES, M. F. ; HEINECK, L. F. M. Adoption of lean construction in the final stages of a construction process, why does it not happen? In: CONFERENCE OF THE INTERNATIONAL GROUP FOR LEAN CONSTRUCTION, 20., 2012, San Diego. Anais… San Diego: CIGLC, 2012.	pt_BR
dc.identifier.uri	http://www.repositorio.ufc.br/handle/riufc/7134	-
dc.language.iso	en	pt_BR
dc.publisher	Conference of the International Group for Lean Construction	pt_BR
dc.subject	Construção enxuta	pt_BR
dc.subject	Construção civil	pt_BR
dc.title	Adoption of lean construction in the final stages of a construction process, why does it not happen?	pt_BR
dc.type	Artigo de Evento	pt_BR
dc.description.abstract-ptbr	Lean construction principles emphasize indistinctively streamlining construction processes, being them part of the initial stages of construction or as suggested by Justin- Time (JIT) concentrated nearer to customers taking possession of the new building. Every new project offers an opportunity to start afresh with better management techniques and it might be taken that this earlier period, free from time pressures to hand over the building, is more receptive for the application of lean concepts, as compared to latter stages. As a hypothesis, it is believed that cash flow could be jeopardized and the strategic decision to leave greater proportion of work for the end of construction might decrease the effect of ongoing lean management techniques or require greater efforts in connection to them. This research work investigates the application of lean construction principles on a 16,800sqm construction site in Fortaleza, Brazilian northeast, investigating performance outcomes as related to management lean grading according to a questionnaire developed by Hofacker (2008). It concludes that work disruptions, rework and making ready activities near to the end of the construction period accumulates and lean grading decreases when it is possibly most needed to deliver customers the required quality.	pt_BR
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