• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.1212-1215
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• 2005

Since Lean Construction has been introduced as a new management approach to improve productivity in the construction industry, much research is in progress to develop lean concepts and principles for better implementation and to get results of the successful adaptation of lean ideas from manufacturing for application in the construction industry. Currently, several construction companies in the USA are starting to implement lean construction with nebulous hopes of obtaining better results from their current projects than from past projects not employing lean construction. There are many difficulties in adopting lean concepts and systems into construction projects and implementing lean construction in real construction sites. Thus, there are demands to share information how other companies implement lean construction, to identify the benefits and barriers of lean implementation in the construction fields, and finally to improve their lean implementation. This study was the first exploratory study to assess lean construction implementation on overall projects. The case studies carried out the examination of the mutual relationships of lean planning systems, organization structure, attitudes of project participants and company strategy which played major influences on successful lean implementation

• Journal of Construction Engineering and Project Management
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• 제6권1호
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• pp.20-25
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• 2016

With the multitude of variables that may play a role in a company's Lean journey, it is becoming more understood that leadership plays a significant role in implementing lean principles on construction projects. The goal of this research is to investigate the relationship between leadership and Lean Construction implementation. The research uses a quantitative research in which a survey was conducted, followed by a statistical analysis to test the hypothesis. Through the statistical analysis of survey data, the research finds that there is positive relation between the level of transformational leadership and the effectiveness of lean implementation. When an organization is implementing organizational change like Lean, traits of leaders must not be underestimated. The study findings may contribute to the knowledge of lean construction leadership by bridging the gap between leadership and the effectiveness of lean implementation.

• 유통과학연구
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• 제17권12호
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• pp.71-79
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• 2019

Purpose: This study focuses on lean implementation evaluation in Third Party Logistics (TPL) industry by using the lean principles measurement from Toyota Ways which consist of 14 principles. The core goal of this study is to appraise the lean implementation level in Third Party Logistics in East Java of Indonesia in order to achieve efficient logistics, distribution and transportation activities. Research design, data and methodology: This study uses a sample of 80 respondent who are Third Party Logistics managers in East Java Province, Indonesia. Data collection uses a questionnaire and standard statistical test was performed in order to analyze questionnaire. Results: The implementation level of lean management in Third Party Logistics shows that application of principle 3 (utilizing pull systems) has a higher score than the other principles. This situation shows that management give the best performance in plan process. They prioritize customer requirement in every process designed. However, the principle 8 (using reliable technology) show the weakness performance. Conclusions: Overall, this study shows the Third Party Logistics in East Java Province of Indonesia have applied the lean principle quite well, although the scores are only slightly above the average. This condition provides a strong basis for further lean implementation, especially for improving logistics, distribution and transportation activities in Third Party Logistics Business.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2003년도 학술대회지
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• pp.113-119
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• 2003

린 건설이 건설업에서 생산성 향상을 위한 새로운 관리 방식으로 소개되어진 이후 많은 연구들이 린 건설의 성공적 실행을 위해 진행되어져 왔다. 현재 미국 내 건설회사들은 린 건설학회(LCI)에서 개발한 라스트플래너(LPS) 시스템을 현장에 적용해 보고 있으며 몇몇 현장은 성공적인 공사결과를 얻어내고 있어서 향후 린 건설의 도입 가능성을 보다 높이고 있다. 또한 그 결과로 많은 회사들이 다른 회사들이 어떻게 린 건설을 수행하고 있으며, 린 건설의 장단점은 무엇인지, 그리고 자신들의 회사에 적용 가능한 것이 무엇이 있는지에 대한 정보교환에 대한 관심이 높아지고 있다. 본 연구는 사례연구를 통해 린 건설이 얼마나 효과적이며 어느 정도까지 건설현장에 도입되어져 가고 있는지 알아보고자 함에 있었다. 하지만 이 논문에서는 4단계의 LPDS를 간략히 소개하고, 또 사례현장의 개별면담과 설문조사를 통해 얻은 결과를 비교 분석하여 소개하고자 한다. 마지막으로, 린 건설의 국내현장 도입을 위한 몇가지 제안을 .제시하고자 한다. 린 건설은 아직까지 기존의 관리체계의 틀에서 완전히 벗어나지 못하고 있으나 꾸준한 연구와 사례연구를 통해 언젠가는 새로운 공사관리 혁신의 주도 시스템으로 자리 잡을 수 있을 것이라 확신한다.

• 한국건설관리학회논문집
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• 제7권3호
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• pp.130-137
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• 2006

린 건설이 소개되어진 이후 많은 린 건설 관련 연구들이 진행되어지고 있다. 하지만 기존의 연구들은 린 건설 개념과 기법 개발에 중점을 두고, 기계적 합리성과 기술적 효율성만을 향상시키는데 그 초점을 맞추고 있으며, 린 건설의 인적 자원 측면에서의 연구는 거의 이루어지지 않고 있다. 따라서 도입 초기 단계인 국내의 린 건설의 활성화와 보급화를 위해서는 한번쯤 이러한 연구가 이루어져야 할 것으로 생각된다. 왜냐하면 린 건설 도입 초기 단계에 있어서 린 건설에 필요한 많은 기능들을 수행하고 이의 잠재성을 성공적으로 이끌어내기 위해서는 참여 건설 인력의 잠재성과 능력에 상당 부분 의존할 수 발 에 없기 때문이다. 본 연구에서는 국내 현장 조사에 앞서 미국 내 린 건설을 적용하고 있는 건설 현장의 원도급자와 하도업자를 포함한 작업 인력들에 대해 설문조사 및 인터뷰를 통해 린 건설이 인적자원과 어떠한 관련이 있으며 어떤 효과를 제공할 수 있는 지에 관하여 분석하고자 한다. 본 연구의 결과는 린 건설이 건설 현장에서 적절히 도입되고 수행되어질 경우 인적 자원의 능력 향상 및 작업 동기 유발에 큰 도움이 될 수 있음을 보여준다. 린 건설은 무엇보다도 공사 참여자들 간의 관계 개선에 중점을 두고 있기 때문에 린 건설을 수행하는데 있어서 인적자원과의 연관성을 잊어서는 안 될 것이다.

• 한국건설관리학회논문집
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• 제6권6호
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• pp.152-159
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• 2005

린 건설은 건설 관리의 새로운 방향을 제시해준다. 제조업체로부터 시작된 린 건설은 제조업의 생산활동과는 판이하게 다를 수 있는 건설업의 생산 업무를 효율적으로 조정해 주는데 역점을 두고 있다. 미국 LCI협회는 작업 흐름의 관리와 보다 효율적인 공정 및 계획 관리를 위해 최종 계획 관리 시스템을 개발하여 건설업체에 보급, 린 건설의 활성화를 유도하고 있는데, 이것이 바로 라스트 플래너 시스템(Last Planner System: LPS)이다. 국내에서도 린 건설에 대한 관심이 증가되고 있는 가운데 여러 번에 걸쳐 이 LPS의 소개가 이루어 졌으나 공사현장 참여자들의 비교적 상세한 지침서는 아직 제시된 바 없는 것으로 사료된다. 이에 본 연구에서는 국내 건설현장에서 린 시스템의 보다 효율적인 적용과 수행을 가능케 하기 위한 토대 마련을 제공하고자 하였다. 따라서, 본 연구에서는 문헌조사, 현장 방문을 통한 인터뷰 및 설문조사, 그리고 현장의 린 건설 수행 실태 분석 등을 통하여 린 건설 수행 시 공사 참여자들의 역할과 의무를 정리하였고 린 시스템 중 가장 일반적으로 현장에 적용되어지고 있는 라스트플래너(Last Planner)의 운용 가이드를 제시하였다. 이와 더불어 린 시스템 적용 관리 모델을 제시하여 공사참여자들의 린 건설의 원활한 수행을 유도하는데 도움이 되고자 한다.

• 대한안전경영과학회지
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• 제14권2호
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• pp.147-158
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• 2012

This paper aims to develop a new chain metrics for obtaining lean Overall Equipment Effectiveness(OEE) and present implementation strategy which considers the properties for Total Productive Maintenance(TPM) to reduce machine losses, Performance Analysis and Control(PAC) to reduce labor losses, Lean Production System(LPS) to reduce floor wastes, and Theory of Constraints(TOC) to minimize the problem of Capacity Constrained Resource(CCR). The study reviews the related literatures and reformulates the structure of machine losses, labor losses and field wastes. The research also develops the integrated productivity metrics according to time, units, reliability and maintainability. It is found that the study develops the actual productivity measure in terms of efficiency, effectiveness and standard productivity. In addition to that, it outlines and develops by using the integrated LPS and TPM, lean OEE measures such as Time Based Productivity(TBP), Unit Based Productivity(UBP), and Reliability & Maintainability Based Availability(RMBA). Implication examples are proposed to make it easier and available for practioners to understand the implementation strategies about TPM OEE, lean OEE and TOC OEE. Futhermore related to other studies, the research contributes to create a new chain productivity measures to clear the interrelationship concepts of productivity, efficiency and effectiveness. Moreover the paper develops the enhanced OEE measures by integration of TPM, PAC, LPS and TOC with the perspective of schedule, throughput, reliability, maintainability and availability.

• International Journal of Computer Science & Network Security
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• 제21권5호
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• pp.57-68
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• 2021

Successfully adapting to digital and customer-oriented transformation, the concept of lean manufacturing professes the philosophy of creating greater benefit while minimizing losses. These losses are operations that do not add value in the production process to ensure the efficiency, flexibility, and profitability of projects. In the context of broad automation and digitalization of all sectors of the economy, mechanisms for combining automation technologies and lean production are becoming available. Moreover, when it comes to the efficient use of financial, human, or material resources, it is clear that the use of Industry 4.0 technologies can be an effective tool for achieving the goals of lean production, as many of them pursue the same goal. In this context, this article aims to study the effectiveness of the implementation of project management concepts at the global level and identify the main factors influencing its effectiveness to ensure the achievement of lean production through LEAN technologies and Industry 4.0 technologies. To achieve this goal, several statistical indicators were selected and several statistical methods of analysis were used: pairwise correlation, regression analysis, methods of comparison, synthesis, and generalization. Statistical analysis was conducted according to a survey conducted by the Project Management Institute (PMI) in 2020. An economic-mathematical model of dependence of project effectiveness in different regions of the world on the level of implementation of project management approaches is built, which shows that the increase in project effectiveness by 85% is due to financial losses, technical training, and consumer orientation. These results allow project managers to develop appropriate strategies to improve project management approaches at all levels. It is established that LEAN technologies and technologies of Industry 4.0 have several tools that have a positive effect on minimizing losses following the concept of lean production. Besides, given that the technology of Industry 4.0 is focused on the automation of Lean Production technology, a mechanism for the introduction of lean production using these technologies and methods.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2012년 추계학술대회
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• pp.453-460
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• 2012

To maximize the operational efficiency of production and operations systems, Six Sigma and Lean Production System have been widely used. The main focus of Six Sigma is reducing variations, whereas that of Lean Production System is eliminating losses. To take advantage of the two approaches Six Sigma and Lean Production System was integrated into Lean Six Sigma, and the integrated approach has been used in recent years. In the implementation of Lean Six Sigma, the problems under consideration have often physical or technical contradictions which are difficult to be solved by conventional methods. To solve such contradictions TRIZ is useful in many cases. In this thesis, it is considered that how TRIZ can be applied to Lean Six Sigma. An integrated road-map of Lean Six Sigma and TRIZ is suggested and some cases are reviewed.

• International Journal of Railway
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• 제1권2호
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• pp.45-58
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• 2008

The concept of lean production originated and was applied mainly to manufacture industries Even proven successful with such companies as Toyota, lean production has to be combined railway transportation production in order to bring its function into full play. The paper analyzes for applicability of lean production in railway transportation production organization, puts forward implementation methods such as transportation resource integration, station-zone organization, dispatch command optimization, railway performance evaluation index system, etc., and makes an exemplification study of lean production of Urumqi Railway Bureau in China, which testifies the applicability and efficiency of railway lean production.