souvenir of the indian lean construction conference · sankaranarayanan (l&t), mr jayadatta lad...

SOUVENIR OF

THE INDIAN LEAN CONSTRUCTION CONFERENCE

ILCC 2017

SECOND ANNUAL CONFERENCE OF THE INDIAN LEAN COMMUNITY

"CONTINUING ON THE LEAN JOURNEY FOR INDIAN CONSTRUCTION"

organised by

THE INDIAN INSTITUTE OF TECHNOLOGY MADRAS

in association with

INSTITUTE FOR LEAN CONSTRUCTION EXCELLENCE

at

IIT MADRAS, CHENNAI

28-29, JULY 2017

Published by

THE INDIAN INSTITUTE OF TECHNOLOGY MADRAS

CHENNAI, INDIA

JULY 2017

Indian Lean Construction Conference – ILCC 2017

ii

Publisher’s Notice

This is an Indian Institute of Technology Madras Publication.

This publication may not be reproduced, stored in a retrieval system or transmitted in any form or by

any means: electronic, electrostatic, magnetic tape, mechanical, photo-copying, recording or

otherwise, without permission.

ILCC 2017 or IIT Madras or ILCE are not responsible for the theories, studies and data presented in

these proceedings which merely reproduce submissions of the various authors.

Compiled & Edited by

Prof. N.Raghavan, IIT Madras

Graphic Production and Cover Layout by: The Masterbuilder

Printed by The Masterbuilder

©ILCC 2017 (IIT Madras/ ILCE)


iii

Conference Organizers Indian Institute of Technology Madras

Civil Engineering Department, BTCM

Division

Chennai, India

https://www.iitm.ac.in

Institute for Lean Construction

Excellence (ILCE)

Mumbai, India

www.ilce.in

Patrons

Academic Patron Industry Patron Dr. Bhaskar Ramamurthy

Director, IIT Madras

Mr. Sanjay Ubale

Chairman, Board of Directors, ILCE

Proceedings Compilation Team

Prof. N Raghavan – Co-ordinator ; Prof. Ashwin Mahalingam ; Prof. Koshy Varghese

Rahul Mohandas, Debidutta Mishra

Conference Website &

Arrangements

Arputharaj Samuel, Qbeing Technologies

Vishal Verma, Balaji Srinivasan

Advisory Committee

All Directors of ILCE : Mr Sanjay Ubale (Chairman) (Tata Realty), Mr Giridhar Rajagopalan

(Afcons Infrastructure), Mr Debasish Guha (Arcop Associates), Mr S.C.Dixit & Mr Sagar

S.Gandhi (Shapoorji Pallonji Constructions Ltd), Mr Anup Mathew (Godrej & Boyce), Mr

K.Sreekumar (Larsen & Toubro Limited) , Mr Devarajan Chinnusamy (URC Constructions),

Mr Sanjeeva Singh (Tata Housing), Prof. Koshy Varghese (IIT Madras), Prof. N.Raghavan

Organizing Committee All Members of Advisory Committee, Mr Prakash Patil (Secretary General, ILCE), Prof.

Sivakumar Palaniappan (IIT Madras) (Treasurer), Mr C.Velan (TRIL IT park), Mr R.

Sankaranarayanan (L&T), Mr Jayadatta Lad (Afcons Infrastructure), Prof. K.Ramamurthy

(HOD, Department of Civil Engineering, IIT Madras), Mr Kalyan Vaidyanathan (Nadhi

Technologies), Mr L.S.Kannan (L&T), Mr Chandrasekar (EDAC), Mr Udayakumar (URC).

Assistance: Anuj Nichani, Sushma Erolete

Scientific Committee Prof. Koshy Varghese, Prof. N.Raghavan, Prof. Ashwin Mahalingam (IIT Madras),Prof.

Bhargav Dave (Aalto, VisiLean), Prof. Uma Maheswari (IIT Delhi), Prof Venkata Santosh

Kumar Delhi (IIT Bombay), Prof.Venkatesan (NICMAR), Prof. Ganesh Devkar (CEPT),

Dr Gangadhar Mahesh (NIT Surathkal), Dr Shobha Ramalingam (NICMAR Pune),

Dr Venkatachalam Senthilkumar (Sharjah University), Dr Subash Rastogi (BT&BT), Mr Tony

Jacob (Constask)

Assistance: Debidutta Mishra


iv

LIST OF REVIEWERS

Prof. Koshy Varghese Indian Institute of Technology Madras

Prof. Ashwin Mahalingam Indian Institute of Technology Madras

Prof. Sivakumar Palaniappan Indian Institute of Technology Madras

Prof. N Raghavan Indian Institute of Technology Madras

Prof. Venkata Santhosh Kumar Indian Institute of Technology Bombay

Dr. Bhargav Dave VisiLeanOy

Prof. Gangadhar Mahesh National Institute of Technology, Surathkal

Mr. Kalyan Vaidyanathan Nadhi Information Technologies Pvt Ltd

Prof. Ganesh Devkar CEPT

Prof. R Venkatesan NICMAR - Hyderabad

Dr. Uma Maheswari Indian Institute of Technology Delhi

Dr. Shobha Ramalingam NICMAR - Pune

Dr. Senthilkumar Venkatachalam University of Sharjah

Dr. Jeevan Jacob MACE

Dr. Subhash Rastogi BT & BT Management Consultancy Pvt Ltd

Mr. Tony Jacob Constask Management Solutions LLP

Ms. Vijayalaxmi Sahadevan PhD Scholar, IIT Madras - (Assistance)


v

SPONSORS

• Principal Sponsor:

INSTITUTE FOR LEAN CONSTRUCTION EXCELLENCE

102, DBS Heritage House, Prescott Road

Opp. Cathedral Senior School, Fort, Mumbai - 400 001.

• Principal Technology Sponsor:

INDIAN INSTITUTE OF TECHNOLOGY, MADRAS

Sardar Patel Road, Adyar, Chennai 600 036.

Civil Engineering Department

BUILDING TECHNOLOGY & CONSTRUCTION MANAGEMENT

(BTCM) DIVISION

• Joint Principal Sponsors:

• Tata Realty & Infrastructure Limited

• Larsen & Toubro Limited

• Godrej & Boyce Limited

• Tata Housing

• Shapoorji Pallonji Limited

• Arcop Associates

• URC Constructions

• Afcons Infrastructure Ltd

• Gold Sponsors:

Larsen & Toubro Limited L&T Construction

Mount Poonamallee Road Manapakkam, Chennai 600 089

• Bronze Sponsors:

TRIL Info Park

Hardy Tower, Ramanujan, IT City, Rajiv Gandhi Salai (OMR),

Taramani, Chennai 600 113.

• Flash Drive Sponsor

Nadhi Information Technologies Private Limited

22, Venkataraman St, T Nagar, Chennai - 600 017

• Publication & Publicity Partner:

The Masterbuilder

102/11, Tripti Apartments, Marshalls Road, Egmore, Chennai 600 008.

• Travel & Accommodation Partner

Fulcrum Tours and Travels (P) Limited,

No. 4 Ganapathy Colony Main Road, Off Chamiers Road, Chennai – 600 018.


vi

TECHNICAL WORKSHOP SCHEDULE (Thursday, 27th

July, 2017)

From To Session Contents Speakers

08:30 09:00 Registration, Tea & Networking

09:00 09:30 Introduction

Lean construction –

Challenges and

Opportunities In India

Prof. Koshy Varghese

09:30 11:00 Integrated Design

Management

Lean Basics; What can

designers do with Lean?

How can design

management be

improved with Lean

Practices

Prof. Iris Tommelein

11:00 11:20 Tea Break

11:20 12:20 Case Studies

Design Management &

Last Planner System

Design Structure Matrix

and other Methods



Dr. Bhargav Dave

12:20 13:10

Issues for

implementing Lean in

Indian sites - LPS

adaptations & Lean

Culture

Major Aspects of Lean

Implementation In India Prof. N Raghavan

13:10 14:00 Lunch

14:00 14:45 Lean Construction &

BIM

How technologies such as

BIM can help Lean

practices and vice versa.

Dr. Bhargav Dave

14:45 15:30

Overall Lean

Implementation

issues in India - Lean

& BIM case studies in

India

Organizational issues in

implementing Lean &

BIM in India

Prof. Ashwin

Mahalingam

15:30 15:50 Tea Break

15:50 16:20 Lean Implementation

Practical Experiences In

India In Lean

Implementation

Mr.Kalyan

Vaidyanathan

16:20 17:10 Panel Discussion Implementing Lean In

India – The Way Forward


Prof N. Raghavan


Prof. Ashwin

Mahalingam

17:10 17:20 Concluding Session Prof. Koshy Varghese

Prof N. Raghavan


vii

CONFERENCE SCHEDULE (Fri, Sat 27-29th

July, 2017)

Day 1 FRIDAY 28.07.2017 Day 2 SATURDAY 29.07.2017

From To Event From To Event

8.30 9.00 Registration, Tea, Networking etc. 8.30 9.00 Registration, Tea, Networking etc.

9.00 9.40 Key Speaker 3

9.00 10.00 Inaugural Session

9.40 10.05 Plenary Speaker 3

10.00 11.00 Key Speaker 1 10.05 10.45 Key Speaker 4

11.00 11.25 Plenary Speaker 1 10.45 11.10 Plenary Speaker 4

11.25 11.45 Tea 11.10 11.30 Tea


11.45 13.15 Tech

Session 1 A, H

Tech Session 2

E

Tech Session 3

F 12.10 13.10 Tech

Session 7A J

Tech Session 8A

B, C

Tech Session 9A

D

13.15 14.15 Lunch 13.10 14.10 Lunch

14.10 15.05 Tech

Session 7B J

Tech Session 8B

B, C

Tech Session 9B

D 14.15 16.05

Tech Session 4

A, G, H

Tech Session 5

B, E

Tech Session 6

F, I 15.05 16.00

Unconference Discussions - Moderator: Prof. AshwinMahalingam

17.05 16.25 Tea 16.00 16.15 Tea


17.05 17.30 Plenary Speaker 2

16.15 17.15 Panel Discussion

17.30 17.35 Closure 17.15 17.30 Concluding Session

Notation Theme Notation Theme

A Building Information Modeling and Lean F Production Planning & Control

B Contract and Cost Management G Quality and Lean

C Design Management for Lean H Safety and Lean

D Integrated Project Delivery I Supply Chain Management

E People, Culture & Change J Waste Reduction in Construction


viii

Introduction

The Institute for Lean Construction Excellence (ILCE), India is a non-profit company

established in November 2008, with the objectives to develop and disseminate Lean

practices in construction, add value to all stakeholders through faster and more reliable

project delivery and promote co-operation between academic & research institutions and

industry in India. ILCE has been formed by an association of many industrial partners as

Chartered Members along with IIT Madras as the academic partner. ILCE has organised many

technical events in the country to promote Lean Construction.

Adopting Lean concepts has enabled several construction projects around the world to

experience significant improvements in productivity and profitability. Internationally, Lean

Construction is becoming more and more popular to solve the many ailments of

conventional project delivery. Today these concepts are also being implemented in the

Indian construction arena and many leading players have come forward to implement Lean

concepts in some form or other. This Conference celebrates the increasingly popular

continuing journey of the Indian construction industry on the path of Lean Construction

implementation.

This is the second National Conference on Lean Construction, following the successful first

Conference held in Mumbai in 2015. It is hoped that the trend will become a tradition, with

the Conference being held periodically, possibly annually by and by. The main objective of

ILCC 2017 Conference is to provide a platform where Lean construction practitioners -

owners, contractors, consultants, coaches and academics,- can share their experiences and

go further on the path of successfully applying Lean concepts to construction. In addition,

the conference will also provide an opportunity for academics to present their ongoing

research findings in the construction field and interact with industry practitioners to

enable industry-academic collaboration in this field.

The conference will comprise International and Indian key and plenary presentations,

academic paper presentations and industrial case-studies on Lean principles across Planning,

Engineering, Procurement and Construction. The speakers include Prof. Iris Tommelein of

University of California Berkeley, Dr Bhargav Dave of University of Aalto, Mr Anup Mathew

of Godrej Constructions, Mr Lauri Merikkallio of Vison Alliance, Finland and Prof. Makarand

Hastak of Purdue University as well as Mr Gridhar Rajagopalan of Afcons, Profs Koshy

Varghese, Ashwin Mahalingam and N.Raghavan of IIT Madras.A Pre-conference Workshop

will focus on practical implementation aspects with sessions from leading Lean coaches and

practitioners.

Apart from the above 52 submitted papers and 16 posters are also being featured. These

numbers are representative of the growing interest in Lean construction in this country and

hopefully the future conferences will see more papers. The broad themes covered by the

papers are: Design Management for Lean (4); Lean processes such as Last Planner, Work

Sampling, Integrated Project Delivery etc (6); BIM (7); Waste Reduction (7); Supply Chain

Management (1); Cultural aspects (10); Contracts (5);Miscellaneous aspects (12). The papers

have come from people from two broad backgrounds: Academic (23), Industry (29). These


ix

proceedings are printed in non-colour format but the accompanying Flash Drive will have the

original colour representations submitted by the authors. The contributed papers accepted

in the proceedings have undergone two basic reviews, apart from a check for formatting and

plagiarism, to ensure alignment to the conference themes as far as possible. Prizes are being

given to the best two papers and the best two presentations in the Conference.

Apart from the presentation of papers and display of posters, the Conference is also

featuring two discussions, including an Unconference Discussion moderated by Dr. Ashwin

Mahalingam of IIT Madras and a panel discussion moderated by Prof. N Raghavan. A pre-

conference workshop is also being organised at the same venue, attended by 80

participants, conducted by Prof. Iris Tommelein, Dr Bhargav Dave, Mr Kalyan Vaidyanathan

and the team from IIT Madras of Profs. Koshy Varghese, Ashwin Mahalingam and

N.Raghavan.

The organisers are grateful to the following persons for facilitating the organisation of the

Conference:

• The several reviewers who helped us to screen the paper and poster submissions.

• ILCE, Mumbai team headed by Mr Sanjay Ubale and Mr Prakash Patil, with

Mr Santosh Jayarajan, Mr Hrishikesh Joshi for the ready support for all the measures.

• Mr. Nigel Narayan of The Masterbuilder and his colleagues Ms Usha Devi, Mr Arnab

Dey for their continuous support, particularly for getting the printing done in a short

time to enable the proceedings to be available in time for the conference.

• Several research students Rahul Mohandas, Vishal Verma, Debidutta Mishra, Balaji

Srinivasan, Anuj Nichani, Vijayalakhmi Sahadevan, Somdyuti Roy Choudhury, Manna

Simon and others as well as Mr. Arputharaj Samuel have helped in organising the

web site, documentation for papers and posters and correspondence.

• Dr Bhargav Dave for the guidance and support for planning the Conference

• Dr. Iris Tommelein of the University of California Berkeley/ IGLC for support for this

conference as well as for IGLC 2018 to be conducted in Chennai. Also, for giving

permission to adopt the IGLC format for compilation of the papers for this

Conference. In fact, many features of this conference are modelled after the IGLC

annual conferences and the organisers gratefully acknowledge the same.

In fact the next annual conference of the International Group for Lean Construction, IGLC

2018, is scheduled to be held in Chennai, to be organised by IIT Madras and ILCE. We look

forward to a large scale participation from India, in terms of attendance as well as technical

contributions. This Conference will be held from Monday, 16th July, 2018 to Sunday, 22nd

July, 2018. It will comprise a Workshop Day, an Industry Day, a three-day technical

conference, ad a two-day Summer School for PhD students.

The Conference Souvenir contains the Abstracts of all the papers in the same sequence as in

this Proceedings, for use as a Ready Reference Guide while attending the Conference.

Thank you.

Editor.


x

LIST OF ADVERTISEMENTS

S.No. Advertiser Page No.

1 About Institute for Lean Construction Excellence Front Inner

2 About International Group for Lean Construction(IGLC) Rear Inner

3 Conference Partners & Sponsors Logos Rear

4 Institute for Lean Construction Excellence(ILCE) E3

5 Indian Institute of Technology Madras E3

6 Tata Realty and Infrastructure Limited E4

7 Larsen & Toubro Limited – L&T Construction E5

8 Godrej Construction E6

9 Tata Housing E7

10 Shapoorji Pallonji Engineering & Construction E8

11 Arcop Associates E9

12 URC Constructions E10

13 Afcons Limited E11

14 Gold Sponsor – L&T Construction E12

15 Bronze Sponsor - Ramanujan IT Park E13

16 Hochteif E14

17 Bhoruka Extrusions E15

18 Flash Drive Sponsor- Nadhi Information Technologies Private

Limited E16


xiii

Table of Contents - Abstracts

(In alphabetical order following last names of lead authors)

S.No Paper Title & Authors Page No.

A. KEY SPEAKER PAPERS

01 Implementing Lean & BIM in the Field: Challenges and Opportunities

Bhargav Dave

A3

02 Theory of an Intelligent Planning Unit(IPU) for Lean Construction of

Complex Built Environment

Makarand Hastak & Fekadu M Dabella

A3

03 Lean Implementation at Godrej Construction

Anup Mathew

A4

04 Integrated Project Deliveries in Finland

Lauri Merikallio

A4

05 Journey Towards Lean Construction: Pursuing a paradigm shift

Iris D Tommelein

A5

B. PLENARY SPEAKER PAPERS

01 Combining BIM & Lean for Improved Project Performance

Ashwin Mahalingam

B3

02 Lean – The Many Splendoured Thing

N Raghavan

B3

03 Transitioning from Small Lean to Big Lean on Construction Projects

Koshy Varghese

B3

C. SUBMITTED PAPERS

01 Construction Cost Overrun: A Review, Industry Scenario and

Implications for Research

Cindrela Devi A, Ananthanarayanan K

C3

02 A Lean-Flavoured Time-Cost-Quality Trade-off framework

Johns Abraham, Jeevan Jacob

C3

03 OHS Implementation at Godrej Construction

Rishikesh M Ahirrao, Anil S Hajare

C3

04 Assessment of factors influencing productivity of Construction

Engineers

K S Anandh, S Manna Simon

C4

05 An individualised investigation of the impacts of Job Support factors C4


xiv

affecting the efficiency of Construction Engineers

K S Anandh, K Gunasekaran

06 Lean Integrated Construction Project

Ramesh V Bhandarkar, Priyant K Sawant

C5

07 Integrated Project Delivery

Nareshkumar C, Dr. G.Chitra

C5

08 BIM360 Pilot at L&T Construction

Kishore Kumar D, Prabhakaran L

C5

09 Productivity Improvement of PSC Sleepers

Cyril Danthi, Parasuram K, Ravi Mohan Sharma, Mani Bushan Prasad

C6

10 Case Study – 5D BIM Implementation for Metro Project

Sonali Dhopte

C6

11 Knowledge Management and its application in developing Lean

Culture

R Giridhar, Depak Gaikwad, Jayadatta Lad

C7

12 Enhancing Building Information Modelling to incorporate bill of

quantities for faster adoption in India

Arnab Kumar Gogoi, Dr. Ashwin Mahalingam

C7

13 Collaborating to Create Value: Implementing Lean Construction at

Godrej Infinity, Pune

Potdar J, Khare V,Lahori Y, Kamalesh K

C8

14 Factors affecting the pricing of late changes in construction

Murali Jagannathan

C8

15 Building Information Modelling – Beyond Planning

Murali Jagannathan

C9

16 Contract awareness induction for Construction Contractors in India

Murali Jagannathan

C9

17 A Study of major activities causing concrete waste and controlling

techniques for construction industry

V Jaisankar, R. Udhaya Kumar

C9

18 Application of Lean Construction in Modification of Existing

Industrial Paint Plant to warehouse facility

Jerry Joykutty, S Kavinkumar

C10

19 A Study on adaptability of Lean Techniques in small construction

projects in India

Goutham Kenchey, Raja Sekhar Mamillapalli, Dr. R Venkatesan

C10

20 Establishing standard potential productivity norms for the real C11


xv

estate industry

Purenendu Khan, Cindrela Devi

21 Integration of Design Structure Matrix & Social Network analysis for

Design Management

Md. Wahid Khan, Dr. Ashwin Mahalingam

C11

22 A Study on Civil engineers career skills requirements &

organizational culture change for practicing Lean Techniques in

Construction Projects

R.Udhaya Kumar, Dr. P Karthikeyan

C12

23 Enablers and Inhibitors of Lean Construction in Indian Construction

Projects

Venkata Santosh Kumar, Ganesh A Devkar

C12

24 Applying Leans tools to reduce Piling Cycle Time for a marine

infrastructure project in Western India

Jayadatta Lad, Sudheer N A , D P Ganeswara Rao, Sudhir Patwardhan

C13

25 Last Planner System at Godrej Construction

Tushar Lahoti, Govind Singh Rathore

C13

26 Learnings from implementation of Last Planner in marine

infrastructure project in South India

V.Madhusudanan, Biswajit Malo, Rahul N V, Srikanth Singh

Kalyan Vaidyanathan, Jayadatta Lad

C14

27 Porting BIM models to Virtual Reality using the Google Cardboard

Raghav Mecheri

C14

28 A Case Study on PPC Trend, before and after culture change in

people

K M Nanthan, V K Natarajan

C15

29 Critical Prerequisites for Lean Principle Implementation in

Construction Projects

R Shankar Narayanan

C15

30 Analysis of Lean aspects amid internal stakeholders in

Construction Industry

Mamta Negi, Deepti Shitoley

C15

31 Clearing Bottleneck through Flow Process Design

Pawan Pandey, Shaila Maheshwari, J Uma Maheshwari

C16

32 Respect for People : Transforming the way we work

Prakash Patil, Santhosh Jayarajan, Hrishikesh Joshi

C16

33 Investigation of Advantages, Barriers and Willingness to Adopt Lean C17


xvi

Culture in Indian Construction Industry

Dr. V Pramadha, Dr. Venkatesan Renganaidu

34 Real-Time updating and monitoring of Construction progress by

integrating BIM with Mobile Application

Jasliraj S R, Dr.Benny Raphael, Udhayakumar R

C17

35 Lean Practice through component depreciating accounting – An

Illustration

Siddharthan R, Ananthanarayanan K

C18

36 The two front-runners: BIM & Lean in Design Management Process

Shobha Ramalingam

C18

37 Construction 4.0: The 4th

Generation Revolution

Dr.Subash Rastogi

C19

38 Procedural Challenges in Inter-organizational Collaboration for

IPD adoption

Debopam Roy, Dr.Sagar Malsane, Dr. Pradeepta K Samanta

C19

39 Implementation of Lean tool VSM: Towards waste minimization in

construction

Vanjisri S, Sharmila S

C20

40 Roadmap for implementation of Lean concepts in Design

Management in Building Construction Industry

Viajayalaxmi S, Mathew Joe, Dr.Koshy Varghese

C20

41 Lean applications in EOHT Construction

Sri Rama Murthy, Rajmohan Awadhiya, Sreeram Prasanna,

Cyril Danthi

C21

42 Cultural Impact of Lean Construction Practices

Arunkumar S, Kalyan Vaidhyanathan, Mohanbabu S, Muthu Kumar S

C21

43 A Study on process improvement in Construction of windmill

foundation by adoption of Value Stream Mapping

A Tamilnathan, R Udhaya Kumar

C22

44 Identifying wastes in Indian Construction Industry based on Lean

Philosophy

S Unnikrishnan, J Sudhakumar

C22

45 Automation of supply chain management using Lean Principles in

Construction Industry

Arvindh Karthick J V, Priyanth G

C22

46 5S Implementation through formwork optimization

Rahul Mohan V, K Ananthanarayanan

C23

47 Coordination of finishing activities in Real Estate Complex C23


xvii

Kalyan Vaidyanathan, Navin Kumar S D, P Chandrasekhar Reddy

48 Contract & Cost Management - Systems and Processes with a Case

Study

C Velan, K Senthilkumar

C24

49 Integrated Project delivery Method - Alliance Method

C Velan, K Senthilkumar

C24

50 Implementation of Material Waste Reduction process using Quality

Circle Concept in Indian project Sites

Dr. R Venkatesan, KRN Chowdary, Dr. P H Rao

C24

51 Application and Analysis of 4D BIM modelling for a University Block

Aneetha VIlventhan, Nagasai Karthik, Rajadurai R

C25

52 Skill Enhancement and Productivity Improvement of Construction

Workers

Smita Yamgar

C25

D. SUBMITTED POSTERS

01 5D BIM implementation for Metro Project

Mrs. Sonali Dhopte

D3

02 Knowledge Management and its Application in developing Lean

Culture

R Giridhar, Deepak Gaikwad, Jayadatta Lad

D3

03 Lean Construction at Godrej Infinity, Pune

Potdar J, Khare V, Lahori Y, Kamble K

D3

04 Application of Lean Construction in modification of Existing

Industrial Paint plant to Warehouse Facility

Jerry Joykutty, S Kavinkumar

D4

05 Productivity improvement of PSC Sleepers

Parasuram K, Ravi Mohan Sharma, Mani Bushan Prasad, Cyril Danthi

D4

06 Applying lean tools to reduce Piling Cycle Time for a marine

infrastructure project in Western India

Jayadatta Lad, Sudheer NA, D P Ganeswara Rao, Sudhir Patwardhan

D4

07 Learnings from implementation of Last Planner in a Marine

Infrastructure Project in South India

V Madhusudanam, Biswajit Malo, Rahul N V, Srikanth Singh

Kalyan Vaidyanathan, Jayadatta Lad

D4

08 Construction 4.0: 4th

Generation Revolution

Dr. Subash Rastogi

D5

09 Implementation of VSM: Towards Waste Minimization D5


xviii

Vanjisri S, Sharmila S

10 Assessment of Factors Influencing Productivity of Construction

Engineers

Anandh K S, Manna Simon

D5

11 Lean Applications in EOHT construction

Sri Rama Murthy S, Rajmohan Awadhiya, Sreeram Prasanna,

Cyril Danthi

D6

12 5S Implementation in Khalapur Mega Project

Priyant Sawant, Ramesh Bhandarkar

D6

13 Application of Virtual Design and Construction for Optimization of

Construction Project

Anshul Sharma, Shivang Aggarwal, Pradeep Punia, Nitin Singh,

Madhuri Kumari

D7

14 Skill Enhancement and productivity improvement of

Construction Workers

Smita Yamgar

D7

15 BIM for Constructability Review

Vasanth Kumar

D7

A. KEY SPEAKER ADDRESSES


A3

IMPLEMENTING LEAN AND BIM IN THE FIELD: CHALLENGES AND OPPORTUNITIES

Bhargav Dave

Conceptual analysis and observations from the field indicate strong synergies between lean construction and Building Information Modelling, which span the entire lifecycle of the construction process. Although lean construction is increasingly being applied on construction projects, applications that support its implementation on construction site remain limited.Production on construction sites is significantly managed through manual processes and disparate systems. Previous case studies have proven that the effectiveness of existing construction ICT systems has remained somewhat limited. Within this context there is an opportunity to develop and implement an integrated lean and BIM system that would support production management on site. To this end, a software system - VisiLean is proposed that provides the construction team a lean production management system that is integrated with Building Information Modelling. The system provides clear visualisation of work status through synchronised indicators on the 3D model and also integrates several information sources to enable a truly integrated system that the construction industry lacks. In this paper, the basic underlying concepts and a brief overview of the system are provided followed by three case studies where the software was implemented. Both the key success factors and areas of improvement emerging from these case studies are highlighted.

THEORY OF AN INTELLIGENT PLANNING UNIT (IPU) FOR LEAN CONSTRUCTION OF THE COMPLEX BUILT ENVIRONMENT

Makarand Hastak and Fekadu M. Debella

Most of the projects in the built environment system are unique in nature and different in design, specifications, constructions, and operations. Accordingly, it is difficult to establish a streamlined flow in the entire process of the complex built environment system and to arrange and optimize the required resources (e.g., labor, materials, and machinery) in a timely manner. To address this challenge, it is necessary to reduce the complexity of the built environment system and to provide the decision-makers with timely and accurate information for making better decisions. The theory of an Intelligent Planning Unit (IPU) proposed by Hastak and Koo (2016) achieves these objectives and promotes lean construction of the complex built environment. This theory includes three phases (i.e., IPU planning, IPU application, and IPU network). An IPU represents a well-defined planning unit, designed to optimize a specific purpose and function (e.g., cost, schedule, materials, process, and productivity). An IPU breaks down the physical entities and processes in the complex built environment system into carefully planned units (even nano-scale units) at the recognizable level. Since a built environment is a complex system of systems in facilities and in planning process, it can be composed of scalable systems from a nano-scale level to a larger-scale such as cities or beyond. In addition, a well-defined IPU has the property of replication and supports strategic implementation in the complex built environment. The refinement process allows improvement in the performance of an IPU using data collected through intelligent communication. This paper provides some example scenarios for the IPU as used in the planning stage of a project to elaborate the concept of the IPU. This concept ensures client satisfaction on various aspects of the project.


A4

LEAN IMPLEMENTATION AT GODREJ CONSTRUCTION

Anup Mathew

This paper presents an overview of the Lean Philosophy and our learnings at Godrej Construction as we implemented Lean, its principles and tools at our Project sites. Towards this, we have chosen to highlight certain aspects of our Lean implementation for five of our construction projects, two of them being multi-storied Residential building construction projects in Mumbai and the other three being Industrial building construction projects outside Mumbai. We have attempted to share some of our learnings from a diverse set of projects by way of case studies to help others in implementing Lean more effectively in their construction projects. There would be an increasing relevance and benefit for adopting Lean principles in the Indian Construction and Real Estate sector since India is expected to see a significant growth in construction activity in the decades ahead. Also, the recent Indian Government policies such as Real Estate (Regulation and Development) Act, 2016 would have serious consequences for non-performance with respect to timely delivery of projects as per the committed quality and specifications. The Lean philosophy of waste minimization and getting the quality right the first time without re-work would thus go a long way towards benefitting all concerned stakeholders.

INTEGRATED PROJECT DELIVERIES IN FINLAND

Lauri Merikallio

By the end of 2016 there are nearly 50 pending or completed Integrated Projects Deliveries (IPD), the aggregated value of which amounts to ca 3 billion euros. A large share of these deliveries are delivered by applying the pure alliance model. An alliance is a relational contract with the strong integration of parties to the contract, as well as the early involvement of the key stakeholders. In addition to the early involvement of participants, the integration of an alliance contract also comprises a joint organisation with unanimous decision-making procedure, the common objectives pertaining to all parties, the commercial model aimed at their realisation, as well as sharing of r isks and benefits. [1]An alliance contract specifies the objectives and the operating models promoting confidence between the contracting parties. Furthermore, confidence-building is based on the openness set out in the contract, and the Open books practices, as well as the Best of for the Project mindset. The alliance model adopted in Finland is in fact based on the Australian model. However, quite a lot of the lean management and lean construction tools from the American IPD models have been introduced into the Finnish model as well. The monetary value of the IPDs implemented in Finland has varied between six million euros and about 300 million euros. Thus far a large part of the customers have been public contracting entities. The objects of the procurements include infrastructure projects such as railways, road networks, as well as tramway systems. In the house building field the objects have included hospitals, modern educational centres, airfields, as well as challenging renovation objects. In recent years, the alliance model has also been applied by industrial operators, such as energy companies. In Finland the introduction of the alliance model was launched by the Road Administration and the Rail Administration (merged into the Transport Agency) in 2007. Major Finnish


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architectural and engineering companies and construction companies were among the participants in the established research and development project. [2]However, this research and development project did not yet lead to the testing of the alliance model. In 2009 a small delegation from Finland participated in the Public Sector Construction conference in Karlsruhe. During this visit the delegation met with Jim Ross, an Australian pioneer in the field of alliancing and in spring of 2010 Mr. Ross came to Finland to provide training to Finnish contracting entities and service providers. The Transport Agency and their managers set an example by stating their intent to test the alliance model in two different procurement projects with the aggregate value of about 300 million euros.The first project was launched in the autumn of 2010. The second pioneer in the f ield of alliance, the University of Helsinki, Property Centre, launched their first alliance project in 2011. The Lean Construction Institute Finland (LCI-Finland) was established in Finland in 2008.The Institute has organised three consecutive major research projects LCIFIN1, LCFIN2, and RAIN (Integration in Construction Industry).The total value of these research projects has reached about 10 million euros and the projects have involved more than 15 Finnish consultancies and construction companies .One of the key topics of these development projects has been promotion of integration. Accordingly, the owners have been working on the alliance model in the joint IPD1 (Integrated Project Delivery) development project that was implemented in 2014–2016. The project has involved 11 major public owners from Finland. Each organisation has had their own pilot project, in which the pure alliance model has been applied. A number of joint workshops have been held within the framework of the IPD1 projects; in these workshops the key individuals of the contracting authorities have shared their experience, and have cooperated in developing the alliance model suitable for the Finnish culture. In 2017 it is intended to launch an IPD2 project, which will focus in particular on application of lean management and lean construction models in alliance projects.

JOURNEY TOWARDS LEAN CONSTRUCTION:

PURSUING A PARADIGM SHIFT

Iris D. Tommelein

This paper retraces how I became involved with lean, specifically with lean construction, which refers to the application of lean thinking to the delivery of capital projects in the architecture-engineering-construction (AEC) industry. I have been in this industry for more than 30 years and it has been exciting to experience the paradigm shift that has taken place, with “lean” offering a new way of thinking for those involved in designing and managing AEC projects. The systems thinking that lean promotes began to develop in the AEC industry 20-some years ago and was spurred by the recognition that the then-current thinking about the delivery of projects was incongruent in many ways. The paper first offers conceptual underpinnings to frame this new way of thinking, and then describes my journey of discovery of incongruences in construction project management theory and practice. Along the way, I offer several partial yet complementary definitions of lean construction while giving examples and illustrations of the underlying lean thinking. The thesis is that lean thinking helps eliminate much self- inflicted, unwanted complexity from systems, so that people can accomplish more using simpler systems. Readers may not necessarily agree with this thesis, but are challenged to at least consider that lean thinking offers a new paradigm for the AEC industry, and that it is worth pursuing.

B. PLENARY TALKS


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COMBINING BIM AND LEAN FOR IMPROVED PROJECT PERFORMANCE

Ashwin Mahalingam

The purported benefits of Building Information Modeling (BIM) are many. However, a majority of these benefits/advantages are rarely realized in practice. While the fragmentation of the construction industry is one popular reason for why this is so, the alignment (or the lack thereof) between BIM processes and construction processes is also often cited as a reason for the poor uptake of BIM on projects. BIM requires a collaborative environment to be created where information is shared in a transparent manner. Typical construction project environments are anything by collaborative, and are characterized by the self-seeking behavior of goal-incongruent actors. Lean construction, however is a pathway through which a collaborative environment can be built. Tools such as the Last Planner can, over time, lead to the creation of a culture of transparent information sharing, thereby also enabling BIM. This talk showcases a section of the metro rail project in India where BIM was applied post Lean implementation, to show how project performance improved as a result of applying BIM after a Lean implementation process was undertaken to build a collaborative culture.

LEAN - THE MANY SPLENDOURED THING

Raghavan N

The construction industry in India, as well as around the world, suffers from many problems such as uncertainties, time and cost overruns, etc. Lean construction concepts evolved from the successful Lean manufacturing have been used with good results to overcome many of these problems.

Lean has many facets and many processes and tools developed on the platform of the basic culture and a beginner may find it bewildering to choose the right path for Lean implementation. However, as long as the basic concepts are adhered to, the various practices taken up for continuous improvement would still fall within the Lean ambit.

The current scenario of the Indian construction industry is looked at briefly and suggestions are offered on the route to implement Lean - the organisation, processes, monitoring systems and directions required from the top management. The future would be quite bright if proper steps are taken up to implement Lean in the full spirit.

TRANSITIONING FROM SMALL LEAN TO BIG LEAN

ON CONSTRUCTION PROJECTS

Koshy Varghese The construction industry is investing a significant amount to effort in its attempts to improve efficiency of the project delivery process. Lean concepts are a topic of interest to the industry as effective implementation of these concepts have resulted in dramatic improvements in several sectors such as manufacturing etc. It has been well documented that the first area of application of Lean concepts for construction projects is at the construction site. In such applications, the key lean concept of waste elimination is targeted and various tools to


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identify and eliminate waste are employed. The results of the efforts are measured using typical lean metrics such as Value-Added, Non-Value Added, Non-Value Added But Necessary. More advance implementations attempt the Pull based approach through tools such as Last-Planner and collaborative planning. On many projects, it becomes apparent that majority of the root causes of waste are not within the construction phase but result from design, procurement or contractual issues. Unless Lean concepts can be implemented at the Project Level the full potential of Lean will not be realized. In this paper the concepts and methods of implementing lean concepts at as site level is referred to as “Small Lean” while the project wide implementation is referred to as “Big Lean”. The presentation will discuss the importance of starting with Small Lean and illustrate that unless transition is made to implementing Big Lean the efforts to implement lean may not payoff. The presentation will also highlight some of the studies done by the IIT Madras construction group in making this transition.

C. CONFERENCE PAPERS


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CONSTRUCTION COST OVERRUN: A REVIEW, INDUSTRY SCENARIO AND IMPLICATIONS FOR RESEARCH

Cindrela Devi A. and Ananthanarayanan K.

The construction project performance is generally expressed in terms of cost and its variance from the budget. It is essential to measure the cost variance to understand the project progress and financial risks involved in project, because the positive cost variance called cost over-run is noted as negative impact in project performance and profitability. Though sufficient knowledge on cost overrun has been largely shared in extant literature, it is not adequately explained on why the cost overrun keeps occurring. The research is proposed to improve current construction practices of determining the construction cost and controlling the cost in Indian building construction projects. The aim is to propose a conceptual framework to indicate the risk factors involved in cost estimation and control. As a systematic approach, the cost overrun is investigated through an extensive literature study and analyzing the industry scenario. Based on the literature review and input from industry experts, sixty eight factors that causes cost overrun were identified for investigation. Further, a structured questionnaire survey was conducted among the industry experts and the collected data has been analysed statistically. It is concluded that the factors namely scope creep, construction delays, rework and practise of awarding the contract to the lowest bidder are most significant factors for construction cost overrun in non-infrastructural Indian projects. Identification of these factors used to guide the project team in addressing the cost related risks involved in the projects. However to eradicate the cost overrun, methodological shift from the traditional approach to collaborative project delivery is indeed required. Hence it is suggested that the future research can be moved from identification of causes to eradication of cost overrun by lean approach along with system thinking to address the improvement in the current construction practice.

A LEAN-FLAVOUREDTIME-COST-QUALITY

TRADE-OFF FRAMEWORK

Johns Abraham and Jeevan Jacob Many Indian construction sites perform unproductively and with low quality due to time-cost-quality trade-off issues. This study was conducted in such a project. This 100 million multi-storeyed hostel building project was dragging and had severe quality problems. Action research method was applied to identify the issues related to time, cost, and quality. A Lean flavored framework was formulated to address the identified issues. The objective of this paper is to present the study and the solution framework emphasizing the quality issues. The paper also analyses the post-framework improvements which uplifted it into a productive site.

OHS IMPLEMENTATION AT GODREJ CONSTRUCTION

Rishikesh M. Ahirrao and Anil S. Hajare

In an industry, which is highly unorganized and prone to major safety related risks, due to time consuming and tedious process there is always an inconsistency in reporting, recording and closing of issues & thereby trends are not available as desired.


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Also, we had experienced less participation from stakeholders particularly Contractors & Supervisors as they never had access to management systems.

ASSESSMENT OF FACTORS INFLUENCING PRODUCTIVITY

OF CONSTRUCTION ENGINEERS

K. S. Anandh, S. Manna Simon From the perspective of lean production, production flow can be thought as, comprising of value added and non-value added activities. Moreover, one of its core principle is to eliminate waste, which can be translated into increased productivity. Productivity is one of the crucial parameter, even a daunting problem, faced by the construction industry today. Efficient productivity is mainly associated with performance and competence of the engineers, which is related to the several influencing factors. This paper talks about those factors which influences productivity of construction engineers. Focus group qualitative technique and Questionnaire survey (through self-administered questionnaire) was used to find the influencing factors. The questionnaire was circulated to engineers of different organisational level from various parts of Tamil Nadu, India and out of which 72 % response was received. The questionnaire comprised of diversified parameters pertaining to productivity. The data was analysed using SPSS and RII, and then parameters were ranked according to its effect on engineer’s productivity. The study was concluded by pointing out the critical factors influencing productivity and recommendations.

AN INDIVIDUALISED INVESTIGATION ON THE IMPACTS OF JOB SUPPORT FACTORS AFFECTING THE EFFICIENCY OF

CONSTRUCTION ENGINEERS

K. S.Anandh and K.Gunasekaran The task in the construction industry is fascinating and confronting. Job satisfaction has received considerable attention in organizational research. It has been proved to be one of the key factors that contribute to the productivity of every employee in a company. The focus of this study is to find factors, affecting job satisfaction of employees in a local construction industry in Chennai. A Quantitative survey based research approach was used in the study. 135 Civil engineering professional working in selected construction organizations in Chennai, Tamil Nadu was included in the study. Fundamental data was collected through the questionnaire, and the collected data was analyzed using descriptive statistical tools with the aid of Statistical Package for Social Sciences (SPSS) version 20.00. The results revealed non-wage based factors such recognition, the task per se, work environment, supervision and job security are having an influence on job satisfaction more than the wage paid to the employees and are more relevant parameters in job satisfaction. Construction company owners, associations for builders, project managers, higher authorities in the construction industry, should make policies and assimilate various factors that enable employees to accomplish their prime priority specified goals in job design to ensure employee loyalty and to improve productivity.


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LEAN INTEGRATED CONSTRUCTION PROJECT

Ramesh V. Bhandarkar and Priyant K. Sawant In line with present application of Lean Construction tools for ongoing construction project to streamline productivity and minimizing waste; it is required to run an ideal construction project-based production system with better work environment for all stakeholders. This paper gives overall idea about the some of the Lean tools implementation for ongoing construction project for betterment of the work environment, to overcome productivity related analysis with checking consistency of productivity and continuous improvement through Kaizen implementation. The method adopted in this paper considers the main principle of lean construction and tools applied during the construction execution process. We implemented tour based work sampling, 5S through trainings followed by regular audits and value addition through Kaizen during the construction phase. The paper explains effect and outcomes of implementing lean tools on construction project. Implementing lean tools, we are witnessing improvements in productivity of particular activity after removal of Non Value Adding (NVA) flaws to streamline the overall process. Secondly, better work environment through 5S and Kaizen implementation. Lean tools helps to craft systematic processes with Productivity Study, Time motion study to remove non value adding waste, and creation of overall better work environment for everyone with continuous improvement.

INTEGRATED PROJECT DELIVERY

Nareshkumar C and Dr. G Chitra

The objective of this work is to examine the factors influencing the implementation of integrated project delivery (IPD) in Indian construction projects. The main issues identified are, (1) Lack of stakeholder involvement, (2) Delays in delivering the projects due to poor design & communication, (3) Uncertainties in material procurement, (4) Unsatisfaction of customers. To overcome such issues, this work shows that IPD is most successful when owners, architects, engineers step outside the boundaries of traditional method into a collaborative process. The focus of this study is to identify the influence of performance parameters in IPD and influence of IPD in project life cycle. In this project work the performance parameters are taken into account namely: Scope, Cost, Time, and Quality. These parameters are examined through literature reviews, interview with experts and by two fold questionnaire surveys. Totally 73 questionnaire were distributed to the clients, project manager, architects, engineers etc., and collected nearly 55 respondents and then finally validate it by using Relative Importance Index (RII) method to prioritize the most influencing factors in both the questionnaire. Thus this work provides information about the influence of IPD throughout the project life cycle of Indian construction industry.

BIM360 PILOT AT L&T CONSTRUCTION

Kishore Kumar D. and Prabakaran L.

L&T construction, B&F IC uses BIM platform in the design stage for generation of clash free coordinated drawings and quantity takeoff. Foreseeing the benefits and considering the digital transformation of construction projects, management decided to use BIM platform in


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construction phase. So we took up one design build project (Apollo OMR Hospital project, Chennai) as pilot and decided to implement BIM360. Of the BIM360 family, we considered using BIM360 GLUE (Design collaboration) & BIM360 FIELD (Field management). GLUE helps in reducing revisions with better collaboration during Design stage and FIELD enables the use of 3D model in site for better clarity, progress update and digitize the field work flows. To start with, we chose specific feasible work flows like, Daily workmen & progress updates, Updating and reviewing 3D model, Safety/Quality checklists, using soft form of drawings for site works. This reduced the duplication and compilation of data, when compared to paper documentation. Also the colour coded status model helped management to review the progress using BIM. Our organization is in a digital transformation stage, and we have taken the first step in digitizing all our workflows at Project sites by making use of the BIM platform.

PRODUCTIVITY IMPROVEMENT OF PSC SLEEPERS

Cyril Danthi, Parasuram K., Ravi Mohan Sharma and Mani Bushan Prasad

Projects today are becoming increasingly complex, with greater demands on efficiency and schedules. The successful delivery of projects is at the heart of the infrastructure industry. Productivity improvement is critical area in Construction Industry and is directly related to progress of the work. Improving the field productivity is one of the major challenge in the construction and infrastructure sector. Productivity has been generally defined as the ratio of an extent of output to the unit of all of the resources used to produce this output. Transportation- Business Unit of Tata Projects is executing the Eastern Dedicated Freight Corridor Corporation India Limited (DFCCIL). DFCC is a freight corridor under construction in India by Indian Railways especially with the mechanized track laying mechanism; this entire length will serve only for freight carriers. New Track Construction (NTC) Machine is been deployed for laying track in the EDFCCIL Projects. NTC is used to automate the laying process. The NTC is designed to lay sleepers and rails on a newly constructed track bed. The NTC machine can lay track up to 1.5 Kilometer (KM) per day. This requires 2500 sleepers to be loaded in to the track laying machine from the Material Train. We have deployed 4 number of hydras for loading the sleepers and 10 hours are required to load these sleepers in to the material train. The sleepers are stacked in the stack yard which is located around 1KMs from the material train. The challenge was to reduce the waiting period of the material Train at the Stacking area, thereby improve the productivity of the NTC machine. We have done operational analysis adopting lean principles to reduce the waiting time of the material train and thereby improving the productivity of the New Track Construction Machine. The results show that by adopting the lean configuration the waiting time of the material train is reduced by 8 hours, increasing the productivity when compared to the existing method.

CASE STUDY- 5D BIM IMPLEMENTATION FOR METRO PROJECT

Mrs. Sonali Dhopte

The objective of this project was setting up of a digital platform combining 3D, 4D, 5D for every participant in the supply chain. For our clients, the 5D BIM Team set up standards and protocols for virtual models and documentation for various consultants, contractors, and engineers to arise on a single online collaborative platform and common data environment.


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Our role includes: • Business requirements and blueprint • Identifying and establishing Employers Information requirements (EIR) • Modelling guidelines and Automating CAD QA/QC • Defining Level of detail • Setting up of common data environment (CDE) • Asset strategy and Asset management • Integrating ERP with BIM model • Training for the users on using the platform

KNOWLEDGE MANAGEMENT AND ITS APPLICATION IN

DEVELOPING LEAN CULTURE

R. Giridhar, Deepak Gaikwad and Jayadatta Lad Construction projects have potential to generate a lot of learning during their lifecycle. However, it is common to see this learning go unutilized in subsequent projects. If an organization learns to control the “waste of knowledge” during the project lifecycle and utilize this knowledge in subsequent projects, it can form a significant competitive advantage for the organization. Knowledge management (KM) is the process of capturing newly created knowledge, disseminating, using and managing the knowledge and information of an organization. Knowledge management, then, through sharing best practices and learning from past projects, can be an effective means of implementing Lean construction. Through this paper, we discuss our organization’s journey in developing Knowledge Management for construction projects. We also discuss the various modes we use for capturing and disseminating information. We also show how our KM system allows for “information pulling” by project team members in order to get the right information, in the right form, to the right people at the right time. Finally, we discuss how KM is an enabler for developing a learning organization and therefore a key tool in building a Lean culture.

ENHANCING BUILDING INFORMATION MODELLING

TO INCORPORATE BILL OF QUANTITIES FOR FASTER ADOPTION IN INDIA

Arnab Kumar Gogoi and Dr.Ashwin Mahalingam

Building information modeling (BIM) is considered as a key innovation in the construction industry with promises of significant benefits. Although many countries have adopted BIM to its fullest potential, India still lags behind due to its slower adoption rate. One of the reasons for this slow adoption is the lack of incorporation of Indian building codes, by- laws and standard formats into BIM. This study represents a first step in terms of addressing this gap by developing a working prototype in Autodesk Dynamo to be used with Autodesk Revit and Microsoft Excel to enhance the ability of BIM models to automatically generate accurate quantity estimates in Bill of Quantity (BOQ) format used by Central Public Works Department (CPWD) and state Public Works Departments (PWD) in India.


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This paper will look at how BIM can be used to create automated and accurate BOQ for building projects. The combination of Autodesk Revit, Autodesk Dynamo along with MS Excel will be used to create a prototype to automate the process. The scope is limited to architectural and structural elements of the building and importance is given to RCC structures. The focus of the prototype is to get accurate quantities of elements according to the requirements of BOQ. The BOQ’s were manually calculated, also automatically generated using prototype and taken from the Revit and comparison is done between them. Tests are carried out on three Revit models to calculate the accuracy of the prototype.

COLLABORATING TO CREATE VALUE: IMPLEMENTING LEAN

CONSTRUCTION AT GODREJ INFINITY, PUNE

Potdar J., Khare V., Lahori Y. and Kamlesh K. This paper shares the experience gained by the project team as they went through the stages of understanding the concept of lean thinking and its business significance for the Godrej Properties Ltd (GPL), sensitizing the teams of GPL, Project Management Consultants (PMC), and the civil contractors through a shared project goal, and supporting the site engineers and workmen to implement lean tools. The Focus of Lean Implementation has been on tracking and controlling project, improving work flow reliability through collaborative planning, improving contractor’s performance (& hence the project performance) by sharing data-based, multiple-parameter performance feedback with the contractors, involving the bottom-line operators through morning meetings. The paper shares the valuable data on various metrics related to the project and concludes with the lessons learned by the entire project team and expectations from the work- in-progress.

FACTORS AFFECTING THE PRICING OF LATE

CHANGES IN CONSTRUCTION

Murali Jagannathan Occurrence of multiple changes in the completion stage of a construction project generally upsets productivity and hinders completion. While provisions of the variation clause in a construction contract should compensate the contractor with all expenses that are incurred in connection with the change, in many cases the contractor may not be compensated to the extent of the actual expenses involved with the execution of changes that occur late. This difference between the forward priced change order and the actual impact cost, called Late Change Hidden Costs (LCHC) is more evident with those changes that are awarded by the owners towards the end of the project. It is established by many research papers that the greater the number of such late changes, higher is the labour productivity loss. Though existing literature indicates this correlation between the timing of the change and the labour productivity, there is a need to identify the factors that contribute to this correlation in the specific context of late changes. The importance of estimating LCHC is also discussed from the ‘lean’ perspective where there is a growing two way mutually benefitting relationship between LCHC estimation and Building Information Modeling (BIM).


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BUILDING INFORMATION MODELING – BEYOND PLANNING

Murali Jagannathan Building Information Management (BIM) is no doubt a revolution in construction management that has led to increased efficiency in project planning. Notwithstanding the above, even in projects that have implemented BIM with sophisticated multi-dimensional models, there are certain execution issues that persist. Real time data collection tools, designed specifically for field execution professionals, provide solutions that help in reducing rework and improve quality, among others. Reviewing the applicability of such tools, the paper identifies ongoing research in BIM in areas specific to construction execution and areas having potential for BIM based solutions. In the Plan/Design-Do-Check-Act (PDCA) cycle of planning, the current focus of BIM applicability primarily pertains to ‘Plan/Design’ and it is time we focus on the applicability of BIM on the remaining sections of the PDCA cycle. After identifying specific problem areas and discussing the applicability of available BIM solutions, the paper concludes with the identification of recent research in those domains of construction project management in which BIM adoption is evolving and needs a greater focus to minimize efficiency losses (waste) and improve customer centric value delivery.

CONTRACT AWARENESS INDUCTION FOR CONSTRUCTION CONTRACTORS IN INDIA

Murali Jagannathan

It is an established fact that every project is unique. But whenever a new team is being formed on a project site by the contractor, there is a tendency for the construction professionals to follow the practices that they are accustomed to in previous projects and are unaware sof specific contractual requirements for a new project. This behavior is in direct conflict with the uniqueness of a new construction project and it requires time for the professionals to adapt practices unique to the new project. This extended learning curve period will be prone to mistakes and reworks leading to cost and time overruns. With the help of real- life examples from construction projects, this paper describes the concept of ‘contract awareness induction’, a process, which in the opinion of the author has strong potential to eliminate waste in the form of rework and improper interpretation of contract and make construction projects leaner. Contract awareness induction ensures that the construction professionals reporting to a new project site have been fully briefed about the objectives and targets of the new contract along with all project-specific contractual requirements. The paper further gives suggestions regarding the topics to be included in the induction process.

A STUDY ON MAJOR ACTIVATES CAUSING

CONCRETE WASTE AND CONTROLLING TECHNIQUES FOR CONSTRUCTION INDUSTRY

V. Jaisankar and R. Udhaya Kumar

The paper presents the practical observation and results of our recently completed and ongoing projects constructed with an objective to develop a practical method for avoiding and


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controlling concrete waste in projects. The main focus of the study is to investigate the root for the activates causing wastage in construction activities and deriving standard procedures to practice for controlling wastage. The controlling procedure will be a part of site management on a regular basis if required day-to-day should be practiced based on the project requirement. The study also intends to make contributions for the strengthening of the Lean Construction principles, through the adoption of the Lean tools that we are practicing . The study, is focused on observing the main reasons creating wastage in concrete casting and categorisation of waste in construction projects, it is projected based on previous similar studies and our field experiences concerning waste measurement. Based on these, waste causing factors are segregated; procedure for collecting data was developed and applied in our three projects. One of the main outcome of the study is concerned with the need for controlling waste and standard procedure for practicing in projects to minimize or to avoid concrete related wastage.

APPLICATION OF LEAN CONSTRUCTION IN MODIFICATION OF

EXISTING INDUSTRIAL PAINT PLANT TO WAREHOUSE FACILI TY

Jerry Joykutty and S. Kavinkumar

Caterpillar India planned to convert its Paint-Plant Facility at Thiruvallur, (Industrial Steel Building of 170mX70m) to a Warehouse in 6 months. The conversion was challenging considering, a) The huge primary pit (110mx14mX4m) and 19 secondary pits within the production hall which required a filling quantity of (14000 cum) and new flooring (920 cum), b) Dismantling of mezzanine floor with industrial equipment within the production facility where there was no access for heavy machineries, c)Construction of Dock platform, hard stand area and access ramps for 40ft containers where the existing road level was elevated by 3m from ground level, separated by 2m wide storm-water drain and available access of 21m space only. EPMCR was awarded the work for Design and Construction management. Lean Construction techniques were adopted right from Design stage to execution. the project team, design team, client and contractor were involved in all stages of work. BIM and Last Planner System was adopted for the project. Trello platform was used for commitment based planning and monitoring the job. The job was completed in 5 months’ time. Caterpillar global team appreciated the work for the work quality and safe delivery on time.

A STUDY ON ADAPTABILITY OF LEAN TECHNIQUES IN

SMALL CONSTRUCTION PROJECTS IN INDIA

GouthamKenchey, Raja SekharMamillapalli and Dr. R. Venkatesan As a popular saying goes 'a penny saved is a penny gained' this will be apt in the field of construction because it is facing huge losses because of internal reasons like wastage, delay, poor quality of work, improper planning etc. These factors are directly affecting the industry on the site rather than off the site, most of the traditional methods present today are trying to improve on site performance from off the site in which they are failing miserably. In spite of the fast growth in the Indian construction sector it is still running in losses due to various reasons like not welcoming new improvisations in technique, latest machinery not being available and many more. Lean techniques are being implemented in various countries on a


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very larger scale, but in Indian scenario it is not being accepted. This paper is about implementation of lean techniques in Indian scenario and testing its fitness for small construction projects. Five construction sites were selected where in after initial observation the quantity of work done is calculated. From the six major techniques available best techniques suitable in the site are suggested and implemented. The techniques majorly used are 5S, Daily Huddle Meetings, Increased Visualization and Last Planner. Cost per unit was also calculated based on the wages given to the labours, In each site there was a variation in teaming of mason and labours in order to find out which combination is cost effective While implementation the quantity of work done is calculated on daily bases for ten weeks.

ESTABLISHING STANDARD POTENTIAL PRODUCTIVITY NORMS

FOR THE REAL ESTATE INDUSTRY

Purnendu Khan and Cindrela Devi The construction industry in real estate sector is greatly concerned about its low level of productivity. Extant research and survey have been conducted to identify the perceptions of top management in relation to construction productivity. The paper describes productivity issues and its enhancement at construction sites comparing the productivity norms. The aim is to arrive at Standard Potential Productivity Norms (SPPN) based on a systematic scientific study that suggests on how potential productivity could be arrived based on the current ecosystem in real estate, workplace situation, and workforce capability. It is a zero based productivity norms at prevalent work conditions. The study comprises of productivity measurement of five construction trades at two residential construction sites. It delineates actual productivity of the mentioned activity, improved productivity as per the proposal and projected productivity. The findings from the study illustrate how productivity could be improved by step by step approach and how to incorporate lean approach especially in real estate industry where the challenges rely on the external environment. The greatest concerns identified are (a) longevity in holding the trained personnel (b) aligning activities or speed of construction with respect to the sales of housing units, and (c) incorporating the novel concepts in construction. This study helps in determining Potential Productivity achievable from the system and in planning action initiatives to arrive the full potential of the system.

INTEGRATION OF DESIGN STRUCTURE MATRIX & SOCIAL

NETWORK ANALYSIS FOR DESIGN MANAGEMENT

Md. Wahid Khan and Ashwin Mahalingam

Design is one of the most important functions of any project and is equally difficult to manage because of the presence of various stakeholders and their varied needs. Any errors/inefficiencies in the design process will multiply many folds and affect the construction phase. Design management becomes much more difficult in the construction industry because often all the people are not in the same place and they may be as far as a different continent altogether and thus coordination becomes an even tougher issue. Design Structure Matrix is a tool used for Design Management, which is an integral part of Lean philosophy and Integrated Project Delivery. But in reality, the communication might not be as per the outputs as given by the DSM. Thus to check this we need to conduct Social Network Analysis of the organisation. Previous flawed attempts to integrate DSM and SNA


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have been made in the manufacturing industry but none as such has been done in the construction industry as yet. This paper focuses on removing the flaws in the previous attempts made and also in the process predict the success of the project by comparing DSM and SNA, also giving necessary inputs to the design team to modify the communication pattern and hence the SNA such that it matches with the DSM. The study is conducted on a highway project with the design team based in Chennai.

A STUDY ON CIVIL ENGINEERS CAREER SKILL REQUIREMENT S

AND ORGANIZATION CULTURE CHANGE FOR PRACTICING LEAN TECHNIQUES IN CONSTRUCTION PROJECTS

R. Udhaya Kumar and Dr. P. Karthikeyan

On the outset of any job profile we can predominately say human wealth as core strength for implementing any process in an organization or an cultural change in a project cum organization. The same concept is applicable for implementing lean in any construction project which mainly depends on people. The current research is focused on the skillset requirement of civil engineers to implement lean process effectively at their projects. This study is conducted to examine the practical requirements to understand the role of training and development, skill improvement and organizational culture change required for practicing lean at projects. By which the objective of the research formed, in view of understanding the effective and efficient lean implementation by deputing right resource to handle the right task. So, the right resource can be identified in market or from available resource can be trained for enriching knowledge to handle the tasks. Knowledge gaining alone not sufficient to Practices Lean but gained knowledge should be properly implemented by following systematic procedure to get desired outcome. Outcome of the study, signposted that variables like organizational change and employee skillset are directly related to the project outcome, which can be achieved by advancing civil engineers with required skillset.

ENABLERS AND INHIBITORS OF LEAN CONSTRUCTION IN

INDIAN CONSTRUCTION PROJECTS

Venkata Santosh Kumar Delhi and Ganesh A. Devkar

Efficient and effective execution of projects is a key factor in managing large projects and making the construction sector productive. With the growing demand for various infrastructure facilities, the construction sector is facing huge challenges to improve productivities and efficiently deliver quality projects to the clients/owners. As an increasing number of organizations adopt the Lean philosophy or at the least the tools and techniques of Lean construction, it makes sense to evaluate the percolation of the Lean construction in Indian construction industry. This provides the motivation to this study to understand, explore and develop a typology of the various inhibitors and enablers influencing the implementation of Lean construction in India. To this end, a framework is developed to capture the typology of inhibitors and enablers to Lean construction in the country. This is a preliminary study in this research direction where we develop a framework to understand and classify the inhibitors of Lean construction. Based on the extant literature and our interaction with experts,


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practitioners of Lean, we propose some preliminary mitigation measure to some of the inhibitors. We believe the framework so developed is based on a solid grounding in existing organizational, institutional and management theories in the area of adoption and diffusion. Thus the framework is general enough to accommodate the intricacies of more involved studies in the future and can serve as a guideline in developing strategies in future. The need of the hour is to understand and address these inhibitors to ensure effective and efficient Lean implementation and to fully realize the potential benefits of Lean construction. We intend to highlight this need in this paper and invite the Indian construction industry to further the debate in this area to exploit Lean construction philosophies in a beneficial way.

APPLYING LEAN TOOLS TO REDUCE PILING CYCLE TIME FOR A

MARINE INFRASTRUCTURE PROJECT IN WESTERN INDIA

Jayadatta Lad, Sudheer NA, D. P. Ganeswara Rao and Sudhir Patwardhan

This paper describes application of VSM and SMED techniques for reducing the piling cycle-time in Wharf and Approach Trestle Construction Project undertaken by Afcons Infrastructure Ltd. in Western India. Value Stream Mapping (VSM) and Single Minute Exchange of Die (SMED) are mutually aiding techniques in Lean Construction tool-kit. VSM is used for mapping the current state, identifying wastes, and designing a future state for a work process that take a product or service from its beginning through to the customer. SMED tool is used for dramatically reducing the time it takes to complete equipment changeovers. We discuss in the paper our problem statement, methodology we adopted, techniques we used to analyse the issues, specific action plans undertaken and the results obtained. We also present our learnings from the exercise and our suggestions for other practitioners looking to implement lean principles in Infrastructure projects.

LAST PLANNER SYSTEM AT GODREJ CONSTRUCTION

Tushar Lahoti and Govind Singh Rathor

The construction industry is facing increased pressure to successfully deliver projects against a backdrop of finite resources, ambitious time schedules, and limited budgets. Optimizing resources whilst effectively managing risk, time, quality and cost have become a delicate balancing act for all stakeholders involved. However, in its path of advancement, the industry has to overcome a number of challenges, some new and some old. Many of these challenges are a direct result of construction operations, while others a result of indirect, peripheral activities. A surprising number of challenges are not construction issues but must be addressed and managed to ensure project success. Construction issues include coordination among stakeholders, workforce considerations, safety, time constraints, and the changing nature of the work. Non-construction challenges that are part of the business landscape include legal issues, government regulations, environmental concerns, and sociopolitical pressures. We at Godrej Construction have started on Lean journey by using Last Planner system widely across the Projects. We have leveraged Last Planner System and partnering philosophy in our residential and industrial projects. While executing projects we have customized last planner


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system to bring in effective results. As a part of process we have now introduce LPS as an SOP which will be used in our future Projects.

LEARNINGS FROM IMPLEMENTATION OF LAST PLANNER IN A

MARINE INFRASTRUCTURE PROJECT IN SOUTH INDIA

V. Madhusudanan, Biswajit Malo, Rahul N.V., Srikanth Singh, Kalyan Vaidyanathan and Jayadatta Lad

This paper describes the implementation of Last Planner System (LPS) for civil works at a Coal Jetty project undertaken by AFCONS Infrastructure Ltd. in Southern India. The two main objectives of LPS are to make assignments to workers through continuous learning and corrective action and to cause the work to flow across production units. Hence it is imperative that LPS focuses on making a rolling 6 to 8 week look ahead schedule from a milestone plan that captures the overall project schedule. The work backlog generated from the look ahead schedule is used to derive detailed weekly plans in discussion with the last planners based on the current situation on the ground. Finally, the performance of the weekly plan is rolled up to ensure that the milestones are being adhered to and the non-performance of the weekly plan is used as a learning to improve the productivity, coordination and execution of the project. We discuss in the paper the methodology adopted to implement LPS and the results obtained thereafter. We also present our learnings from the exercise and our suggestions for other practitioners looking to implement LPS in Infrastructure projects.

PORTING BIM MODELS TO VIRTUAL REALITY USING THE

GOOGLE CARDBOARD

Raghav Mecheri Virtual Reality for BIM (Building Information Modelling) is an exciting development in the Virtual Design and Construction process. However, the lack of reasonably priced solutions along with lack of computing power on cellular devices has restricted its success and most people continue to use desktop solutions. This paper involves porting BIM models into virtual reality, using the Google Cardboard: a low cost solution. The new perspective obtained when you view a BIM model in virtual reality will allow users to view scaled models as if they are actually in a real life structure. This, along with the relevant data attached to every 3D structure would provide users with a virtual walk around of a BIM model. The advantage of the Google Cardboard is not only its affordability, but also how portable it is. For just 15 USD, anyone can insert their phone into a Google Cardboard and view a BIM model. The possibility of selectively loading sections of the model in a contextual manner from models published into a cloud service can also help circumvent the limitations of memory and computing power available on a mobile device.


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A CASE STUDY ON PPC TREND, BEFORE AND AFTER CULTURE CHANGE IN PEOPLE

K.M. Nanthan and V.K. Natarajan

This case study is focused on the management of time, cost and resource, to establish improvement of PPC (Planned Percentage Complete) trend, before and after culture change in people at construction project. This study proves the importance of culture change and lean model benefits. This study is done by reviewing the existing process, identifying critical success factors, providing solutions and implementing changes after developing a new model. Data is collected through semi structured interviews and observational studies. The development of communication system with lean model to overcome the challenges and improve PPC by having culture change made an increase of 85% in PPC. Hence the communication system and lean culture model can be followed in other projects to reduce waste (Men, Material, Machinery, and Money), improve productivity and PPC.

CRITICAL PREREQUISITES FOR LEAN PRINCIPLE IMPLEMENTATION IN CONSTRUCTION PROJECTS

R. Shankar Narayanan

In the last few decades we have witnessed dramatic transformation in our manufacturing sector through adoption of Lean Principles. They have brought down the cost of products substantially and the resource productivity has seen multifold improvement. The Construction Industry, which is one of the oldest occupation of mankind which far precedes the industrial manufacturing, have lagged worryingly behind in productivity improvement. Huge potential exists in our Construction processes to adopt and learn from the breakthrough achievements of manufacturing and bring about step change in our performance efficiency. Implementation of Innovative ideas and alteration of existing processes require Change management expertise. Construction industry & manufacturing industry have many core differences. When a concept from manufacturing is extended to Construction industry the core differences & uniqueness of the industry processes have to be given due consideration and proactively managed. For successful implementation of lean concept in a construction project it is essential to identify exhaustively the challenges likely to be faced and proactively find a method to deal with them. In any Change Management initiative, the outcome potential when convincingly show-cased will facilitate voluntary and automatic adoption. For successful implementation of lean principles in Construction site every individual who need to participate in the change process must be facilitated to recognize & appreciate the organizational and personal benefit that is likely to accrue.

ANALYSIS OF LEAN ASPECTS AMID INTERNAL STAKEHOLDERS

IN CONSTRUCTION INDUSTRY

Mamta Negi & Deepti S. The construction industry is often classified as nomadic, temporary and unique with a plethora of stakeholders at various stages of a project. Trade-off among the expectations of


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stakeholders ranging from Clients, Consultants, Contractors, Supply Chain Managers, Industry experts, etc. from planning to closure phase, to approach a common goal is a challenging task. Also this sector is undergoing various technological and organisational changes for effective implementation of lean principles to orient towards more industrialised construction. Thus the aim of this paper is to synergise various lean principles (value, value stream, flow, pull and perfection) among the key stakeholders towards optimisation of the waste reduction in terms of transportation, inventory, motion, waiting, overproduction, defects and skill misuse. The approach adopted is surveys using questionnaires with construction project stakeholders as client, contractor, consultants, industry experts and educationist. Research findings are analysed using descriptive methods to evaluate the influence of stakeholders in lean construction projects. Stakeholders play a major role in project success and poor stakeholder management results in scope variation, cost and time overruns. The 54 stakeholders were asked to rate in a scale of 1-5 (least–most important factor) from among 24 factors causing wastage at construction sites. The paper concluded that maximum wastage is due to poor planning and minimum wastage is caused by lengthy reports at site.

CLEARING BOTTLENECK THROUGH FLOW PROCESS DESIGN

Pawan Pandey, Shaila Maheshwari and J. Uma Maheswari

Productivity of construction workers is declining globally, despite evolving construction technology, building materials and smart scheduling tools/techniques. Project managers invariably focus on identification and timely execution of critical conversion processes (or value adding activities) through advance tools, technology and skilled manpower. Whereas, non-conversion processes (or non-value adding activities) are left to the lower execution staff. Prevalent system of subcontracting in construction results into frequent changes in execution methodology, lack of coordination and site congestions, thus causing unbalance flow of man/material/equipment. The unbalanced flow creates bottlenecks at different stages of project with varying impact on project performance. The maximum damage is caused by bottlenecks in critical conversion processes resulting into time cost overrun. The present study proposes to identify and remove critical bottleneck formed while project execution. The methodology has been explained using a case study wherein delay in fixing slab reinforcement in multi-storeyed housing project in Noida, India, was hampering the entire project. Work study tools were utilised for analysis of existing methods and subsequent flow process design to improve the material and crew flow. During the study, necessity for dynamic site layout to avoid conflict amongst different flows was felt.

RESPECT FOR PEOPLE: TRANSFORMING THE WAY WE WORK

Mr. Prakash Patil, Santhosh Jayarajan and Hrishikesh Joshi

This paper discusses the efforts made by TRIL to do things differently. This approach is aligned with the cornerstone approach of Lean which is “Respect for People: Transforming the Way We Work”. In this paper we intend to share our philosophy and experience, that creating and working in an environment where “People are at the center of everything”, as a foundation stone to enable us to deliver value.


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We illustrate this through our approach in the following areas:

1. Effective Project management through: • Total alignment on decision making by all stake holders (not on consensus or

majority). • Collaborative Planning – Ensuring that everyone is allowed to speak up and will be

heard.

2. Waste elimination through: • Value stream mapping

3. Training and skill development through. • Workshops • Cultural Transformation & Technical Skill development programs

4. Resource Management by trials with different contracting strategies ensuring a win-win situation for all stake holders.

IMPACT OF COGNITIVE ASPECTS ON LEAN CONSTRUCTION

Dr.V. Pramadha, Dr. Venkatesan Renganaidu

Competition is compelling that Construction Companies to adapt technologies that aid speed and economy in construction process. In this make- over process Construction Industry is emphasising on the lean philosophy, which aims at systematic and pragmatic form of work flow. Lean philosophy is always viewed as a mechanistic approach comprising of lean tools, techniques that identify and eliminate the wastage in the construction process. Unfortunately , the practioners fail to understand that there lays a greater essence in this style of thinking; in reality Lean thinking is more of cognitive aspects such as proactive thinking, values, practices, training and organisational culture. This research paper attempts to identify the role played by the cognitive elements that influences the implementation of Lean Practices, also examines the awareness and willingness to adopt lean culture amongst the Management and Employees. Various tools & techniques like Likert’s Scale Questionnaire survey and Relative Important Index (RII) were employed to study these elements at multiple construction sites. The results have shown that the Cognitive aspects are the rationale for systematic Lean thinking and Lean implementation. It is observed that there is considerably good level of awareness among the stakeholders about lean culture and the project participants expressed their willingness to go ahead with Lean construction.

REAL-TIME UPDATING AND MONITORING OF CONSTRUCTION PROGRESS BY INTEGRATING BIM WITH MOBILE APPLICATION

Jaslinraj S. R., Benny Raphael and Udhayakumar

Measuring and monitoring work progress of a construction activity are among the most challenging tasks faced by project managers. Reliable and effective data collection is essential; most of the data collection is manual, time consuming and possibility of error is high. The absence of reliable site data in real time limits the ability of the managers to control the project time and cost. Representing the differences between as-built and as-planned models in the form of 3D,4D models in real- time can facilitate faster decision making in


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taking corrective action. The current work focuses on automating the monitoring processes throughout the construction phase of the project, with reduced human intervention in data acquisition and processing. Automation is achieved by integrating Building Information Modelling (BIM) with a mobile application. The mobile application is used for data acquisition in real- time and BIM is used to create and compare between as-planned and as-built model. The results and output can be monitored on mobile devices and can be reviewed by any management persons from office. Thus, by integrating the systems, the efficiency of engineers in data acquisition can be increased. This results in better data accuracy and reduction in fragmentation in construction projects.

LEAN PRACTICE THROUGH COMPONENT DEPRECIATION

ACCOUNTING - AN ILLUSTRATION

Siddharthan R. and Ananthanarayanan K. Financial impact of a firm’s lean practices is seldom clearly reflected in the financial reports prepared based on traditional accounting practices. So, it is necessary for a firm with lean aspirations to break away from traditional accounting practices and move on to lean accounting practices. One of the important functions of Lean Accounting is to capture and support lean initiatives and lean thinking in a firm. Traditional accounting approaches used to calculate depreciation, such as straight- line method and reducing balance method, do not reflect actual depreciation because of unsound assumptions like whole asset depreciation over fixed period that ignores shorter lives of its components and varying life of an asset based on usage. Moreover, these traditional approaches are purely suitable for firms with mass production beliefs. No decision making inputs are captured using these approaches. International Financial Reporting Standards (IFRS) has introduced a new and comparatively accurate method for assessing depreciation, called component depreciation, where the significant components of a plant, property, and equipment are depreciated separately over each of its varying useful life. This paper focuses on Component Depreciation Accounting and its capabilities to introduce lean thinking culture in construction companies. This paper focuses on illustrating how component method of depreciation can initiate and improve the lean practice in cost- intensive construction equipment. The paper illustrates this method and also compares the result with a traditional method of depreciation.

THE TWO FRONT-RUNNERS: BIM AND LEAN IN

DESIGN MANAGEMENT PROCESS

Shobha Ramalingam Building Information Modelling (BIM) and Lean principles are two diverse approaches to manage construction projects. Yet, the advantages of both have led researchers to explore on the possibilities of integrating BIM and Lean to address project delays and inefficiencies predominant in construction projects. Studies have demonstrated the role of BIM in effecting lean practices during project execution and vice-versa. However, most of these studies have focused on the construction processes. In perspective, BIM is a collaborative tool that extensively supports the design development of projects during the pre-construction phase. It is therefore imperative to understand whether BIM and Lean can complement each other in


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the design development of construction projects. To this end, data was collected through semi-structured interviews from Architects and BIM coordinators across four Multinational Engineering firms that execute projects through BIM both in India and abroad. Data was further transcribed and analysed using ethnographic coding techniques to understand the challenges during the various phases of the design development process that included time constraint, insufficient knowledge, adaptability and customization needs. These challenges led the organization to re-engineer their ‘BIM roll-over’ process. The findings also showed the pro-active role of BIM proponents in incorporating Lean principles to reduce the non-value added tasks during design development and strategize BIM execution for project success.

CONSTRUCTION 4.0: THE 4TH GENERATION REVOLUTION

Dr. Subhash Rastogi

Global economy has evolved from Agriculture to Industrial to Services and now to Digital. In digital economy, technology is the key driving force by optimizing human interventions throughout the lifecycle of the product. Technology also provides exceptional experience to digital age customers, employees and other stakeholders. India has a major focus on Construction in terms of investments in housing (more than 60 millions till 2022) and infrastructure in coming years. It is imperative now to best leverage technology for improving effectiveness, efficiency, labour productivity, quality and most importantly stakeholders’ happiness. For this, 4th Generation Construction revolution has started. Technologies like SMAC (Social media, Mobility, Analytics, Cloud), Artificial Intelligence, Augmented & Virtual Realty, 3D printing, Internet of Things/ Sensors etc.)are playing vital role in this revolution. Technology today also enables exceptional collaboration, coordination and communication in ‘Real Time’ among various construction stakeholders. Using the recent concepts of Lean Digital Thinking ™ and Construction 4.0, developed by VSR (Refer Acknowledgement), author highlights how Construction Industry landscape will change. These 4th Generation changes will improve Construction performance manifolds, in complete Lifecycle, starting from Design, Pre-construction to Construction Execution. This is the time to prepare India for 4th revolution through Lean Philosophy & DIGITAL Technologies. Two Indian cases are outlined in paper, where some of these concepts have started giving fantaztic results.

PROCEDURAL CHALLENGES IN INTER-ORGANIZATIONAL COLLABORATION FOR IPD ADOPTION

Debopam Roy, Dr. Sagar Malsane and Dr. Pradeepta K. Samanta

Integrated project delivery (IPD) seeks to improve project outcomes through a collaborative approach of aligning the incentives and goals of the project team using key principles such as shared risk and reward, early involvement of all parties, and a multiparty agreement between the members of a core group. IPD has been developed specifically to provide a solution to the Architecture, Engineering, and Construction (AEC) industry’s ongoing problems like a high degree of fragmentation, cost escalation, time overrun, friction among parties involved and inadequate interoperability etc. It has been more than a decade since its inception but significant unawareness about IPD among stakeholders has been observed through literature


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and a number of projects using IPD remain relatively small. This paper attempts to identify the critical challenges faced by stakeholders belonging to the Indian AEC industry for the adoption of IPD to deliver building projects successfully. To identify such critical challenges for implementing IPD in the Indian context, the authors conducted a focus group exercise. Through the focus group’s structured discussion, various critical challenges were identified under the broad categories of challenges such as cultural, technological, financial, legal, and others etc. It is concluded that for the adoption of IPD in India, these critical challenges need to be overcome and a strong IPD specific policy push from the Indian Government will help it significantly.

IMPLEMENTATION OF LEAN TOOL VSM:

TOWARDS WASTE MINIMIZATION IN CONSTRUCTION

Vanjisri S. and Sharmila S.

Productivity in construction industry is found to be low in recent years. The sector is characterized by the chronic problem of budget escalations, deadline delays, poor quality of end products which lead to generation of wastes in huge quantities. The benefits of waste minimization in construction are of two fold, increasing the profit and also reducing the environmental pollution. Lean construction, a management approach is aimed at minimizing wastes by managing and improving the construction process to fulfill the needs of the end user. This paper deals with the data analysis of wastes that occur at actual educational building construction site, its reasons and suggestions to minimize the waste. Value Stream Mapping (VSM), an effective tool is used to identify the value adding activities and eliminate non value adding activities to optimize different stages in construction process. A proposed framework, at two stages of construction namely: material delivery and execution process have showed significant improvements in time reduction and waste minimization by reducing the number of non-value added activities. It was found that implementation of this tool helps construction industry to propose tangible plans, achieve profits and increase productivity.

ROADMAP FOR THE IMPLEMENTATION OF

LEAN CONCEPTS IN DESIGN MANAGEMENT IN THE BUILDING CONSTRUCTION INDUSTRY

Vijayalaxmi S., Mathew Joe and Koshy Varghese

Design related delays and rework, impact cost and time objectives of a construction project. Conventional Project management tools such as CPM cannot be applied to design management due to its inherent iterative nature. Lean principles applied to the execution phase of a project have proved beneficial in improving productivity and removing waste from the system. However, decisions made in the upstream stages of a project have maximum influence in terms of time and cost. Therefore, applying Lean principles to design is believed to have the potential to significantly reduce uncertainty and wastage in the downstream operations. This paper surveys the available literature on application of lean concepts to Design Management from 1990. Based on the literature a number of tools and techniques which


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facilitate lean concepts in design are reviewed. These tools are categorized based on Womack’s (1990) construct of People, Process and Purpose. The road-map consisting of three milestones and the activities involved in each of the milestones are described. For the successful implementation of the road-map, the organization needs to understand their current state of design processes and adopt contractual arrangements which can facilitate lean thinking.

LEAN APPLICATIONS IN EOHT CONSTRUCTION

Sri Rama Murthy S, Rajmohan Awadhiya, Sreeram Prasanna K and Cyril Danthi

Construction & Environment Business Unit of Tata Projects is fastest growing vertical and making its way in to the construction Industry. TPL has executed Blast Furnace civil works projects for SAIL at Rourkela Steel Plant, for NMDC at Nagarnar & for JSPL at Angul. At all these projects, TPL has also constructed Emergency Overhead Water Tanks (EOHT). These tanks are generally at more than 60 mts height from ground level, having a capacity of more than 1600 cum volume (depends on process requirement). This paper presents the initiative of TATA Projects towards Lean Construction taking example of Emergency Overhead Tanks (EOHT) constructed at various projects. Analysed the product required by end customers, effective value stream mapping, maintaining proper sequence of activities & flow of resources during execution and delivering the product as per client’s requirement (pull). Project team achieved perfection by achieving continual improvement in productivity by maximising efficiency of value added activities and minimising wastage (non-value added activities) within the value chain. Adaptation of above lean principles resulted in saving of construction time & cost, apart from improved safety & quality.

CULTURAL IMPACT OF LEAN CONSTRUCTION PRACTICES

Arunkumar S., Vaidyanathan, Kalyan, Mohanbabu S. and Muthukumaran S.

Construction industry especially in India is a labour intensive industry. Performance of the project is highly dependent on workers and engineers, their skill set and efficient utilization. The current structure and hierarchy of working today is not conducive for effective performance. The lack of cohesion among the key stakeholders like labourers, supervisors, engineers, and planners at the ground level is missing. Each of them have different priorities and do not have the project delivery as a common goal. As part of implementing a lean construction program, at the Ramanujan IT City project, there was an attempt to change this culture and prevailing relationship among the above stakeholders. An environment was created for active involvement and participation of the supervisors and engineers. Recognitions were created for individual team members’ achievements. A work environment was created to favour a bottoms-up approach rather than a top down approach. Site management began to play the role of a facilitator and began to focus and address basic requirements like site conditions, hygienic living conditions, dining facilities, toilets etc. This paper will discuss the tangible and intangible impact of such an approach on the people and the project.


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A STUDY ON PROCESS IMPROVEMENT IN CONSTRUCTION OF WINDMILL FOUNDATION BY

ADOPTION OF VALUE STREAM MAPPING

A.Tamilnathan and R. Udhaya Kumar

We in URC Construction (P) Limited, practicing VSM in our projects to enjoy the benefits as we know all construction projects are unique in nature but lean serves as a common platform for all type of construction projects. Our organization executing projects in multi disciplinary sectors namely building, Factories, Railways, Metro, power and irrigation. Every sector has its own strategic operation methods for execution. Particular to wind mill the construction methodology very much unique due to its nature of work. Magnitude of foundation work related to civil looks very minimal but spreads in wider distances. This study done at our windmill foundation project at Bijapur, Karnataka by adoption of VSM technique. VSM adopted in three major tasks namely fabrication and erection of reinforcement, casting of windmill foundation concrete and formwork methodology. The technique was most effective since nature of project had wide spread topographical distances between one foundation to other. By implementing VSM the process of each activity gets streamlined and we achieved 7 days cycle of foundation casting from our previous experiences of 21 days. The study concludes that VSM will results in achieving project targets.

IDENTIFYING WASTES IN INDIAN CONSTRUCTION

INDUSTRY BASED ON LEAN PHILOSOPHY

S. Unnikrishnan and J. Sudhakumar

The basic concepts of lean philosophy in construction projects are to minimize the waste, improve communication and to improve team work. The main objectives of this ongoing research are to determine the different wastes (non – value adding activities) within the Indian construction industry and to determine the various views of respondents towards any factor of waste. By interviewing many construction managers in Kerala, they are not at all aware about the Lean Construction. This research is mainly focusing in Kerala, India. In the present study, a questionnaire survey was conducted: (1) to know the general awareness of the respondents’ about lean construction (2) to detect the different wastes in construction industry and (3) to find the causes related to each waste. By analyzing the data, the most important wastes and its root causes were identified.

AUTOMATION OF SUPPLY CHAIN MANAGEMENT USING LEAN

PRINCIPLES IN CONSTRUCTION INDUSTRY

Arvindh Karthick J. V. and Priyanth G.

Lean is an emerging concept, principle, an ideology or a method that could be leveraged to develop an organization’s management guidelines. The aim of this paper is to streamline supply chain management within the construction industry using lean principles. This study is an attempt to integrate supply chain management with project scheduling using statistical tool


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and to automate the supply management system using Visual Basic script. The objective is to assure on-time delivery of raw materials to construction site by following the lean principle “Just- in-Time”. The study has been conducted from a lean construction supply chain perspective, to eliminate non-value adding activities in order to maximize the value.

5S IMPLEMENTATION THROUGH FORMWORK OPTIMISATION


Formwork accounts for 20 to 25% of the total cost of any construction project and a well-planned formwork scheme is required to optimize the cost as well as minimize wastage. However, most of the construction projects today do not lay required emphasis on planning the formwork scheme which can ensure minimum wastage and idle time of shuttering boards as well as enhance their utility by increasing the repetitions of each set of formworks. The paper discusses an attempt to develop a formwork plan for column shuttering at Sadhu Hills, Statue of Unity Project Site at Vadodara which implicitly brings in the concept of 5S upon implementation. While the objective of this attempt was to develop a scheme to complete the formwork work activities within the planned schedule, it can also be considered as a proactive way of waste reduction and 5S implementation as the need of raising awareness about Lean and 5S is minimized and instead, it becomes a part of their routine. The formwork plan so developed brings in the first 4 S - Sort, Set in Order, Shine and Standardize. The fifth S, Sustenance can be brought in once the scheme is implemented, monitored and modified continuously.

CO-ORDINATION OF FINISHING ACTIVITIES IN A

REAL ESTATE COMPLEX

Kalyan Vaidyanathan, Navin Kumar S. D. and P. Chandrasekhar Reddy This paper presents a case study on coordination of all the finishing activities including civil, mechanical, electrical, plumbing, and other interior finishing activities of a residential apartment complex. The Last Planner System was implemented to coordinate finishing activities. With a purpose of reducing the variability of the work front availability and to increase the reliability of the coordination, a standardization technique was adopted. The planning commitments were gotten from the last planners as part of implementation of the Last Planner System. Monitoring was done in terms of units of apartments delivered rather than activities completed. Results obtained within about four months of implementation are: 1) a higher productivity of individual trades, 2) predictable turnaround time for handing over apartments, and 3) significantly reduced delays due to availability of work front. The value of communication and transparent collaboration between site office and head office and its cultural and organizational significance is also discussed.


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CONTRACT AND COST MANAGEMENT – “SYSTEMS AND PROCESSES WITH A CASE STUDY”

C. Velan and K. Senthilkumar

Contract and the Construction Industry The Indian Construction industry is the second largest sector after the agriculture. Thousands of crores are spent each year by the government, private, public and the individuals for the construction activities across India. It is a necessity to implement the right method and practice for the administration of the contract and the cost management. The failure and success of the project depends on completion of the project within the budgeted cost. The mismanagement of contracts, procurement and monitoring will lead to substantial variations, statutory issues and litigation. The contract needs to be clearly articulated to understand the scope of works and avoid the ambiguities. Forecasting of actual expenditure against the approved budget at periodical intervals will aid the project management team to take the decision. The success of the project depends on obtaining the competitive price, appointing the qualified contractor and verification of the past performance will immensely help the organization to complete the project on time and within the budgeted cost. Further the quality, safety and the environmental factors also play a key role for appointment of the contractors to sustain the environment.

INTEGRATED PROJECT DELIVERY METHOD

– “ALLIANCE METHOD”

C. Velan and K. Senthilkumar The Indian Construction industry is plagued by many challenges such as a prolonged delay in construction contracts, cost overrun, non-availability of quality resources and the statutory related issues. Many projects across India funded by the Multilateral development banks, Government and the Private sectors are infected by the time and the cost related issues which determine the success and failure of the project. It is imperative for the developer of the project to choose the appropriate project delivery system which integrate all the aspects of the project management to address the issue. The existing conventional project delivery system such as Item rate contract, fixed price contract, Lumpsum, Turn Key and the Guaranteed Maximum Price model don't integrate the various aspects of the project development. The developer of the project forced to adopt/implement various solutions for a single project leads to the failure. The stakeholders involved in the project shall work collectively to achieve the common objective ie.is. Completion of project on time and cost.

IMPLEMENTATION OF MATERIAL WASTE REDUCTION PROCESS USING QUALITY CIRCLE CONCEPT IN INDIAN PROJECT SITE S

Dr.R.Venkatesan, Krn. Chowdary and Dr. P. H. Rao

Material waste, which is inevitable in the construction industry, erodes away project profits to a considerable extent. This paper aims to identify action points for material waste reduction in


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building projects in India and suggest effective methods for the implementation of these action points. Using the concepts of ‘Quality Circle’ (QC) and ‘Management by Objective’ (MBO), key project personnel from three projects have been involved in ‘Brain Storming’ session to identify the action points for the waste reduction for main construction materials such as Cement, Steel, Concrete and Shuttering material. The implementation of these initiatives has been audited by one project quality circle team members on another project. The MBO concept brought the involvement of the project key personnel and the cross auditing made them to implement the waste reduction process action points more effectively on all the project sites. Though waste reduction could not be quantified, the study emphasized on a way to bring the involvement of the project key personnel and overcome the resistance to ensure the compliance of materials waste reduction process.

APPLICATION AND ANALYSIS OF 4D BIM MODELLING

FOR A UNIVERSITY BLOCK

Aneetha Vilventhan, Nagasai Karthik and Rajadurai R. 4D BIM Models support multiple construction management tasks such as in the review of designs, detection of conflicts, review of project progress, guides construction planning, site space utilization, resource management, quality inspections and safety and risk management. This paper presents the application and the analysis of the 4D BIM models for a university block. The model was evaluated through interviews with the project participants. In this project, we observed that the generated 4D-models allowed project participants to identify interfaces and conflicts in the project, to identify schedule shortcomings and to evaluate delays.

SKILL ENHANCEMENT AND PRODUCTIVITY

IMPROVEMENT OF CONSTRUCTION WORKERS

Smita Yamgar Construction projects in India are being delivered on tight timelines and slim margins. Conventional methods of delivering projects are no longer adequate and contractors are exploring alternate delivery methods. This paper discusses the experiences of the General contractor in delivering industrial project in Pune, Maharashtra. The scope of the project is a lumpsum project in 17.5 months having value is 103 Crore with more than 500 workers at a site. As we know, today skilled worker availability is the major concern for the construction Industry. To overcome on this issue, we need to enhance the inbuilt skill and maximize output of workers. The paper describes need of skilled workers with higher productivity and how it is related to last planner. It gives details of worker skill enhancement centres, its benefits gained by adopting this. The paper will also discuss how motivation helps to overcome negative mind set of workers. Efforts made to create healthy working environment at site. Front line supervisors get a moral boost when they realize that management is attempting innovative methods on their projects. Finally, how mindset of workers, stakeholders got changed and they started demanding lean practices.

D. POSTERS


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5D BIM IMPLEMENTATION FOR METRO PROJECT

Mrs. Sonali Dhopte This is a metro rail project across 38.215 km. of metro corridor and includes 36 stations and 2 depots. This poster gives a wide view of 5D BIM Implementation on this metro project. It explains how the clients conceptualized to deploy a proven integrated 5D BIM and ERP solution to automate its operations and integrate its processes. This in turn has helped in setting up standards and protocols for virtual models and documentation for various consultants, contractors, and engineers to arise on a single online collaborative platform and common data environment.

KNOWLEDGE MANAGEMENT AND

ITS APPLICATION IN DEVELOPING LEAN CULTURE

R Giridhar, Deepak Gaikwad andJayadatta Lad

Construction projects have potential to generate a lot of learning during their lifecycle. However, it is common to see this learning go unutilized in subsequent projects. If an organization learns to control the “waste of knowledge” during the project lifecycle and utilize this knowledge in subsequent projects, it can form a significant competitive advantage for the organization. Knowledge management (KM) is the process of capturing newly created knowledge, disseminating, using and managing the knowledge and information of an organization. Knowledge management, then, through sharing best practices and learning from past projects, can be an effective means of implementing Lean construction. Through this paper, we discuss our organization’s journey in developing Knowledge Management for construction projects. We also discuss the various modes we use for capturing and disseminating information. We also show how our KM system allows for “information pulling” by project team members in order to get the right information, in the right form, to the right people at the right time. Finally, we discuss how KM is an enabler for developing a learning organization and therefore a key tool in building a Lean culture.

LEAN CONSTRUCTION AT GODREJ INFINITY, PUNE

Potdar J., Khare V., Lahori Y. andKamble K.

This paper shares the experience gained by the project team as they went through the stages of understanding the concept of lean thinking and its business significance for the Godrej Properties Ltd (GPL), sensitizing the teams of GPL, Project Management Consultant (PMC), and the Civil contractors through a shared project goal, and supporting the site engineers and workmen to implement lean tools.


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APPLICATION OF LEAN CONSTRUCTION IN MODIFICATION OF EXISTING INDUSTRIAL PAINT PLANT TO WAREHOUSE FACILITY

Jerry Joykutty and S. Kavinkumar

Caterpillar India planned to convert its Paint-Plant Facility at Thiruvallur, (Industrial Steel Building of 170x70 m) to a Warehouse in 6 months. Lean Construction techniques were adopted right from Design stage to execution.

PRODUCTIVITY IMPROVEMENT OF PSC SLEEPERS

Parasuram K, Ravi Mohan Sharma, Mani Bhushan Prasad and Cyril Danthi

Projects today are becoming increasingly complex, with greater demands on efficiency and schedules. Productivity improvement is critical area in Construction Industry and is directly related to progress of the work. We have done operational analysis adopting lean principles to reduce the waiting time of the material train and thereby improving the productivity of the New Track Construction Machine.

APPLYING LEAN TOOLS TO REDUCE PILING CYCLE TIME

FOR A MARINE INFRASTRUCTURE PROJECT IN WESTERN INDIA

Jayadatta Lad, Sudheer NA, D P GaneswaraRao and SudhirPatwardhan

This paper describes application of VSM and SMED techniques for reducing the piling cycle-time in Wharf and Approach Trestle Construction Project undertaken by Afcons Infrastructure Ltd. in Western India. Value Stream Mapping (VSM) and Single Minute Exchange of Die (SMED) are mutually aiding techniques in Lean Construction tool-kit. VSM is used for mapping the current state, identifying wastes, and designing a future state for a work process that take a product or service from its beginning through to the customer. SMED tool is used for dramatically reducing the time it takes to complete equipment changeovers. We discuss in the paper our problem statement, methodology we adopted, techniques we used to analyse the issues, specific action plans undertaken and the results obtained. We also present our learnings from the exercise and our suggestions for other practitioners looking to implement lean principles in Infrastructure projects.

LEARNINGS FROM IMPLEMENTATION OF LAST PLANNER IN A

MARINE INFRASTRUCTURE PROJECT IN SOUTH INDIA

V. Madhusudanan, BiswajitMalo, Rahul N.V., Srikanth Singh, KalyanVaidyanathanand Jayadatta Lad

This paper describes the implementation of Last Planner System (LPS) for civil works at a Coal Jetty project undertaken by AFCONS Infrastructure Ltd. in Southern India. The two main objectives of LPS are to make assignments to workers through continuous learning and


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corrective action and to cause the work to flow across production units. Hence it is imperative that LPS focuses on making a rolling 6 to 8 week look ahead schedule from a milestone plan that captures the overall project schedule. The performance of the weekly plan is rolled up to ensure that the milestones are being adhered to and the non-performance of the weekly plan is used as a learning to improve the productivity, coordination and execution of the project.

CONSTRUCTION 4.0: THE 4TH GENERATION REVOLUTION

Dr.SubhashRastogi

Global economy has evolved from Agriculture to Industrial to Services and now to Digital. In digital economy, technology is the key driving force by optimizing human interventions throughout the lifecycle of the product. Technology also provides exceptional experience to digital age customers, employees and other stakeholders. 4th Construction revolution has started with Technologies like SMAC (Social media, Mobility, Analytics, Cloud), Artificial Intelligence, Augmented & Virtual Realty, 3D printing, Internet of Things/ Sensors etc. Technologies today also enables exceptional real time collaboration, coordination and communication among various construction stakeholders. It is imperative now for India to best leverage technology for improving effectiveness, efficiency, labour productivity, quality and most importantly stakeholders’ happiness.

IMPLEMENTATION OF VSM:

TOWARDS WASTE MINIMIZATION

Vanjisri.S andSharmila.S

Productivity in construction industry is found to be low in recent years. The benefits of waste minimization in construction are of two fold, increase the profit and also reduce the environmental pollution. This paper deals with the data analysis of wastes that occur at actual educational building construction site, its reasons and suggestions to minimize the waste. Value Stream Mapping (VSM) an effective tool is used to identify the value adding activities and eliminating non value adding activities to optimize different stages in construction process. A proposed framework for: bar bending, column erection and retaining wall concreting have showed significant improvements in time reduction and waste minimization by reducing the number of non-value added activities. It was found that implementation of this tool helps construction industry to propose tangible plans, achieve profits and increases productivity.

ASSESSMENT OF FACTORS INFLUENCING PRODUCTIVITY OF

CONSTRUCTION ENGINEERS

Anandh K.S. and S. Manna Simon

From the perspective of lean production, production flow can be thought as, comprising of value added and non-value added activities. Moreover, one of its core principle is to eliminate waste, which can be translated into increased productivity. This paper talks about those


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factors which influences productivity of construction engineers. Focus group qualitative technique and Questionnaire survey (through self-administered questionnaire) was used to find the influencing factors. The questionnaire was circulated to engineers of different organisational level from various parts of Tamil Nadu, India and out of which 72 % response was received. The questionnaire comprised of diversified parameters pertaining to productivity. The study was concluded by pointing out the critical factors influencing productivity and recommendations.

LEAN APPLICATIONS IN EOHT CONSTRUCTION

Sri Rama Murthy S, Rajmohan Awadhiya, Sreeram Prasanna, Cyril Danthi

Construction & Environment Business Unit of Tata Projects is fastest growing vertical and making its way in to the construction Industry. TPL has executed Blast Furnace civil works projects for SAIL at Rourkela, for NMDC at Nagarnar& for JSPL at Angul. At all these projects, TPL has constructed Emergency Overhead Water Tanks (EOHT) which are generally more than 60 mts high with a capacity of more than 1600 cum. This paper presents the initiative of TATA Projects towards Lean Construction taking example of Emergency Overhead Tanks (EOHT) constructed at various projects. Product delivered to the customer by proper value stream mapping and maintaining flow of activities, taking in to account flow of resources during execution and delivering the product as per client’s requirement (pull).

5S IMPLEMENTATION THROUGH FORMWORK OPTIMISATION


Formwork accounts for 20 to 25% of the total cost of any construction project and a well-planned formwork scheme is required to optimize the cost as well as minimize wastage. However, most of the construction projects today do not lay required emphasis on planning the formwork scheme which can ensure minimum wastage and idle time of shuttering boards as well as enhance their utility by increasing the repetitions of each set of formworks. The paper discusses an attempt to develop a formwork plan for column shuttering at Sadhu Hills, Statue of Unity Project Site at Vadodara which implicitly brings in the concept of 5S upon implementation. While the objective of this attempt was to develop a scheme to complete the formwork work activities within the planned schedule, it can also be considered as a proactive way of waste reduction and 5S implementation as the need of raising awareness about Lean and 5S is minimized and instead, it becomes a part of their routine. The formwork plan so developed brings in the first 4 S - Sort, Set in Order, Shine and Standardize. The fifth S, Sustenance can be brought in once the scheme is implemented, monitored and modified continuously.


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APPLICATION OF VIRTUAL DESIGN AND CONSTRUCTION IN OPTIMIZATION OF CONSTRUCTION PROJECTS

Anshul Sharma, Shivang Aggarwal, Pradeep Punia, Nitin Singh

and Madhuri Kumari

Virtual Design and Construction (VDC) have the potential to advance the quality of construction project management. It is an established fact that Building Information Modelling (BIM) facilitates various components of construction project, especially in the communication and the coordination of the resources. Adopting such technique helps in identifying the problems prior to actual construction and thus avoids costly re-work. VDC describes a methodology that encompasses the authoring, analysis and management of multi-disciplinary as well as multi-dimensional, data-based models, and is a step ahead of various existing methods. In this research, we mainly focus on the role of VDC concepts and methodologies including integrated project delivery forms in the architecture, engineering, and construction industry. It covers various phases such as project design, cost estimation, project scheduling and project monitoring. The 5D models generated by VDC provide the decision-makers and construction professionals with an estimation of the time, cost and human resources and thus helps in the optimization of the resources as per the requirement.

SKILL ENHANCEMENT AND PRODUCTIVITY IMPROVEMENT

OF CONSTRUCTION WORKERS

SmitaYamgar

Construction projects in India are being delivered on tight timelines and slim margins. Conventional methods of delivering projects are no longer adequate and contractors are exploring alternate delivery methods. As we know, today skilled worker availability is the major concern for the construction Industry. To overcome on this issue, we need to enhance the inbuilt skill and maximize output of workers.

BIM FOR CONSTRUCTABILITY REVIEW

Vasanth Kumar

BIM is a powerful tool which has now become essential in the various phases of construction in terms of identifying constructability issues and conflict. We are also analyzing how 2D drawings and 3D/4D models in a collaborative approach would aid us in identifying major constructability issues and schedule overlaps

Constructability issues start to arise right from the Pre-Construction phase and keep emerging till the phase of execution which impacts the design, project cost control and delays the construction schedule. Major design and constructability issues can be addressed directly by the designers during the design coordination phase

souvenir of the indian lean construction conference · sankaranarayanan (l&t), mr jayadatta lad...

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