http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Designing Intelligent Construction Projects
Designing Intelligent Construction Projects Explore the potential impact of management cybernetics, lean methodologies, and digitalization on the construction sector As a heavily asset-driven industry, construction is at the crossroads of a transformation. Digitalization has already begun and is acting as a beacon. Intelligently designed project organizations and systems must follow to make construction projects fit for the future. In Designing Intelligent Construction Projects, a distinguished project manager and engineer and a lean and integrated management system manager deliver a comprehensive exploration of the fundamentals of management cybernetics, lean management in general and lean construction in particular, and construction-oriented digital tools. In the book, the authors describe how these disciplines can be combined to successfully transform construction projects. Preliminary discussions of management cybernetics and lean management are followed by specific discussions of how these topics can be adapted to the construction industry. The book connects the principles of management cybernetics and digitalization, accessibly describing the potential impact of digitalization on construction projects. Readers will also find: Illuminating case study material that highlights how change management methodologies, game theory, and collaborative contractual design can deliver results Strategies for achieving lean, viable, and digitally oriented construction leadership fit for the modern market Rigorous discussions of the current and potential future impact of digitization on construction firms Perfect for built environment professionals and practitioners, Designing Intelligent Construction Projects will also earn a place in the libraries of postgraduate and advanced undergraduate students of civil engineering, architecture, and project management with an interest in construction management.
Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgements -- About the Authors -- Chapter 1 Complexity, Cybernetics, and Dynamics -- 1.1 Complexity -- 1.1.1 Complexity in the Mathematical Sciences -- 1.1.2 Complexity in Sociology -- 1.1.3 Complexity in Management -- 1.1.4 Complexity in Construction Management -- 1.1.5 How to Cope with Complexity -- 1.1.6 Interaction and Autopoiesis -- 1.2 Viable System Model -- 1.2.1 The Static Perspective on the VSM -- 1.2.1.1 System 1: Operation -- 1.2.1.2 System 2: Coordination -- 1.2.1.3 System 3: Operational Management
1.2.1.4 System 3*: Monitoring/Audit -- 1.2.1.5 System 4: Strategic Management -- 1.2.1.6 System 5: Policy -- 1.2.2 Ashby's Variety -- 1.2.2.1 The Variety Number -- 1.2.2.2 The Degree of Variety -- 1.2.3 The Dynamic Perspective on the VSM -- 1.2.3.1 Variety Balance 1: Workload -- 1.2.3.2 Variety Balance 2: Line Balancing -- 1.2.3.3 Variety Balance 3: Autonomy vs. Cohesion -- 1.2.3.4 Variety Balance 4: Change Rate -- 1.2.3.5 Variety Balance 5: Change vs. Status Quo -- 1.3 Modelling with the Viable System Model -- 1.3.1 Modelling Steps -- 1.3.2 Create a VSM Model Using an Example
1.4 System Dynamics -- 1.4.1 Systemic Archetypes -- 1.4.2 Modelling with System Dynamics -- 1.4.3 Example: Managing Risks with System Dynamics -- 1.5 Findings, Criticism, and Reflective Questions -- 1.5.1 Findings -- 1.5.2 Criticism -- 1.5.3 Reflective Questions -- Chapter 2 Lean Management and Lean Construction -- 2.1 Pioneers of Lean Management -- 2.2 Toyota Production System and Tools -- 2.2.1 Waste, Kanban, and Just-in-time Principle -- 2.2.2 Jidoka and Related Elements -- 2.2.3 Heijunka -- 2.2.4 Single Minute Exchange of Die (SMED) -- 2.2.5 Kaizen and Standards
2.3 Lean Management and Its Principles -- 2.3.1 Resource and Flow Efficiency -- 2.3.2 Examples for Resource and Flow Efficiency -- 2.3.2.1 The Machine and Plant Manufacturer -- 2.3.2.2 The Vacation Flight -- 2.3.2.3 The Healthcare System -- 2.3.2.4 The Automotive Industry -- 2.3.3 Four Important Principles -- 2.3.3.1 Flow Principle -- 2.3.3.2 Takt Principle -- 2.3.3.3 Pull Principle -- 2.3.3.4 Zero-defect Principle -- 2.3.4 Lean Leadership -- 2.3.4.1 Excursion: Kata -- 2.4 Lean Construction and Tools -- 2.4.1 Last Planner System -- 2.4.1.1 Milestone Planning -- 2.4.1.2 Collaborative Programming
2.4.1.3 Making Ready -- 2.4.1.4 Production Planning -- 2.4.1.5 Production Management and Learning -- 2.4.2 Takt Planning and Control -- 2.4.2.1 Takt Planning -- 2.4.2.2 Takt Control -- 2.4.3 Last Planner System and Takt Planning and Control -- 2.4.4 Lean Construction Case Study -- 2.4.4.1 Takt Planning -- 2.4.4.2 Takt Control -- 2.5 Tools, Tools, Tools -- 2.5.1 First-run Study -- 2.5.1.1 Phase Plan -- 2.5.1.2 Phase Do -- 2.5.1.3 Phase Study -- 2.5.1.4 Phase Adjust -- 2.5.2 Waste Walks -- 2.5.2.1 5 Why and 6W Questioning Technique -- 2.5.3 Ishikawa Diagram -- 2.5.4 A3 Method and Report
Description based upon print version of record.
Newark : John Wiley & Sons, Incorporated,c2022