Productivity effects of starting as early as possible in hospital construction

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Evinger, Jake
dc.contributor.author Mouflard, Christopher
dc.contributor.author Seppänen, Olli
dc.date.accessioned 2016-10-13T06:17:25Z
dc.date.issued 2013
dc.identifier.citation Evinger , J , Mouflard , C & Seppänen , O 2013 , Productivity effects of starting as early as possible in hospital construction . in Proceedings of the 21st Ann. Conf of the Int'l Group for Lean Construction . Fortaleza, Brazil , pp. 626-635 . en
dc.identifier.isbn 978-1-63266-018-3
dc.identifier.other PURE UUID: ed588a69-c51d-48e2-a841-da8fdbf109fe
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/productivity-effects-of-starting-as-early-as-possible-in-hospital-construction(ed588a69-c51d-48e2-a841-da8fdbf109fe).html
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/7207228/Evinger_Mouflard_and_Sepp_nen_2013_Productivity_Effects_of_Starting_as_Early_as_Possible_in_Hospital_Construction_1_.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/22968
dc.description.abstract Critical Path Method (CPM) is the standard scheduling methodology for building construction in the US. The objective of this research is to determine the effect of management strategies focusing on early starts (ASAP strategy) on the production and productivity rates of "critical path" tasks in a construction schedule. In this study, two healthcare projects were followed over the course of construction to document the effects of field management decisions on production. On project one, a CPM schedule and ASAP strategy was used exclusively to manage subcontractor resources. On project two, both CPM/ASAP and Location Based Management System (LBMS) strategies were used in parallel, on similar location groups, enabling direct comparison. Actual activity start dates, finish dates, demobilizations and remobilizations, productivity and production rates, and manpower were recorded weekly for analysis. On project one, the actual dates and rates are compared against the CPM plan to determine how reliably the tasks could be completed using the ASAP "work in place" management strategy. Results show that certain deviations from the CPM plan, such as starting early, relocating resources before completing a location, and deploying resources to multiple locations at a time cause unpredictable dates of completion and frequent changes to the "critical path". On project two, actual productivity and production rates for selected tasks are compared between the CPM/ASAP and LBMS location groups. Results show that deploying resources to a location as soon as it is available can have a negative effect on the productivity and overall production rates of critical tasks. en
dc.format.extent 9
dc.format.extent 626-635
dc.format.mimetype application/pdf
dc.language.iso en en
dc.relation.ispartofseries Proceedings of the 21st Ann. Conf of the Int'l Group for Lean Construction en
dc.rights openAccess en
dc.subject.other 212 Civil and construction engineering en
dc.subject.other 512 Business and management en
dc.title Productivity effects of starting as early as possible in hospital construction en
dc.type A4 Artikkeli konferenssijulkaisussa fi
dc.description.version Peer reviewed en
dc.contributor.department Trimble Navigation, Ltd.
dc.contributor.department Department of Civil Engineering
dc.subject.keyword Continuous
dc.subject.keyword CPM
dc.subject.keyword flow
dc.subject.keyword LBMS
dc.subject.keyword process
dc.subject.keyword production
dc.subject.keyword variability
dc.subject.keyword 212 Civil and construction engineering
dc.subject.keyword 512 Business and management
dc.identifier.urn URN:NBN:fi:aalto-201610135068
dc.type.version publishedVersion


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