Towards a lean model for production management of refurbishment projects, VTT Technology: 94

Abstract

This is the Stage 3 Report for the ApRemodel project, which aims at improvingprocesses for multi-occupancy retrofit by generating a lean model for project delivery.In this respect, a process-driven approach has been adopted to investigatewhat can be done to improve the way that retrofits projects are delivered.An initial literature review, focused on the management of refurbishment works,revealed that the research on this matter is scarce. There are plenty of studiesrelated to the broad refurbishment area, however only a small number refer to theway that those construction projects are delivered.According to the literature, construction organisations have predominantly usedtraditional methods for managing the production of refurbishment projects. Theproblem is that those tools and techniques are not often appropriate to cope withthe complex characteristics inherent to construction projects, especially in thecase of refurbishments. Moreover, they have often not been based on a cleartheoretical foundation. As a result, numerous types of waste have been identifiedin refurbishment projects such as waiting time, disruptions in performing tasks onsite, rework, among others. This has led to unsatisfactory project performance interms of low productivity, project delays, and cost overrun.The first step towards better production management in refurbishment projectsis recognising the complexity of the sector in order to adopt the correct approachto cope with this specific scenario. In this respect, lean construction is identified asan appropriate way to deal with the complexity and uncertainty inherent in refurbishmentprojects, given that this management philosophy fully integrates theconversion, flow, and value views.This document builds on the findings from the literature review as well as evidencefrom case studies. Managerial practices based on lean construction principleshave presented successful results in the management of complex projects.Case studies available in the literature report the feasibility and usefulness of thistheoretical foundation. Moreover, the evidence from these studies show considerablepotential for improving the management of refurbishment works.A list of methods, tools, and techniques are identified. This report may be usedby construction refurbishment organisations and housing associations as a startingpoint for improving the efficiency in managing production of refurbishment projects.To this end, partnerships between industry and academia are strongly recommended.4Although the usefulness of lean principles in complex projects is alreadyproved, further work is needed to check what practices are best for the respectiverefurbishment context, as well as identifying enablers and barriers for practicaladoption. Furthermore, additional studies would be also necessary to better understandthe extent to which the implementation of lean philosophy might influenceperformance of refurbishment projects.This report should be seen as work in progress with much more to learn, as detailedresearch work around the sustainable retrofit process in a lean way is furtherdeveloped