Lean enterprise in the construction industry
Name
56124963-MIT.pdf
Description
Full printable version
Size
2.82 MB
Format
Adobe PDF
Checksum (MD5)
a6f44dcd19c80eab01a72809fd1f812a
Author(s)
Marchini-Blanco, Juan, 1971-
Advisor(s)
Fred Moavenzadeh.
Date Issued
2004
Publisher
Massachusetts Institute of Technology
Abstract
This thesis explores the application of the Lean Enterprise Model (LEM) to construction firms. LEM is a framework derived from lean manufacturing principles by MIT's Lean Aerospace Initiative (LAI) for the aerospace industry. Construction firms also need new business models to meet the change in construction industry environment. Lean enterprise could assist in the development of a new business model. In theory, LEM could be applied to any given industry. A matrix has been created in which six key construction characteristics are compared to six key lean enterprise principles in order to asses how compatible would the lean enterprise model be taking into account the particularities of the construction industry. The results show that in some aspects the construction industry is already somewhat lean, e.g. it works on the basis of customer pull, while in others the application of lean principles would require a big mindset and cultural change, e.g. adversarial relationships due to the lump sum bidding system.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2004.
Includes bibliographical references (leaves 59-61).
Subjects
Civil and Environmental Engineering.
MIT Department
Massachusetts Institute of Technology. Department of Civil and Environmental Engineering
Terms of Use
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