| dc.description.abstract | Since the emergence of Lean and later Lean Construction, several new tools and methodologies have been introduced to operationalize mindsets and adapt it to project-based production. Despite a desire to increase project-based management in several stages, the construction industry is still embossed in terms of productivity, lack of resources and profitability. Therefore, a qualitative literature search and qualitative interviews have been carried out in this master's thesis. The thesis investigates how a better process within project management, based on Lean Construction, can contribute to a greater understanding of tools and techniques. It is even more important how this way of thinking is communicated further and used in the interdisciplinary interaction to have a more fluid collaboration between design and production to disseminate knowledge and experiences further. Based on this, an attempt has been made to answer the research question: How is the potential for improvement for Skanska in the interface between VDC in design and LPS in production. Further, a qualitative analysis of both the literature search and the interviews has been performed. The thesis concludes that some of the understanding of why Lean Construction initially was explicitly developed for project-based production, which the VDC and LPS mindsets are based on, can be seen from the thesis findings not be adequately incorporated into the entire project group. As a result of a lack of interoperability, factors such as distrust of the methodology can lead to a lack of cooperation and a crack in communication. Therefore, the potential for improvement can be seen as a complete implementation of VDC and LPS throughout the organization. There must also be a strong will for improvement and change to realize goals such as increased productivity and reduction of waste in both design and production. It can also be seen as a potential to use greater resources earlier in the design phase to improve the entire process from input to output to achieve consistent value creation. | |
