土木外文翻譯--學(xué)會(huì)發(fā)現(xiàn)改善土木工程項(xiàng)目工作流程的影響-建筑結(jié)構(gòu)-全文預(yù)覽
【正文】 6 Seeing the potential of workflow improvements Waste observed in the current state was moving materials around the construction site, waiting for materials, machines or instructions, rework, and interruptions of progressive work. In fact, a study of productivity at the specific bridge indicated that only about 30 % of working time was actually adding any value. Other typical wastes that were observed are presented in Table 2. By introducing reactive solutions such as a pull system, “ milk run” deliveries and improved production planning, the current state can be improved. As a consequence of the improvement, the waste of high inventory levels and long lead times can be reduced. Also moving the reinforcement inventory around the site due to other activities is reduced dramatically. In addition, cash funds being tied up in inventory are minimized and in some cases it might even be possible to earn money on interest on advance payment from the client. In the ideal state, much of the reinforcement was pulled justintime to the construction site, . it came the same day as it was supposed to be fixed into the construction (plus a two day buffer). The ideal state improved the lead time and inventory levels from current state with approximately 90 % (Table 3). Also, the manufacturing cost at site decreased significantly (68 %) in the ideal state at the expense of an increase in the procurement of the prefabricated rebar structures of approximately 30 %. Still, the overall construction cost decreased as well as construction time onsite. Discussion amp。 hence we have a suboptimized situation. By looking at the system and only by reducing all three or having status quo on two and reducing one will give an improved system (Maskell and Kennedy, 2021。 Lam et al., 2021。 improving workflow A flow is posed of transformations, inspections, moving and waiting (Koskela, 2021). According to Womack and Jones (2021), workflow refers to the movement of materials, information and resources through a system. To create a smooth flow of work, the availability of materials, information and resources must be controlled during the whole production process (Thomas et al, 2021). Reducing onsite material handling and lead times through proper workflow management is an important part of the construction industry?s improvement of productivity (Ballard et al., 2021). According to Formoso et al. (2021), waste elimination is a focus for workflow improvement within Lean production. Womack and Jones (2021) defines waste as any human activity that absorbs resources without creating any value, . waiting time, over production, unnecessary inventory, erroneous processes, unnecessary movement and transports, products with errors, and not meeting customer demands. Koskela (2021) identified construction waste as poor/incorrect quality of the product, rework, excessive and left over materials, material handling, materials in stock, and work in suboptimal conditions. Mossman (2021) argued that waste should be defined in relation to value, . waste elimination through value creation. It should be noted, that an overemphasis on waste reduction can bee counterproductive as low inventory, or a lack of production capacity, can lead to supply chain disruptions. Improving the flow of work The most readily applicable method for improving workflow is pull production. Pull means that no upstream actor should produce anything until the customer downstream asks for it (Womack and 2 Jones,2021). In construction, the most recognized and applied tool to generate pull is the Last Planner system of production control
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