https://doi.org/10.24928/2018/0252
Value-Adding Activities Level in Brazilian Infrastructure Construction Companies - 9 Cases Study
Bernardo Martim Beck da Silva Etges1
1M.Sc. Eng, Project Manager, Steinbock Consulting, Etges Engenharia, Climb Consulting, Porto Alegre, Brazil; [email protected]Abstract
This paper presents an approach to answer the question of what is the level of valueadding activities that infrastructure projects usually operates. Considering the Lean Construction concepts, waste definitions and Value Stream Mapping, added to an Operational Excellence perspective, the paper bring the result of nine infrastructure projects conducted by a consultancy company in seven Brazilian Construction Companies. In the presented analysis, eight projects took place in Brazil and one in Trinidad and Tobago. The methodological analysis here presented consists of two standard phases of the referred consultancy projects where on-site and data analysis, construction value stream mapping, and “gemba-walk” are used to understand the project and quantify the level of value-adding activities and wastes in the construction process. The Multi Moment Analysis will be used to measure wastes and value added in operations performed on-site. The results show a low level of value-adding activities, representing, in the general analysis, 26% percent of the total available time. The results are also divided for project and type of operation, i.e. earthworks, steel assembly, pre-fab, for example. That analysis brings the possibility to understand specifics characteristics of each project product and different approaches towards planning and production control and a new managing attitude in each company. This understanding was hold in those construction companies and may be a great improvement opportunity for the infrastructure construction sector.
Keywords
Value-adding activities, Gemba, Value stream map, Multi Moment Analysis
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Reference
Etges, B. M. B. S. 2018. Value-Adding Activities Level in Brazilian Infrastructure Construction Companies - 9 Cases Study, 26th Annual Conference of the International Group for Lean Construction , 1323-1333. doi.org/10.24928/2018/0252
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