Introduction | p. 1 |
What Is Agile Construction? | p. 5 |
Productivity and Production | p. 8 |
Production | p. 8 |
Productivity | p. 8 |
Production versus Productivity | p. 10 |
System Productivity | p. 11 |
Individual Productivity | p. 14 |
Measuring Production and Productivity | p. 15 |
Managing the Productivity | p. 16 |
Making It Visible | p. 21 |
What Is Variation? | p. 23 |
How to See the Variation | p. 24 |
Control Signals | p. 26 |
How to Read the Signals | p. 30 |
Variation in Construction | p. 34 |
Job-to-Job Variation | p. 35 |
Estimate-to-Job Variation | p. 37 |
Estimate-to-Estimate Variation | p. 41 |
Making Money | p. 43 |
Financial Models | p. 43 |
Variable Cost Financial Model | p. 44 |
Fixed Cost Financial Model | p. 45 |
Where Does the Money Come From? | p. 47 |
Negotiated Profits | p. 47 |
Increased Productivity | p. 48 |
Reduced Cost of Cash Flow | p. 50 |
Productivity and Safety | p. 55 |
Tools for Becoming an Agile Company | p. 57 |
Project Planning | p. 59 |
General Contractor's Scheduled Plan | p. 61 |
Work Breakdown Structure | p. 61 |
Prejob Planning and Layout Phase | p. 61 |
Buying the Job (Procurement Phase) | p. 63 |
Installation Phase | p. 64 |
Closure Phase | p. 65 |
Electrical Scheduled Plan | p. 66 |
Three-Week Scheduled Plan | p. 66 |
Operational Tools for Agility | p. 71 |
Job Productivity Assurance and Control | p. 72 |
Special Causes versus Common Causes | p. 80 |
Case Studies | p. 83 |
Short Interval Scheduling | p. 84 |
Case Study | p. 91 |
Agile Procurement | p. 93 |
Case Study | p. 96 |
Estimation Analysis Enhancement | p. 97 |
Data Analysis to Improve Estimation Accuracy | p. 100 |
Accounting Feedback to Estimation | p. 106 |
Case Study | p. 110 |
Using the Tools | p. 112 |
Corporate Tools for Agile Construction | p. 121 |
Agile Procurement: Vendor Partnership | p. 121 |
Work in Progress | p. 126 |
How to Create a WIP | p. 129 |
Productivity-Based WIP Reporting | p. 135 |
Customer Positioning and Control | p. 136 |
Strategy for Agile | p. 139 |
Market Realities | p. 139 |
How to Build an Agile Company: Strategic Planning | p. 146 |
The Supporting Structure for Agile Companies | p. 149 |
Company Infrastructure | p. 149 |
System Design: Simplicity and Function | p. 150 |
Organizational Learning: Continual Learning Culture | p. 152 |
Process Models: Visibility of Systems and Processes | p. 154 |
Team Technology: Dimensions of Information Flow Control and Communications | p. 155 |
Methods, Algorithms, and Tools (Technologies) | p. 157 |
Corporate Memory | p. 158 |
Processes | p. 161 |
Process versus Procedure | p. 161 |
Strategic Breakthrough Process Improvement | p. 163 |
Identify: Recognize and Define | p. 164 |
Characterize: Measure and Synthesize | p. 166 |
Optimize: Improve and Manage | p. 170 |
Utilize: Standardize and Integrate | p. 174 |
Process of Project Management | p. 175 |
Management Planning Functions | p. 176 |
Project Team Planning Functions | p. 177 |
Project Team Management Functions | p. 178 |
Process of Procurement | p. 180 |
Procurement Plan | p. 181 |
Procurement Scheduling | p. 182 |
Material Delivery to the Job Site | p. 183 |
Job Site Material Movement and Storage | p. 184 |
Material Returns | p. 186 |
Lessons Learned | p. 187 |
Process of Estimation | p. 187 |
Identification | p. 189 |
Risk Management | p. 190 |
Feedback Loop | p. 191 |
Conclusion | p. 192 |
Safety Data | p. 193 |
Data Collection | p. 193 |
Nonfatal Injuries and Illnesses | p. 193 |
Hours Worked | p. 193 |
Fatalities | p. 195 |
Nature of Injury | p. 195 |
Data Analysis | p. 198 |
Nonfatal Injuries and Illnesses | p. 198 |
Fatalities | p. 204 |
Comparison to Other Industry | p. 206 |
Causes of Injury | p. 206 |
References | p. 209 |
Plan-Do-Study-Act Cycles | p. 210 |
Process Mapping | p. 213 |
Job Planning and Estimation Flowchart | p. 218 |
References and Resources | p. 225 |
Index | p. 229 |
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