Materialspill omfattar resurser som inte förbrukas till byggnation och förloras. Det finns olika orsaker som påverkar materialspillets uppkomst såsom materialbeställningar i överskott, kommunikationsbrist, projektets storlek, utformning, fellagring, materialtransport och storleken på arbetsplatsytan. Syftet med undersökningen är att minska uppkomsten av materialspill och kostnaderna genom att ta fram ett förslag åt företaget Tuve bygg i Göteborg. För att möjliggöra detta krävs användning av underlag som har samlats med hjälp av litteratur, intervjuer, fallstudien och kalkylunderlag från företaget. Undersökningsresultatet påvisade att gips och mineralull spills mest under produktionsskedet. Detta beror på att mineralull och gips hanteras mest på arbetsplatsen. Förbättringsmöjligheter på företaget avser kommunikationsutveckling, Just in Time leveranser, Lean Construction och APD-plan. För att byggprocessen ska effektiviseras är den mån av nya förslag för hantering av materialspill. Förslagen ska underlätta samspelet mellan företaget, underentreprenörerna och yrkesarbetarna.

The construction industry suffers from many practical problems and challenges; most being related to construction management. One of the most common recurring problems in construction projects is delay. Delay is a primary factor that can have an effect on project duration, scheduled delivery date, as well as the overhead cost of the project. This study investigated the problem of delays in construction projects. The research focused on the combination of Building Information Modeling (BIM) and Last Planner System (LPS) together to measure the execution time of construction projects. The aim of this study was to determine whether using BIM and LPS together affect construction process delay differently than using BIM or LPS alone. The methodology of this study relied on data collection through administration of survey questionnaires to key players and participants at construction companies. Interviews were conducted with construction experts from four construction companies that used BIM and LPS individually in their system as case studies to verify and validate the findings. The outcomes of this survey will be helpful to construction practitioners to reduce delay in construction operations and to shorten projects duration.

The purpose of this thesis is to enlighten Boetten Bygg ABconcerning Lean Construction and its methods, which can benefittheir work towards reduction of non-valuable activities during theproduction phase. The examination took place at two projects thatBoetten is working with in Sigtuna and Sollentuna. Both projectswere in the same phase. The method used were to visit the projectsand get an overview of how they’re working today. This was done byattending weekly meetings between the leading parties from Boettenas well as the leading persons from each of the contractors, wealso handed out a survey where the participants evaluate theproblems that can occur. The literature study lifts the basic principles of LeanConstruction, where we have chosen to focus on three differentLean methods that may help Boetten to decrease the wastingactivities in their future projects. We adressed the procurementof a project to lift the pros and cons that this contributes. Byusing this theory, we have discussed the subject round thequestion formulation: •Where in the production process is the biggest potential fordecreasing wasting activities? •Which Lean methods would generate the most valuable improvementadjusted to their organization? •How can Boetten go through with a change in the productionprocess? The gathered result shows the three dominating problem areas werewaiting, the arrangement on the construction site and thecommunication between involved parties. Based on the result wediscussed Boettens way of working to narrate, with grounds fromthe literature study, how an improvement may be carried out. Thestudy shows that an implementation of Lean Construction has thepossibility to minimize the wastage. The methods which wereconsidered to make the biggest change concerning wastingactivities were 5S, Just-In-Time and Last Planner. In order forthis to be possible, a strategy decision is required at amanagement level

Em um ambiente altamente competitivo, as empresas construtoras buscam sua sobrevivência e o aumento do valor para o cliente cada vez mais pela melhoria de sua produtividade e pela redução de seus custos. Esta busca se dá em geral pelo uso de novas tecnologias, porém não melhorar a gestão do seu processo produtivo na mesma proporção pode comprometer todo o investimento feito em tecnologias. Além disso, é fundamental conhecer o quê é valor para cada cliente, para poder escolher com exatidão os princípios e ferramentas de gestão da produção mais aderentes às suas necessidades específicas, gerando vantagem competitiva. Este trabalho, por meio de revisão bibliográfica e de um estudo de caso em uma empresa construtora, registra o processo de implantação e a percepção de mudanças pelas equipes de suas obras após os aperfeiçoamentos feitos em seu Sistema de Gestão da Produção, baseados em princípios do Lean Thinking. Os resultados obtidos na pesquisa e as análises críticas feitas pelo autor constituem uma rica fonte de informações para retroalimentação do Sistema de Gestão da Produção da empresa estudada, bem como para o de outras empresas que pretendam trilhar caminhos semelhantes. / In a highly competitive environment, construction companies seek their survival and the increase of value for their clients by improving productivity and reducing costs. Usually this search takes place through the use of new technologies, but not improving the management of their building process in the same proportion can compromise the entire investment in technology. Besides that it is essential to know what each client takes for value for choosing the best tools and methodologies for managing them as demanded by their specific needs, to generate competitive advantage. This work, based on a review and a case study in a construction company, records the implementation process and the changes perceived by its site management team, regarding improvements done in its production management system, based on Lean Thinking principles. The results obtained in the research and the critical analyzes made by the author constitute a rich source of information for feedback for the production management system of the studied company, as well as from other companies wishing to follow similar paths.

A Construção Civil responde por grande consumo de recursos humanos, materiais e equipamentos, porém o modelo tradicional de gestão das construtoras baseia-se em processos simples de conversão associados a grandes desperdícios, perdas de produtividade e atrasos. A adoção de fluxo contínuo de atividades é uma alternativa para melhorar os processos de um projeto e pode ser alcançada através da utilização de um sistema de produção ritmada, gerando vantagens competitivas às construtoras. Em obras de infraestrutura, devido à complexidade dos projetos e a dificuldade em estabelecer elementos repetitivos, a implantação de tal sistema de produção é pouco comum. Este trabalho tem como objetivos: avaliar criticamente a implantação de um sistema de produção ritmada em uma obra de infraestrutura, relacionar os desafios encontrados no processo, verificar evoluções de produtividades e de aderência ao planejamento ao longo do projeto e demonstrar que a produção ritmada é capaz de atender diversos princípios da filosofia lean construction. A metodologia adotada foi a de revisão bibliográfica de sistemas de produção, filosofia lean e lean construction, com alguns exemplos de aplicações práticas, seguida do estudo de caso da obra de construção de uma estação de Metrô em São Paulo. Na obra em questão foi adotado um método consistindo em levantamento de informações, identificação de elementos repetitivos, definição de seções de construção, determinação de ritmo de trabalho, planejamento de atividades, programação, acompanhamento e controle. Este trabalho conclui que o sistema de produção ritmada, assim como o método apresentado, pode ser implantado em outras obras de infraestrutura. As vantagens do sistema estão no aumento da produtividade das equipes de armação e forma, crescimento da aderência ao planejamento, melhoria de acompanhamento e controle da execução, melhor integração entre os diferentes departamentos da construtora e nova organização de trabalho com encarregados multidisciplinares. Como avanços a serem implantados têm-se: adoção do sistema em fases anteriores do empreendimento, uso do Building Information Modeling (BIM) e desenvolvimento da integração da construtora com fornecedores e clientes. / Civil construction industry responds to a high consumption of human, material and equipment resources, but the traditional model of construction management is based on simple conversion processes associated with large wastes, productivity losses and delays. The adoption of continuous flow of activities is an alternative to improve the processes of a project and can be achieved by using a rhythmic production system, creating competitive advantages to construction companies. In infrastructure, due to the complexity of the projects and the difficulty in establishing repetitive elements, the implementation of such system is uncommon. The objective of this work is to critically evaluate the implementing of a rhythmic production system in an infrastructure project, to relate the challenges faced during the process, to verify evolutions of productivities and of adherence to the planning throughout the project and to show that this system can meet various principles of lean construction philosophy. The methodology adopted was literature review of production systems, lean philosophy and lean construction, with some examples of practical application, followed by a case study of the construction of a subway station in São Paulo. In the project studied a method was adopted consisting in information gathering, identification of repetitive elements, definition of construction sections, determination of work rhythm, activities planning, programming, monitoring and control. This work concludes that the rhythmic production system, as well as the presented method, can be implemented in other infrastructure projects. The advantages of the system are increased productivity of steel assembly and framing teams, growth of adherence to planning, improved follow-up and control of execution, better integration between different departments of the construction company and new work organization with multidisciplinary managers. As advances to be implemented are: adoption of the system in previous phases of the project, use of Building Information Modeling (BIM) and development of the contractor\'s integration with suppliers and customers.

The construction industry has deteriorated during the past 40 years. Up to 35 % of the production cost is from wastes. The manufacturing industry has had an opposite development, in many cases owing to the contributions of Lean Production and various assessment tools. The assessment tools evaluate manufacturing plants regarding their implementation of Lean, where from improvement strategies can be developed. The goal of the master thesis was to develop an assessment tool that could be used for evaluating Lean construction, which is emerging in the business. The assessment tool is called Rapid Site Assessment (RSA). The foundation of the RSA is the Rapid Plant Assessment (RPA) which is performed by taking a brief plant tour, in a team of expert researchers. 20 polar questions are coupled to eleven categories, evaluated to identify the plants potential and develop an improvement strategy. Five more assessment tools have been combined with the RPA and validated with Lean Construction and Lean references. The master thesis has been exploratory with a deductive approach, where qualitatively data was acquired. The assessment tool based on the literature review was tested at six different house- building sites. Validity has been obtained by triangulation, a reviewing supervisor, and six different site tests. Reliability was guaranteed by distinguishing the line of work with help of an experienced supervisor, meticulous documentation, and regular guidance meetings. The result is the RSA consisting of 32 statements coupled to eleven categories: customer satisfaction; safety, environment, cleanliness and order; visual management; scheduling system; levels of inventory, use of space, and movement of material; teamwork and motivation; Condition and maintenance of equipment and tools; management of complexity and variability; supply chain integration; commitment to quality; commitment to continuous improvements. The six site tests revealed that the house-building industry has development potential. The interviews and the RSA evaluations were generally similar. The analysis showed that the RSA tests grasped the sites but was not sufficiently rich for a complete understanding. The assessment needed to be developed, and additional interviews were added to the assessment tool. The categories were mostly relevant, but interviews needed to be added to decrease biases, though this would include the interpretations of more individuals in the project. Comparing different professions perceptions would increase credibility. This could solve the issue that most data were gathered by communication with few employees on site, and not observations. Further, some statements also suited to many categories and could be broken up. The master thesis was thoroughly planned but some issues needed to be discussed. The thesis was independently performed, and the assessor was inexperienced in plants and construction sites which aggravated the assessments. The issues were solved by experience feedback from the research group and supervisor. Finally, the RPA was considered repetitive, resulting in a repetitive RSA, but this was not considered a problem though the data was analysed differently in the categories. However, the repetitiveness could aggravate performing an efficient report, which could decrease the readers creditability comprehension. In the future the RSA should be developed for different types of construction projects, roadworks and industries etc, and tested by other researchers to increase credibility. The master thesis demonstrated that the RSA could be developed by combining assessment tools, although it could not be performed in a brief tour. By adding interviews, credible improvement strategies can probably be developed from the RSA.

There are several, well-known difficulties in building construction that often result in low productivity and poor quality. Recent efforts to minimize their effects resulted in partial improvements but the sources of the problems still exist. Within the manufacturing and service sectors, however, improvements were attained with the introduction of a new production philosophy - later identified as lean production - that initiated in Japan (1945) and was introduced in Europe and in the United States in the 1980's. The primary goal of lean production is the elimination of waste, seen as any non-value-added activity in the production system. The design and implementation of this innovative method of production involves the development of a comprehensive strategic planning by the organization and requires long-term capital and human resources investments. An academic movement, designated“lean construction" originated in the United States (1994) with the purpose of studying the applicability of the lean production philosophy for the AEC industry. Current lean construction research, however, advances toward improving construction processes at the project level, but limited researchers address the core motives for manufacturing organizations to shift from mass production to lean production. This thesis focuses on the level of understanding on organizational issues in the implementation of lean construction and seeks answers for fundamental strategy-related matters. The thesis provides results of investigating those issues from the perspective of the owners, through an on-line survey conducted within the higher education institutions segment and 1) concludes that lean construction is feasible for AEC firms that serve that market and 2) suggests the appropriate business strategy to efficiently compete in that market.

Sobretudo no período de 2007 a 20141, a construção civil brasileira atravessou uma de suas melhores épocas. A partir de 2015 essa situação começou a se reverter e, não obstante o dinamismo das atividades e o enorme crescimento dos negócios realizados anteriormente, a concorrência entre as construtoras do setor tornou-se mais acentuada. Diante desse cenário, o Planejamento Estratégico da Produção tornou-se ferramenta poderosa para se sobressair nessa disputa, não somente por suas características de aumento de desempenho do processo de produção, mas também devido ao grande potencial de diferenciação frente a concorrentes em um mercado cada vez mais competitivo. Nesse contexto, em que se buscam ganhos de produtividade, redução do desperdício e aumento de qualidade; metodologias e ferramentas baseadas em princípios e conceitos de Lean Construction mostram-se como alternativas aos métodos tradicionalmente utilizados na gestão da produção de edifícios. O presente trabalho tem como objetivo registrar e analisar criticamente o processo de redesenho do Sistema de Gestão da Produção (SGP), com foco no processo de planejamento físico de obra, em uma empresa construtora por meio do estudo de duas obras. A análise inclui ferramentas empregadas, dificuldades enfrentadas e soluções adotadas. Visa-se com isso a ajudar a suprir uma carência de registros de tal natureza, que possam servir de orientação para outras empresas que queiram trilhar caminho semelhante. Os principais referenciais teóricos são oriundos da Lean Construction, assim como da teoria de planejamento físico de obra. Com base nos objetivos estabelecidos, foram definidos os métodos de pesquisa; estes são de duas naturezas: estudo de referências e levantamento de dados, sendo o último composto por observação em campo (diagnóstico da empresa e obras estudadas) e entrevistas com especialistas em planejamento de obras da empresa. Com base no estudo das referências e nos dados levantados, foram realizados os registros e análises, bem como confronto dos resultados alcançados com a teoria estudada. Espera-se contribuir para a difusão de conceitos relacionados a boas práticas, levando conhecimento aos profissionais do mercado brasileiro, focando na melhoria contínua não somente das rotinas de obra, mas também da Organização como um todo, ajudando a demonstrar que um sistema de gestão da produção que adote os fundamentos estudados e esteja alinhado à estratégia da empresa, pode trazer resultados, demonstráveis ponto de vista qualitativo em um primeiro momento e quantitativo, após seu amadurecimento na empresa. / Especially from 2007 to 2014, the Brazilian construction industry has gone through one of its best times. From 2015 on, the situation began to reverse and, despite the dynamism of activities and the enormous growth of transactions made, competition among sector construction has become more pronounced. In order to change this backdrop, the Strategic Construction Planning became a powerful tool to excel in this dispute, not only for their features increase performance of the production process, but also because of the great potential for differentiation against competitors in a market increasingly more competitive. In this context, in which they seek productivity gains, reduce waste and increase quality, methodologies and tools based on principles and concepts of Lean Construction show themselves as alternatives to the methods traditionally used in the construction management of buildings. This study aims to record and review the implementation process of Production Management System (SGP) innovator in a construction company, including tools used, difficulties encountered and solutions adopted, with emphasis on the planning process physical work. The goal is to help it overcome the lack of records of such a nature that can serve as a guide for other companies that want to tread a similar path. The main theoretical references are from Lean Construction, as well as physical planning theory. The present research aims to register and critically analyze the process of redesign of the Production Management System, focusing on the process of physical planning of work, in a company through two case studies. The analysis is based on tools employed, difficulties faced and solutions adopted. It aims to help to fulfill a gap of records of construction knowledge, which can serve as a guide for other companies that want to change the way they work in jobsite. Therefore has as its main method of research the Lean Construction, as well as the physical planning platform. Based on established objectives, the research methods were defined. These are of two natures: bibliographical review and data collection, the last being composed by observation in the jobsite, company diagnosis, and of interviews with planning works experts of the company. Based on the bibliographical review and the data collected were performed with records and analyzes, as well as comparing the results achieved with the theory studied. It is expected to contribute to the dissemination of concepts related to practices used in other countries, bringing knowledge to professionals in the Brazilian market, focusing on continuous improvement not only of the work routines, but also the organization as a whole, helping to demonstrate that a production management system that adopts the grounds studied and is aligned with the company\'s strategy can bring results, to be shown of the qualitative or quantitative points of view.

Syfte: Den svenska byggbranschen tampas med EU:s högsta byggkostnader, låg effektivitet och växande utländsk konkurrens. Anläggningsbranschen är särskilt drabbad. Små- och medelstora företag (SME-företag) har av begränsade möjligheter att implementera metoder för att effektivisera produktionen och kan därför behöva stöd med detta. 5S är en metod för att organisera en arbetsplats eller en produktionslinje. Syftet med 5S är att med små medel minimera icke värdeskapande aktiviteter. Med en välorganiserad och funktionell arbetsplats ges stora möjligheter till ökad produktivitet. Rapportens mål har varit att undersöka hur ett traditionellt styrt byggprojekt förändras då 5S implementeras i produktionen. Metod: För att uppfylla målet har 5S implementerats i ett anläggningsprojekt. För att kartlägga resultaten och samla in empiri har en strukturerad utfrågning och flera intervjuer genomförts med den berörda personalen och fältobservationer har genomförts. Dessutom har en litteraturstudie genomförts för att kartlägga forskningsfronten och vilka problem som eventuellt kan uppstå. Resultat: Resultatet visade att 5S är en enkel och kraftfull metod för att åstadkomma ökad effektivitet och ordning på en byggarbetsplats. Genom att anpassa 5S efter anläggningsbranschens förutsättningar och genom att motivera personalen bidrog 5S till att arbetsplatsens produktivitet och arbetsmiljö förbättrades. Konsekvenser: Konsekvenserna av rapporten är att entreprenadföretaget kommer att tillämpa 5S i sin produktion. Rekommendationerna är att företaget bör utse en 5S-ansvarig i varje arbetslag, kontinuerligt hålla 5S-möten i produktionen samt implementera 5S i ett projekt åt gången då alla anläggningsprojekt har mer eller mindre unika förutsättningar. Begränsningar: Arbetet avgränsades till att behandla 5S i ett relativt småskaligt projekt i ett SME-företag verksamt inom anläggningsbranschen. Resultatet är troligtvis unikt för den typ av byggprojekt som behandlats då arbetet varit beroende av ett antal individers engagemang och förståelse. Nyckelord: 5S, Lean, SME-företag, implementeringsproblematik, anläggningsbranschen. / Purpose: The Swedish construction industry faces issues such as having the highest construction costs in the EU, experiencing low efficiency and facing growing foreign competition. The civil engineering industry is particularly affected. Small and medium sized enterprises (SMEs) have limited possibilities to implement methods to improve efficiency and may therefore need support. 5S is a method of organizing a workplace or a production line. The purpose of 5S is to minimise non value creating activities by using small means of resources. With a well organised and functional workplace, possibilities are provided for increased productivity. The objective of the thesis has been to analyse how a traditionally managed civil engineering project alters when 5S is implemented in the production. Method: To fulfil the objective of the thesis, 5S has been implemented in a civil engineering project. To survey the results, a questionnaire and several interviews have been conducted with the project staff involved and field observations have been made to collect empirical data. In addition, a literature study has been conducted to map the existing research on the subject and to find which problems may arise during implementation. Findings: The result showed that 5S is a simple and powerful method for achieving increased efficiency and order at a construction site. By adapting 5S to the conditions of the civil engineering industry and by motivating staff, 5S contributed to improving the workplace's productivity and working environment. Implications: The implications of the thesis is that the civil engineering company will practice 5S in its production. The recommendations are that the company should appoint a 5S manager in each work team, continuously hold 5S meetings in production and implement 5S in one project at a time as all civil engineering projects have more or less unique conditions. Limitations: The thesis was delimited to treating 5S in a relatively small-scale project in a SME company within in the civil engineering industry. The result is probably unique to the type of construction projects that was analysed as it was dependent on the involvement and understanding of certain individuals. Keywords: 5S, Lean, SME-companies, implementation issues, civil engineering industry.

A Construção Civil é conhecida como uma das indústrias com mais baixa produtividade da mão de obra se comparada com as demais indústrias. Entre os diversos fatores para tal baixa produtividade, a gestão é apontada como o maior deles. Como alternativa para melhorar a produtividade da mão de obra na construção, foram estudados dois temas: padronização de processos produtivos e melhoria contínua. Este trabalho tem como objetivos: descrever o processo de implantação destes dois temas em uma obra de infraestrutura, evidenciar as vantagens de sua aplicação, propor uma metodologia prática de integração entre padronização de processos produtivos e melhoria continua, e por fim, consolidar os temas estudados. A metodologia para cumprir esses objetivos utilizou-se de uma revisão bibliográfica sobre Lean Construction, que serviu como base para aplicação dos conceitos, melhoria contínua, produtividade de mão de obra e padronização de processos de produção e uma pesquisa-ação, na qual o autor participou ativamente da pesquisa. Durante a pesquisa, foram desenvolvidos um formulário para captura de melhorias realizadas pelas equipes de produção chamado de Kaizen e procedimentos operacionais para padronizar os processos de produção. O impacto da aplicação destas ferramentas foi medido na produtividade da mão de obra em diversas equipes de produção de dutos. Como resultado houve um aumento da produtividade nas equipes, uma menor variabilidade da produção e a diminuição de interrupções da produção. Por fim, é feita uma proposta de integração prática dos conceitos apresentados. / Civil Construction industry is known as one of the less productive compared to other industries. Among many factors for such low productivity, the management is pointed as the major one. As an alternative to enhance labor productivity in the construction industry, two topics were researched: standardization of production procedures and continuous improvement. The objective of this research is: describe the process of execution of these two topics in an infrastructure construction project, to evidence the vantages of its application, propose a useful methodology to integrate the standardize production procedures and the continuous improvement, and at last, consolidate the both researched topics. The methodology to fulfill these objectives was a literature review about Lean Construction, which is the foundation to the application of the two concepts, continuous improvement, labor productivity, standardization of production procedures and an action research, that the author had an actively participation. During the research, it was developed a form to capture the improvements made by the production teams called Kaizen and operational procedures to standardize production processes. The impact of this tools´ application was measured at the labor productivity rate in different pipeline production teams. As a result, there was an increase of productivity in all teams, a decrease in the production variability and the decrease of production time interruptions. At the end, it is made a proposition of useful integration of the concepts researched.