Homebuilding is widely regarded as the most analogous sector in the construction industry to automobile manufacturing. In the past decades, increasing interest from homebuilders has been seen to model the homebuilding process after manufacturing, particularly lean production, to improve productivity. However, differences inherent in the nature of the products prevent the direct implementation of lean principles and systems in the homebuilding industry. Project-oriented techniques used by the other sectors of construction are still dominant in homebuilding process planning and control. There is a clear need for an approach to integrate a lean production system into the homebuilding process and to overcome the challenges in lean implementation. The purpose of this research is to develop a lean production approach for the North American homebuilding industry. Specifically, this research intends to provide a framework and a set of guidelines that can help production homebuilders to improve their efficiency through lean transformation. This study first investigated the current homebuilding process and then conducted a comparative study between the homebuilding and automobile industries. Based on the analysis, a lean homebuilding model was developed, and key lean strategies were identified to support lean implementation efforts. Case study results revealed that a lean production system can be successfully applied to the homebuilding process, and lean strategies, such as continuous flow, pull system, production leveling, standardized work, investing in the people, and visual management were effective in improving a homebuilders operation performance in terms of construction cycle time, process stability and house quality. The major contribution of this dissertation is to provide production homebuilders a roadmap to developing their own lean production systems and lean implementation strategies. The research results are also anticipated to be a benchmark for future studies in the academic field and for the homebuilding industry. / Construction Engineering and Management

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Research was conducted to determine whether there is a relationship between the theory of collective behavior and the selection of a corporate strategy. To conduct the first portion of the study, existing survey information was obtained from the National Association of Home Builders to investigate the existence of a heightened shared feeling of optimism within the home building industry. A test of the variance (ANOVA) suggests that during the housing boom the industry experienced peak levels of optimism consistent with the theory of collective behavior. Using secondary financial data, the research then investigated the possibility that builders moved to a growth strategy as a response to that heightened sense of optimism. A test of the variance (ANOVA) suggests that builders moved to a growth strategy as a response to the heightened optimism by substantially increasing their assets, debt and shares outstanding, as compared to previous years. Using the results of 150 surveys, the study investigated the theory that optimism lowers the effects of uncertainty. Hence, the research hypothesized that as optimism increases, uncertainty decreases, and as a result, strategic growth decisions become more likely. The research found strong correlations between respondents who were optimistic and those willing to make decisions that are consistent with growth strategies. The analysis found negative correlations with optimism and uncertainty. More specifically, the research concluded that as optimism increases, uncertainty decreases, and thus, home building managers are more likely to move to a growth strategy. In general, the research supports the hypothesis that collective behavior can have a significant impact on strategic decisions among managers. While previous research suggests that information is the variable that lowers levels of uncertainty, this research supports the possibility of an additional variable: optimism.

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Current housing trends point to an increasing interest from homebuyers to demand houses that reflect their personal and unique styles, and which are individually configured according to these needs (NAHB, 2004). These homebuyers in turn are unwilling to settle for standard models that sacrifice what they really want in a home. At the same time this creates pressure on builders who are reluctant to sacrifice production efficiencies by deviating from standard models. Such customization desired by demanding customers can disrupt the entire estimating, production, delivery and management process, making it even more difficult to manage homebuilding efficiently and effectively. The question faced by homebuilders in this conditions is, how to manage this trade-off and deliver exactly what homebuyers want, at reasonable prices and lead times with minimal disruptions in efficiencies. Mass Customization (MC) is an emerging production paradigm that seeks to manage the trade-offs between product variety and mass efficiency, while fulfilling individual customer requirements. The general purpose of this research is to improve the effectiveness and efficiency of housing production through the implementation of mass customization strategies. More specifically, this research focuses on the study of the production system through the application of lean production principles, as an approach to enable mass customization. This study first characterizes how much product choice is currently being offered by U.S. homebuilders and what is the impact of customization on production efficiency; and then focuses on the evaluation of the relationships between mass customization and lean production principles. Results revealed that homebuilders offering increased product choice are likely to suffer poorer labor productivity, greater inventory, higher production costs, more quality issues, less satisfied homebuyers, and lower space efficiency. In general, operational performance deteriorated with an increase in product choice. Therefore, industrialized housing manufacturers have not reached the ideal of mass customization and are paying a price for offering more choices to their customers. Homebuilders could mitigate these challenges by using lean concepts. In general, case studies showed that product choice does not necessarily make the implementation of lean concepts more difficult. Some lean concepts, like workload balancing and standardizing tasks, clearly facilitated the handling of product choice. Other lean concepts, like creating a continuous process flow, can be made to work well, even with increased choice. Case study results suggested that good concepts for lean (e.g., efficient continuous flow, effective pull system, workload leveling, defect-free processes, standard tasks, good visual controls, and reliable technology) were also good concepts for (or easily accommodated) handling a range of product choice.

This study was conducted to determine how much time would be saved in the homebuilding cycle when field superintendents received training. The study took place during the 2007 calendar year with a production homebuilder in southern Nevada. New technologies and techniques were introduced during weekly training meetings that were held at both the corporate office and construction job sites. A scheduling tool was introduced along with new procedures and policies. The superintendents were required to report daily on the tasks that had been completed. This gave the superintendent and upper management the ability to follow the home throughout the building process and track the results. Additionally, new policies were created to improve build quality and increase customer satisfaction. This study compared over 300 homes built in 2006 (untrained superintendents) versus nearly 300 homes built in 2007 (trained superintendents). A substantial reduction in cycle time was found when compared to the homes built before the training period, with some projects reducing their average cycle time by over 140 days. Superintendent satisfaction in regards to the training was found to be above average. Through the reduction in cycle time, the company reduced their daily interest costs by nearly 3 million dollars.

This design explores an alternative approach to New England home construction which emphasizes construction efficiency as well as ease of maintenance, renovation, and reconfiguration throughout the structure’s lifetime. The structure’s efficiency and flexibility is achieved by using the Bosch-Rexroth framing system and strategic placement of building systems. The reconfigurable structure paired with a changeable cladding system anticipates necessary seasonal and programmatic changes. The buildings systems are concentrated together for increased accessibility and serviceability. The design proposes a house that is inexpensive and easily maintained and adapted by the occupants throughout its lifetime.