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Practical methodologies are based on concepts and principles. 

Practical methodologies are based on concepts and principles. 

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Cover title. Thesis (doctoral)--Helsinki University of Technology, 2000. Includes bibliographical references (p. 259-296).

Contexts in source publication

Context 1
... the theories of production can be illustrated as in Figure 1. When considering an approach to production, we can discern three layers. ...
Context 2
... basic elements of the general theory are presented in Figure 10. The central idea is that construction projects need to achieve a balance between the objectives of the customer, the project organization, the nature of the product, and the environment. ...
Context 3
... TFV theory of production is used as a framework for analysis and explanation. Regarding contemporary construction, the more specific research questions are as follows (Figure 11): ...
Context 4
... material in this case study has been analyzed in a number of conference papers (Huovila, Koskela, Lautanala, Pietiläinen & Tanhuanpää 1997a, Koskela, Lahdenperä & Tanhuanpää 1996, Lahdenperä, Koskela & Tanhuanpää 1997 and in a booklet (Tanhuanpää, Koskela & Lahdenperä 1999). Figure 11. Framework of formation of waste and value loss as used in the case study. ...
Context 5
... this chapter, three bodies of research material are utilized: data from the case study project, prior research on waste and value loss in construction, and prior empirical research on the problems and management methods of contemporary construction. The office building in question ( Figure 12) was realized in the design-build mode, where the briefing phase was started first in 1991 but interrupted due to the recession, and re-started in December 1994. The design of the 7 100 m 2 and 25 700 m 3 building, comprising five floors, was started at the beginning of January 1995 and the construction at the end of the same month. ...
Context 6
... due to bad control and unfavorable design of the production system, a cascade of waste and value loss formation was created, as depicted in Figure 13. Different causes of waste seemed often to act jointly, and they accumulated towards the end of the project. ...
Context 7
... simplified presentation of the findings of the case study is provided by Figure 14. Figure 14. ...
Context 8
... simplified presentation of the findings of the case study is provided by Figure 14. Figure 14. Explanation of waste and value loss formation as found in the case study. ...
Context 9
... the following, two examples are presented. Figure 15 presents the energy consumption of residential multi story buildings in Finland as a function of the construction year. An increase in the average energy consumption can be observed up till the early sixties. ...
Context 10
... Figure 16, the preconditions for the execution of a construction task, like a day's work x , are presented. There are at least seven resource flows (or conditions) that unite to generate the task result (usually even more, if more than one material is used in the task). ...
Context 11
... kind of production situation is addressed by the line-of- balance method (Lumsden 1968). Ideally, the location flows (which are usually called tasks in the parlance of line-of-balance) are planned to progress at the same speed xv , and time buffers between consecutive workstations are planned as a countermeasure to variability of progress, as illustrated schematically in Figure 17. Note, that in practice tasks have different durations and the time buffers between tasks vary. ...
Context 12
... other objectives are more or less sacrificed for faster production xviii . This is correctly reflected in the conventional view of the costs of Fast Tracking (Figure 18). According to it, there is an optimal rate of work; a more rapid rate leads to acceleration costs, a slower rate leads to the increase of time-dependent costs (Kwakye 1991). ...
Context 13
... through variability reduction and other measures, the location of the time-cost curve can be changed downwards. Figure 18. In improvement of construction from the F concept point of view, the aim is to transfer incrementally the time-cost curve downwards, whereas in Fast Tracking, a point on the existing curve is selected. ...
Context 14
... reorganized matrix provides a starting point for scheduling: the tasks in a block have to be carried out simultaneously, sequential tasks (a mark just below diagonal) in sequence and parallel tasks (no marks linking them) can be carried out in arbitrary order in reference to each other ( Figure 19). ...
Context 15
... at the generic level of information technology use in management, this model ( Figure 20) is being rejected, thanks to re-engineering. In re-engineering ix , it is acknowledged that information technology applications do not directly contribute to benefits, but through the intermediation of information processes ( Figure 21). Information processes may restrain or amplify the effect of information technology. ...

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Citations

... In this class, the client (interested party, consumer, user) is highlighted as the focus of the development process and use of the built environment. Value generation was illustrated by Koskela (2000) based on a value generation cycle, explaining customer-supplier interactions associated with 5 principles that establish propositions for managing customer requirements. Examples of serious games that are more focused on generating value are House Factory, a simulation to understand mass customisation in the house constructions (Rocha;Miron, 2018), as well as games that simulate Target Value Design (Munankami, 2016), a project approach based on maximising value (benefits) and target cost (Macomber;Barberio, 2007), and Choose by Advantages, a multi-criteria decision-making method (Arroyo et al., 2018). ...
... Selecting serious games to use in the course studied demonstrates a certain alignment with the evolution of using these methodologies by the Lean Construction community. However, it is worth considering that in the course there is a greater emphasis on the "value generation" problem class because it is an Architecture and Urbanism course, whose central activity is design, and in essence strongly related to the value generation cycle and its principles (Koskela, 2000). ...
... (a)Koskela (2000): reducing lead time, reducing variability, minimising the number of steps or parts;(b)Womack and Jones (1996): pull and create flow; and (c)Kenley and Seppänen (2010): balancing activities. ...
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... A filosofia da Produção Enxuta está fundamentada em um conjunto de conceitos de gestão da produção, os quais são fundamentalmente diferentes da forma tradicional de gestão, baseada na produção em massa (Koskela, 2000;Bulhões, 2009). A seguir, são apresentados alguns destes conceitos, que são relevantes para o presente trabalho. ...
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... This was also shown in the results of the fuzzy model, where the system state became more unbalanced with intervention 2 and less balanced and near-optimal with intervention 2 and 3. This highlights a major finding of the research: efforts to improve production systems may lead to suboptimal results if not taken from a holistic perspective, as mentioned by Koskela (2000). ...
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... It is crucial to understand. Excellent flow continuously achieves prerequisites and the value transformations of inputs (Koskela 2000). Unrealistically, optimal flow is a process in which value is added constantly in preparation and installation with no waste (Sacks 2016). ...
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