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Better integration of project processes has often been identified as the key issue regarding construction performance improvement. In some countries lean construction has become well‐established, although there appears to be considerable diversity in the interpretation of the concept. Lean construction initially focused on production aspects, but gradually design issues have started to receive more attention and integrating construction design and production processes from a lean perspective are beginning to be addressed. The purpose of this paper is to identify some of the practical challenges underlying the implementation of approaches promoted as “lean” and compare this with published research/theory.

Following an extensive review of the literature, a multiple case‐strategy approach was used to explore the practical application of lean approaches to design and construction integration in an organisational setting. Summaries of the case studies, one from the USA and two from Denmark, help to highlight a number of pertinent issues facing practitioners and researchers.

Findings suggest that it is possible to identify a number of aspects that (in theory as well as in practice) both influence and, to various extents, limit the applicability of the lean philosophy to construction. Findings also help to emphasise the importance of a number of interdependent factors for achieving better integration, namely: value identification/specification; an appropriate project delivery framework; structuring and planning of delivery processes; transparency; management and leadership; learning; and the importance of local context.

The findings provide an original contribution to the integration of design and construction activities from a lean perspective. The findings are generic and could be practically applied in a variety of contexts.

This purpose of this study is to develop a simple framework for designing a warehouse incorporating lean principles. Multiple objectives like resource planning, material handling, storage, inventory management, including internal and external logistics, are considered.

A design procedure to incorporate lean principles for designing a warehouse for a complex multi-model production line has been proposed. The preferred standards and factors affecting warehouse design, the inputs and outputs of process flow characteristics, are incorporated into the design. Current and future state value stream mappings are drawn to bring out the challenges in the value flow.

The framework for designing a lean warehouse have been implemented and validated in a heavy machinery manufacturer. This framework will ease the work of the future lean-based warehouse designers to apply simple step-by-step processes to achieve the goal with the nearest accuracy. The steps followed can be summarized as defining the lean processes, making the lean process as the design base, collecting inputs like stock-keeping unit master, inventory and space details, and building the lean warehouse design with the step-by-step processes.

Practical tips on warehouse design have been explained focusing on the part volume, quantity handled, inventory and throughput. This will assist the practitioners in designing a lean warehouse and leading to an improved operational performance.

A simplified design procedure for designing a lean warehouse, along with a real-time case study has been enumerated in detail. Effective use of space and resources with lean tools and techniques lead to better storage and picking efficiency resulting in an overall reduction in cost.

The purpose of this paper is to present a combined framework for system design using Six Sigma and Lean concepts. Systems Engineering has evolved independently and there are numerous tools and techniques available to address issues that may arise in the design of systems. In the context of systems design, the application of Six Sigma and Lean concepts results in a flexible and adaptable framework. A combined framework is presented here that allows better visualization of the system-level components and their interactions at parametric level, and it also illuminates gaps that make way for continuous improvement. The Deming’s Plan-Do-Check-Act is the basis of this framework. Three case studies are presented to evaluate the application of this framework in the context of Systems Engineering design. The paper concludes with a summary of advantages of using a combined framework, its limitations and scope for future work.

Six Sigma, Lean and Systems Engineering approaches combined into a framework for collaborative product development.

The present framework is not rigid and does not attempt to force fit any tools or concepts. The framework is generic and allows flexibility through a plug and play type of implementation. This is important, as engineering change needs vary constantly to meet consumer demands. Therefore, it is important to engrain flexibility in the development of a foundational framework for design-encapsulating improvements and innovation. From a sustainability perspective, it is important to develop techniques that drive rationality in the decisions, especially during tradeoffs and conflicts.

Scalability of the approach for large systems where complex interactions exist. Besides, the application of negotiation techniques for more than three persons poses a challenge from a mathematical context. Future research should address these in the context of systems design using Six Sigma and Lean techniques.

This paper provides a flexible framework for combining the three techniques based on Six Sigma, Lean and Systems Engineering.

This paper will influence the construction of agent-based systems, particularly the ones using the Habermas’s theory of social action as the basis for product development.

This paper has not been published in any other journal or conference.

The purpose of this paper is to investigate the impact of lean operations practice and design on the Chinese manufacturing performance, using lean assessment data from 65 plants in various industries.

Exploratory factor and regression analyses are used to examine the associations among operations practice, production design, and operations performance. Three constructs are developed, two for operations practice (human resources and supply chains) and one for production design.

Factor analysis shows that three factors are sufficient to represent the lean performance dimensions of flow, flexibility, and quality. Regression analysis shows that the lean performance factors are strongly related to operations practice and production system design. Using lean factors and operations practice/design, our results indicate significant gaps in lean manufacturing practices among different industries, with the petroleum and hi‐tech industries performing relatively best. In addition, the garment industry performs very well in flexibility, indicating it does not compete just on price, but also on rapid response. Finally, all industries perform well in quality, underlining the emerging economy character of China. These results support other recent findings of the positive impact of lean operations on the performance of the Chinese manufacturing sector.

The paper's findings, which are based on the experience of selected manufacturing plants in China, should not be interpreted as indicative of the characteristics of the Chinese manufacturing plants in general.

This paper advances the evidence on the role of lean manufacturing in two ways. First, to derive more robust statistical results, the paper relies on primary lean assessment data, as opposed to secondary opinion survey data common to most other studies. Second, to obtain more general findings, the paper makes use of a wider set of relevant variables, both for assessing manufacturing practice and performance, than is usual in the literature.

The concept of Lean office design has emerged, claiming to support an efficient labour process. This article aims to investigate how the two main perspectives identified in the Lean office: the neo-Tayloristic approach and the team-based approach, based in different historical backgrounds, use the office design to shorten lead time and free up time.

An extensive review is done in the article of what the Lean office concept means for different research areas and to practitioners.

The study presents the two Lean office perspectives in relation to each other, something that has not been done before since it is only recently the team-based Lean office was introduced. The study also presents possible risk and benefits of two perspectives from an employee and organizational perspective.

Since this is a first exploratory review of the Lean office concept based on theories and examples from design practice, further empirical studies are needed to determine risks and benefits of the concept.

The clarifying examples in the article make it useful for people involved in the design and building process of offices.

The article brings together the fields of labour process, office research and facility management with the design practice and presents the two perspectives Lean office design in relation to each other, which has not been done before since the team-based Lean office has only recently been introduced.

The aim of this study is to document and analyze experiences with building a new hospital guided by lean-led hospital design (LLHD) (Grunden and Hagood, 2012) and to investigate key mechanisms enhancing healthcare professionals' participation and collaboration in implementing this innovative approach.

An in-depth case study of the implementation of LLHD in a Dutch hospital was performed based on multiple data sources. The case hospital presented a unique opportunity since there was embedded access to the data by the first author.

Three mechanisms supporting participation and collaboration of staff for implementing LLHD were identified. (1) Freedom in translating a concept enables managers to balance it with variations in practice at the organizational level. (2) A set of key principles governing the design process appeared an important anchor on a managerial level in a changing environment. (3) Creation of a supportive attitude toward lean and lean facility design, with co-creation as a key element of LLHD.

By using the emerging mechanisms, managers/change agents can enlarge collaboration and participation of hospital staff when implementing organization-wide innovations.

This case study delivers a unique inside view on the dynamics evolving in the complex change processes at organizational, managerial and personal levels involved in implementing LLHD.

The purpose of this paper is to report a research on the development of axiomatic modeling of a lean manufacturing system.

A conceptual model for lean manufacturing has been adopted. A hierarchical structure has been developed to model the design process of a lean manufacturing system composed of functional requirements, design parameters and process variables.

The theory of axiomatic design advocates the creation of process variables by mapping the design parameters in the process domain. This article serves as an efficient guideline for the design process to clarify the tools, methods and resources of designing lean manufacturing system.

The implications of the axiomatic model has been derived based on the experiences gained from a single manufacturing organization. Yet, the findings and contributions of this research work would be useful to the captains of thee majority of the manufacturing companies situated in the world.

The axiomatic modeling approach serves as an efficient guideline for the design process to clarify the tools, methods and resources of designing a lean manufacturing system of an Indian rotary switches manufacturing organization.

The conceptual model of lean manufacturing has been developed from literature. Based on the conceptual model, the hierarchical model for axiomatic approach has been developed. The contributions and the inferences are original and add value to the state of the art approaches.

The assorted piece-wise retail orders in a cosmetics warehouse are fulfilled through a separate fast-picking area called Forward Buffer (FB). This study determines “just-right” size of FB to ensure desired Customer Service Level (CSL) at least storage wastages. It also investigates the impact of FB capacity and demand variations on FB leanness.

A Value Stream Mapping (VSM) tool is applied to analyse the warehouse activities and mathematical model is implemented in MATLAB to quantify the leanness at desired CSL. A comprehensive framework is developed to determine lean FB buffer size for a Retail Distribution Centre (RDC) of a cosmetics industry.

The CSL increases monotonically; however, the results concerning spent efforts towards CSL improvement gets diminished with raised demand variances. The desired CSL can be achieved at least FB capacity and fewer Storage Waste (SW) as it shifts towards more lean system regime. It is not possible to improve Value Added (VA) time beyond certain constraints and therefore, it is recommended to reduce Non-Value Added (NVA) order processing activities to improve leanness.

This study determines “just-right” capacity and investigates the impact of buffer and demand variations on leanness. It helps managers to analyse warehouse processes and design customized distribution policies in food, beverage and retail grocery warehouse.

Proposed buffering model offers customized strategies beyond pre-set CSL by varying it dynamically to reduce wastages. The mathematical model deriving lean sizing and mitigation guidelines are constructive development for managers.

This research provides an inventive approach of VSM model and Mathematical algorithm endorsing lean thinking to design effective buffering policies in a forward warehouse.

The purpose of this study is to systematically analyse and synthesise the existing research published on offsite manufacturing/construction. The study aims to highlight and associate the core elements for adopting the offsite concept in different construction contexts. This ultimately facilitates the enhancement of the offsite uptake.

The research study was carried out through a systematic literature review (SLR). The SLR was conducted to identify and understand the existing themes in the offsite research landscape, evaluate contributions and compile knowledge, thereby identifying potential directions of future research. The grand electronic databases were explored to gather literature on the offsite concept, lean and agile principles and simulation. A total of 62 related articles published between 1992 and 2015 have been included in this study. The relevant literature was systematically analysed and synthesised to present the emerging offsite themes.

The descriptive and thematic analyses presented in this paper have identified related offsite research studies that have contributed to setting a firm foundation of the offsite concept in different construction contexts. Each of the 62 articles was examined for achieving the aim and objectives of this study, the method of data collection and coverage of offsite themes. The results of the analyses revealed that the articles mostly provide information on the offsite concept and its definitions (53 per cent) and offsite barriers and/or drivers (27 per cent). However, limited attention has been paid to the integration of lean and agile principles (13 per cent) and simulation (7 per cent) within the offsite concept, which are therefore more open to research within the offsite concept.

The literature review highlights the main themes and components of the offsite construction concept. This forms a solid basis and motivation for researchers and practitioners to build on to enhance the uptake of the offsite concept in different contexts. This study also presents a research roadmap within the offsite concept, along with a recommendation for further research to be conducted using the research framework proposed in this study. The framework could lead to validation of using simulation to integrate lean and agile principles within the offsite concept.

This paper presents a systematic review of the literature related to offsite construction in different contexts. The emerging components, that is, offsite definitions, drivers and/or barriers, lean and agile principles and simulation have been highlighted and discussed thematically. A research framework that enables pursuit of the integration of lean and agile principles offsite through the lens of simulation has been proposed. The framework is expected to open up new opportunities on the effectiveness of offsite development in different contexts.

The purpose of this paper is to present a case study that considers the links between cost avoidance, lean design, and sustainability in relation to two different library projects at University of Alberta Libraries (UAL) – the design of the Research and Collections Resource Facility and the development of new fee-based library services at UAL’s John W. Scott Health Sciences Library.

This case study describes the analysis of each project’s workflows in relation to lean design in order to enhance processes and service delivery.

Findings to date in both of these ongoing projects suggest that consideration of the lean philosophy has already led to process and service improvements. With regard to the new building design project, revised task design is already resulting in significant savings in staff time, and work space. And the staffing model for fee-based specialized services has already been redesigned, an alignment with lean principles.

While this paper does discuss and define lean design, it does not provide a comprehensive summary of research in this area.

This paper highlights the value of lean design as a framework for designing, developing, and reviewing academic library buildings, services, processes, and workflows to ensure they are sustainable.