Management Logistics Operation in UK Construction Industry

By

ACKNOWLEDGEMENT

My thanks go out to all who have helped me complete this study and with whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I, [names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

INTRODUCTION1

CHAPTER 1: LOGISTICS3

Logistics management3

Just-in- Time6

Lean Construction7

Current Technologies in Logistics8

GPS11

Transportation Facilities12

Landside Congestion12

CHAPTER 2: USING THEORY AND PHILOSOPHY FROM OTHER INDUSTRY14

Introduction14

Lean manufacturing and transformation currently14

Elements of lean manufacturing and transformation17

Automation18

Advancement in lean manufacturing and transformation tools/techniques19

EDI21

MRP21

ERP22

CAD22

Vision system23

Wireless technology23

Industrial biotechnology24

Transfer machines25

Organizational change25

Cultural change26

Work practices change28

CHAPTER 3: DIFFICULTIES IN LOGISTICS OPERATIONS30

Construction material logistics process30

Lean in Construction industry32

The lean quality / continuous improvement tool set34

Lean Process Tool Set37

Lean Support Tool Set38

CHAPTER 4: DISCUSSION41

Theory of Constraints41

Constraints and Non-constraints42

Total Quality Management42

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS44

Continuous process improvement models44

Planning in Construction Operations45

Conclusions46

Recommendations52

REFERENCES59

INTRODUCTION

Due to number of factors the workplaces of construction projects are impacted. With the affect of these factors the efficiency of the workforce is reduced and it also decreases their overall productivity. Labour productivity relies on the efficiency of the workforce, which in turn depends on the workplace conditions. Such a loss of efficiency in labour productivity interferes with the performance of the entire project, reducing its chances of meeting project quality and time objectives. Conversely, by improving the overall productivity through improving labour productivity, construction companies can reap many benefits from their projects (Ballard 2008, 11-17).

One of the most obvious causes of productivity loss is the poor management of materials, equipment and tools, i.e. logistics management. Construction logistics can be defined as "the management of the flow of materials, tools, and equipment (and any related object) from the point of discharge to the point of use or installation. Bringing together and coordinating the management of these three vital components between the project's principal parties increases productivity substantially. On a construction site, these components need to be properly managed, in order to ensure a project's success. In effective management, on the other hand, results in conflicts between these aspects, causing difficulties, such as project delays and cost overruns. The cost of materials and equipment represent a large proportion of the total project budget; therefore, it is vital to manage this cost effectively. Several studies show that these two components consume around 60-70% of a project's total budget (Barton 2005, 14).

Managing the flow, assuring the quality, checking the quantity, allocating the storage, coordinating the process, triggering the order and updating the participants are the major elements in construction logistics ...