DAVID ARDITI, ONUR B. TOKDEMIR and KANGSUK SUH
Although line‐of‐balance (LOB) scheduling can be superior to bar charts and networks in repetitive‐unit construction, there are indications that its use is not widespread. In this…
Abstract
Although line‐of‐balance (LOB) scheduling can be superior to bar charts and networks in repetitive‐unit construction, there are indications that its use is not widespread. In this study, the major limitations of the existing LOB methodology are identified and then eliminated by developing a computer program called repetitive unit scheduling system (RUSS). An effective algorithm that facilitates the implementation of LOB scheduling is developed. A tool that handles logical and strategic limitations caused by the particular characteristics of repetitive activities is provided. A learning model is developed and incorporated into LOB calculations. The program is designed to optimize resource allocation by using multiples of the natural rhythm of activities. An optimum crew size that guarantees maximum productivity in an activity is used throughout the LOB calculations to achieve cost‐optimized schedules. Non‐linear and discrete activities are incorporated into the LOB calculations. RUSS displays the LOB diagram of every individual path in the unit network. It is believed that a system such as RUSS will make the LOB method more appealing to contractors of repetitive projects.
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Yusuf Arayici, Onur Behzat Tokdemir and Mohamad Kassem
This research aims to identify and measure the correlations between building information modelling (BIM) and lean construction (LC) principles at the design and construction…
Abstract
Purpose
This research aims to identify and measure the correlations between building information modelling (BIM) and lean construction (LC) principles at the design and construction phases.
Design/methodology/approach
The study investigates BIM-LC principles correlations using the Istanbul Grant Airport (IGA) as a case study. The Delphi technique, performed quantitatively, contributes to the identification and quantification of a set of correlations between 11 selected BIM uses and 13 LC principles, which are supported with practical examples from the case study.
Findings
Together, the two research methods provide an evidence-based approach to understand the correlations between BIM and LC. The correlation analysis results in 46 correlations, and the correlations between the LC principles and BIM uses are intensified with the LC principles.
Practical implications
A quantitative understanding BIM use and LC principles correlations and appreciation of their specific uses can guide the practical implementation of BIM and LC, especially in large and mega projects.
Originality/value
BIM and LC practices represent approaches to improve performance in construction projects. While BIM has both information technology (IT) and process perspectives, the LC approach is mainly a process and product-oriented philosophy for project efficiency, effectiveness and the elimination of non-value-adding activities and waste. Many studies have investigated how the two approaches complement each other and concluded that their combined implementation in projects can improve efficiency and effectiveness. However, to date an analytical and granular investigation identifying and measuring correlations between BIM and LC based on empirical data is lacking. This paper fills that gap with an evidence-based analysis of the tightness of coupling and correlations between BIM uses and LC principles.
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Cenk Budayan, Kerim Koc, Eralp Yüksel Erk and Onur Behzat Tokdemir
Many countries struggled to respond to the pandemic burden; in fact, most suffer from healthcare incapacity generally. Therefore, they need to find innovative systems to…
Abstract
Purpose
Many countries struggled to respond to the pandemic burden; in fact, most suffer from healthcare incapacity generally. Therefore, they need to find innovative systems to compensate for their deficiencies in dealing with current and future problems. One such goes down the public-private partnership (PPP) route. It is important to note, however, that PPP is not a magic wand, and some of these projects have been criticized for overruns that exceed the value created. Aiming to promote the value created in healthcare PPP projects, this study aims to identify factors and critical points related to their implementation.
Design/methodology/approach
A two-stage literature review was conducted to shape semi-structured interviews. Based on this, the questions to be asked in the interviews were prepared. The interviews were conducted with twelve experts. The transcripts of the twelve semi-structured interviews were analyzed using manual thematic analysis to reveal the most critical value-creation factors (VCFs). The VFCs were validated by comparing them with the studies in the literature and by having focus group discussions (FGDs) with the experts. Finally, in an FGD, the experts discussed how these factors affect value creation in healthcare PPP projects.
Findings
The findings show that VFCs can be categorized into four dimensions: assets, partnership synergy, cooperation environment and processes. Based on the frequency of codes during the thematic analysis, the most frequently addressed VFCs in each category were identified. These were complementary skills and resources, attitude, early establishment of the operational body and effective design development, respectively.
Practical implications
This research contributes to both society and practice by unveiling VCFs and effective ways to achieve them in healthcare PPP projects. Thus, practitioners can generate more value and bring value to the forefront of healthcare PPPs, which can then enhance the value gained by society.
Originality/value
Studies to date have offered little about VCFs and how to realize value in PPP projects by considering the factors involved in them. Moreover, value creation in PPP healthcare projects has largely remained unexplored, despite PPPs being adopted and investigated quite commonly.
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Gokhan Kazar, Ugur Mutlu and Onur Behzat Tokdemir
Cost overruns remain a persistent problem in the construction industry. Although various cost management strategies have been implemented, innovative approaches are still…
Abstract
Purpose
Cost overruns remain a persistent problem in the construction industry. Although various cost management strategies have been implemented, innovative approaches are still required. Therefore, the authors attempted to introduce and test a new cost management strategy for the construction industry.
Design/methodology/approach
Zero-based budgeting (ZBB) is one such method whose effectiveness has been proven in different industries over many years. Therefore, the authors initially developed two different frameworks related to the integration of ZBB into a multinational construction contractor and the application process of ZBB for a construction project in this study. Then, the effectiveness and feasibility of the proposed frameworks are tested via an actual field study in a mega construction project.
Findings
The results show savings of 0.81% of the total project budget and 4.74% of the focused cost items by following the ZBB framework compared to the traditionally estimated project budget. The feedback received from the employees in the construction company shows that ZBB could be efficiently implemented during ongoing construction projects.
Research limitations/implications
The authors believe that implementing new cost management strategies such as ZBB will open doors to deal with the complex cost overrun issues and improve construction cost performances.
Originality/value
This manuscript is the first actual application of the ZBB cost management approach in the construction industry.