Lean Transformation in a Modular Building Company: A Case for Implementation-Reference-Cited by-同舟云学术

Lean Transformation in a Modular Building Company: A Case for Implementation

Published:2013-01 Issue:1 Volume:29 Page:103-111
ISSN:0742-597X
Container-title:Journal of Management in Engineering
language:en
Short-container-title:J. Manage. Eng.

Author:

Yu Haitao¹,Al-Hussein Mohamed²,Al-Jibouri Saad³,Telyas Avi⁴

Affiliation:

1. Senior Researcher, Landmark Group of Builders, 9765 54 Ave., Edmonton, AB T6E 5J4, Canada (corresponding author).

2. Associate Professor, Dept. of Civil and Environmental Engineering, Univ. of Alberta, Edmonton, AB, Canada.

3. Associate Professor, Dept. of Civil Engineering, Univ. of Twente, Enschede, Netherlands.

4. CEO, Kullman Building Corporate, Lebanon, NJ.

Publisher

American Society of Civil Engineers (ASCE)

Subject

Management Science and Operations Research,Strategy and Management,General Engineering,Industrial relations

Link

http://ascelibrary.org/doi/pdf/10.1061/%28ASCE%29ME.1943-5479.0000115

Reference22 articles.

1. Arbulu R. J. Ballard G. and Harper N. (2003). “Kanban in construction.” Proc. 11th Annual Conf. of the Int. Group for Lean Construction Blacksburg VA.

2. Ballard G. (2000). “The last planner system of production control.” Ph.D. dissertation Univ. of Birmingham Birmingham U.K.

3. Ballard G. and Howell G. (1994b). “Implementing lean construction: Stabilizing work flow.” Proc. 2nd Annual Meeting of the Int. Group for Lean Construction Santiago Chile.

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