WHY LEAN CONSTRUCTION?

The reports below provide a valuable resource for individuals and organisations on the need for change in the construction sector; the case for adopting Lean thinking and practices in construction; and the opportunities for innovation, improvement, growth, and increased productivity and profitability for those individuals and organisations that implement Lean Construction.

Please click here to view the following reports:

1. The Egan Report 1998 entitled Rethinking Construction.

2. The McGraw Hill Construction SmartMarket Report 2013 entitled Lean Construction: Leveraging Collaboration and Advanced Practices and to Increase Project Efficiency.

3. The Forfás Report entitled Ireland’s Construction Sector: Outlook and Strategic Plan to 2015.

 

Lean Breakfast, Contractor Engagement: PM Group

 

PM Group invite you to this LCI Ireland Lean Breakfast meeting to discuss the topic of Earlier Contractor Engagement on projects. What are the expectations, deliverables, obstacles and pros/cons the industry must be cognisant of and manage?

9th March 2017

7.45am – 9.30am

Rochestown Park Hotel

Rochestown Road, Douglas, Cork

Who Should Attend? Project & Construction Managers, Site Superintendents, and Contractors involved in project delivery through Lean Construction initiatives.

Attendance is FREE, and places must be reserved by registering online.

SPEAKER [INSERT SPEAKER NAME], [INSERT POSITION/ROLE at ORGANISATION], is [INSERT BRIEF BIO].

[INSERT LEAN MORNING FOCUS/KEYWORDS HERE]

[INSERT SPIEL HERE ON THE FOCUS OF THE LEAN MORNING AT-HAND]

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Lean Construction Ireland’s Lean Mornings are brought to you with the support of PM GROUP.

Attendance is free; however places are limited to 60 and so you are encouraged to book early as attendance is strictly by reservation.

To reserve places please contact Fionnuala Murray at PM Group: fionnuala.murray@pmgroup-global.com 021 – 452 2447

Ireland as a Centre of Excellence for Lean in Construction where Everyone in the Chain Shares Value

Lean as Ideology

Lean needs to be understood beyond just the narrow sense of tools, techniques, and practices, and rather be viewed as a systemic and holistic approach transcending the boundaries of the shop-floor and looking at the entire organisation along with the management of the company.

 

Taiichi Ohno, the godfather of the Toyota Production System (TPS), told us that Lean is “a total management system”. This suggests companies need to embrace Lean as a philosophy and not just view it as a process. The right combination of long-term philosophy, processes, people, and problem-solving is needed to transform into a lean enterprise.

 

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