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Materialhantering, Lean och den Industriella Byggprocessen: En fallstudie av materialhanteringen genom byggprocessen och hur ett förbättringsarbete med Lean som förändringsstrategi verkat över tid hos Moelven Byggmodul AB i Sandsjöfors.
2015 (Swedish)Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Large development efforts are undertaken in the construction sector, aiming to correct key problems including waste of resources in the construction process and, in comparison with other manufacturing industries, its poor increase in productivity. At the boundary between traditional construction and manufacturing industry, industrial construction attempts to address some of the identified problems in the construction sector by embracing production methods that have been leading the development of manufacturing industry, such as Lean Production.The subject of this case study, Moelven ByggModul AB in Sandsjöfors (Moelven), has extensive experience in industrial construction. In 2010 the company started to introduce several Lean tools in the production. As a means to identify and problematize its systems for material handling, this study was initiated by Moelven in order to achieve an improved organization of the material flows to the installation site. The study aims to describe the material handling issues and, based on a Lean improvement strategy, evaluate the impact of the improvement actions on the problem scenario over time.The study was conducted as a qualitative case study in two parts, of which the first was carried out in 2010 and the second in the autumn of 2014. Through observation, interviews and literature studies data were collected to map and analyze the material handling of Moelven throughout the construction process at the two time points, respectively. The empirical data were analyzed within the study's theoretical framework, in regard to the concepts of industrial construction and lean production, to evaluate the effects of Moelven’s improvement strategies over time.The study's first part resulted in mapping the material handling throughout the main processes of the building process, and a problem definition accompanied by a number of ideas and solutions, which were provided Moelven. The second part showed that the company has not extended the use of specific Lean tools to other than those already implemented in 2010. However, noticeable improvement can be observed from the first part of the study to the second. The impact of the process improvement is evaluated with respect to the eight main areas that, according to Lessing (2006), characterize a strong industrial construction process, as well as from a Lean perspective.The report finally concludes that the positive outcome of the process improvement of Moelven’s material handling is due to continuous improvement work, comprising several targeted measures in various parts of the main and sub-processes within the construction process. Notably, the purchasing process, one of the main processes within Moelven construction process, still suffers from lack of integration with the improvement actions. This is also the main process which has the greatest potential for improvement. The process improvement has not been conducted under the label of Lean Production, but the study's analysis shows that the character of the measures taken and their implementation indeed allows for being categorized as a Lean improvement strategy, however through a business-specific adaptation of the concept.The study serves its function as a part of Moelven’s continuous process improvement and contributes to the Plan-phase as well as the Check-phase in the company’s systematic problem solving strategy, i.e. the PDCA-cycle. In addition to situation assessments and evaluation of introduced improvement actions, a number of suggestions for further development of the implemented actions are provided. These also point to viable further processing and analysis of the collected material.The contribution of the study to the subject of Lean as such, is limited. The study concurs with the commonly drawn conclusion that the implementation of individual Lean tools can indeed provide temporary increase in productivity or local improvements within the process. However, to bring prospects of overall positive development in the long run, Lean should be applied as an over-all conceptual development strategy, adapted to the particular company and its activities. Lean Production such utilized carries the continuous process improvement efforts considered to bring success.The study assigns two missions to industrial construction as a branch of industry. First, to continue working with the somewhat vague formulation maximized degree of prefabrication, which according to Lessing (2006) should be sought in the industrial construction process. Specifically, the study suggests developing ways to determine the right degree of prefabrication, and then aiming for full completion of the planned degree of prefabrication, in the sense that no additions, other than those pre-planned, will be made at the assembly site. Secondly, the industry ought to revise the wording of the standard contracts employed in order to adjust them to the quick pace of the industrial construction process.

Place, publisher, year, edition, pages
2015. , 151 p.
Keyword [en]
Keyword [sv]
Teknik, Industriellt byggande, Lean, materialhantering
URN: urn:nbn:se:ltu:diva-52269Local ID: 9647f37a-a10d-4c54-bc6b-b6916499e80bOAI: diva2:1025639
External cooperation
Subject / course
Student thesis, at least 30 credits
Educational program
Architectural Engineering, master's level
Validerat; 20150427 (global_studentproject_submitter)Available from: 2016-10-04 Created: 2016-10-04Bibliographically approved

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