INTEGRATED PRODUCTION APPLIED TO THE BUILDING PROCESS
by Sven Bertelsen, Mogens Myrup Andreassen and Mikkel Andreas Thomassen



Abstract
Over recent years, manufacturing industries have become more and more integrated with their suppliers in their development and manufacturing of products. The whole supply chain is often seen as one integrated operation, and product development is the result of close co-operation based upon long-term agreements.
Toyota by the Toyota Manufacturing Principle was one of the originators of this integration, which today is widespread over all branches of the manufacturing industry.
Under an ongoing Danish development program for the Product and Process Development within the Building Industry, the methods from a recent Danish program for the integrated manufacturing have been applied to the building industry. The target has been the design and construction of social housing in the form of terraced houses and apartments blocks of two or three levels, but the system is suited for the construction of houses for disabled and elderly people as well.
A consortium of architects, engineers and manufacturers has devised a system where the building is divided into systems in stead of trades. Through a close co-operation with already existing suppliers, based on long-term agreements, these systems are developed to fit a wide variety of architectural designs.
The actual construction job is divided between the systems suppliers, who each have the responsibility for their detailed design, manufacturing and erection on site, all under the umbrella of the over all architectural design.
The first projects fully based upon these principles are well under way in the autumn 1998.
This new approach to the building process holds significant advantages compared with the traditional one. Not only in terms of a more efficient production, but also through stronger feed back loops improving the productivity as well as the product quality. Also a reduction of waste and a significant shorter construction time is foreseen.
The reorganisation does not take place automatically. At the supply-side it has to be supported by a continuous focus on how to improve co-ordination between companies, maintain a pressure for cost-reducing activities within the partnership and change the traditional mistrust into trust. Also the demand-side is at present badly shaped for a building market based upon the principles of integrated manufacturing. However, the main barrier seems to be the framework of formal and informal rules and regulations surrounding the building industry.


Keywords: Integrated production; Re-engineering; Building industry; Partnering.


- til toppen