While our community has not published yet formal research reports, we recommend the following references:
- Lahdenperä, P. (2012). “Making sense of a multi-party contractual arrangements of project partnering, project alliancing and IPD.” J. Constr. Mgmt. Econ., 30(1), 57-79.
- Morwood, R., Scott, D., and Pitcher, I. (2008). Alliancing a participant’s guide, Brisbane, Queensland : Maunsell AECOM, 185 pp.
Author: Tom Richert
Lean, springing from an interpretation of the Toyota Production System, has a perplexing history. Understood by practitioners as a rational approach toward the management of work, with demonstrated results in improving enterprise-wide morale and profitability, Lean is still widely dismissed or ignored.Seeing something was missing in the perception that Lean practices were largely about mechanically improving work processes, the author,supported by the Lean Enterprise Institute, the Lean Construction Institute, and Lean Project Consulting, Inc., immersed a group of artists in the fundamentals of Lean for three days, during which they conversed with some of the leading thinkers and practitioners of Lean and toured the Toyota factory in Georgetown, Kentucky.The workshop yielded important insights that address essential questions regarding how leaders can spearhead positive change by leveraging an artist’s sensibility.
Co-Authored by: Calayde Davey & Hal Macomber
While Lean is all the buzz these days, Lean leadership is wanting. The pervasive focus on Lean tools distracts from the important work of developing Lean leaders at all levels of organizations. Success with Lean requires change. All organizational change requires leadership. Growing leaders of all types can be a long process. Growing Lean leaders takes a bit more work. While it s easy to declare that an organization is adopting Lean as their operating strategy, in practice, Lean challenges so much about we hold to be true and we credit to our success. Lean leaders must replace their current automatic ways of engaging with people and work while helping others to do the same.
Co-Authored by: Dan Fauchier & Dave Umstot
This book was inspired by the need for an integrated resource for those in the design and construction industry wanting to better understand how Lean can improve project performance and outcomes. In eye-opening stories and brilliant color graphics, David and Dan share the value proposition and mechanics of Lean design and construction. The authors have broken the book into bite-size units on the origins of Lean, the compelling case for the need for Lean, a history of Lean as it has evolved in the AEC industry, Lean thinking and various Lean tools with specific applications and examples in design and construction, making learning Lean fun, and how to effectively establish an organizational and project culture that will enable and sustain Lean practices. In the spirit of Lean visual management, this book is purposefully designed with color illustrations. Whether you are a design professional, site superintendent, project manager, or C-suite executive, this book will help all understand how Lean can make your team perform at a championship level.