Lean Construction on Bispebjerg Bakke - Revision history

Tkokotas at 18:48, 17 November 2018

2018-11-17T18:48:46Z

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			''Developed by Christina Diget Christiansen''


	[[File:Bispebjerg_Bakke_-_stregtegningjpg.jpg\|thumb\|upright=2.0\|Figure 1 - Sketch from Bjørn Nørgaard]]		[[File:Bispebjerg_Bakke_-_stregtegningjpg.jpg\|thumb\|upright=2.0\|Figure 1 - Sketch from Bjørn Nørgaard]]
	The project, '''Bispebjerg Bakke''', is called one of the most amazing building projects in Denmark in recent times because of the complicated design and building components. It was a project where the architecture, the craftsmanship and the use of materials was tested, but because of the use of the management tool Lean Construction, was the building project more efficiently and ended up being cheaper than first expected, even though the standard of the materials was high and there were not compromised<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.		The project, '''Bispebjerg Bakke''', is called one of the most amazing building projects in Denmark in recent times because of the complicated design and building components. It was a project where the architecture, the craftsmanship and the use of materials was tested, but because of the use of the management tool Lean Construction, was the building project more efficiently and ended up being cheaper than first expected, even though the standard of the materials was high and there were not compromised<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.

Christina: /* Partnership */

2017-09-29T07:27:26Z

Partnership

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	*Reduce costs		*Reduce costs

	The early involvement of contractors and suppliers is seen as a key differentiator for construction projects so called 'best practice'.		The early involvement of contractors and suppliers is seen as a key differentiator for construction projects so called 'best practice'<ref>Koskela et al. (2002). Foundation of Lean Construction</ref>.

	From start, this project was first meant as a project with many individual craftsmen and no big contractors to manage it all, but even after a couple of meetings between the craftsmen, it went wrong. All the craftsmen were scared that the project would went wrong during the process, so they gave a high price on their contract, so there wouldn’t be any surprises where they could lose a lot of money. With this method, the project would have been a half time more expensive, and the owners couldn’t afford it, so they called NCC (Contractors) to step into the project as main contractor to manage it all.		From start, this project was first meant as a project with many individual craftsmen and no big contractors to manage it all, but even after a couple of meetings between the craftsmen, it went wrong. All the craftsmen were scared that the project would went wrong during the process, so they gave a high price on their contract, so there wouldn’t be any surprises where they could lose a lot of money. With this method, the project would have been a half time more expensive, and the owners couldn’t afford it, so they called NCC (Contractors) to step into the project as main contractor to manage it all.

Christina: /* Partnership */

2017-09-29T07:26:43Z

Partnership

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	Partnership engage to implement the philosophy Lean in this case, which in the building industry is called Lean Construction. '''Lean Construction''' is a ''“way to design production systems to minimize waste of materials, time and effort in order to generate the maximum possible amount of value”'' <ref>Koskela et al. (2002). Foundation of Lean Construction</ref>.		Partnership engage to implement the philosophy Lean in this case, which in the building industry is called Lean Construction. '''Lean Construction''' is a ''“way to design production systems to minimize waste of materials, time and effort in order to generate the maximum possible amount of value”'' <ref>Koskela et al. (2002). Foundation of Lean Construction</ref>.

			The priority for all construction projects is to:
			*Keep work flowing so that the parties are always productive installing product
			*Reduce inventory of materials and tools
			*Reduce costs

			The early involvement of contractors and suppliers is seen as a key differentiator for construction projects so called 'best practice'.

	From start, this project was first meant as a project with many individual craftsmen and no big contractors to manage it all, but even after a couple of meetings between the craftsmen, it went wrong. All the craftsmen were scared that the project would went wrong during the process, so they gave a high price on their contract, so there wouldn’t be any surprises where they could lose a lot of money. With this method, the project would have been a half time more expensive, and the owners couldn’t afford it, so they called NCC (Contractors) to step into the project as main contractor to manage it all.		From start, this project was first meant as a project with many individual craftsmen and no big contractors to manage it all, but even after a couple of meetings between the craftsmen, it went wrong. All the craftsmen were scared that the project would went wrong during the process, so they gave a high price on their contract, so there wouldn’t be any surprises where they could lose a lot of money. With this method, the project would have been a half time more expensive, and the owners couldn’t afford it, so they called NCC (Contractors) to step into the project as main contractor to manage it all.

Christina: /* Implementation */

2017-09-29T07:21:05Z

Implementation

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	==Implementation==		==Implementation==

	With this project the approach have been that if the craftsmen were excited about the project and had some influence too, then it would be seen it the result. This means that if the worker is glad for his job, then the job will be perfectly done<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>. A big part of this is the culture and attitudes of those who are involved in the process, where it in this case was Lean the leaders were trying to implement. Bjørn Nørgaard and the owners has to “sell” the idea to the contractors so the contractors could be as enthusiastic as them, so the contractors could convey this optimism to their workers/craftsmen.


	''“A big part of becoming Lean is the culture and attitudes of those who are involved in the processes. Leaders are extremely important in instilling the culture changes into their employees so that their Lean journey can be successful”'' Citation Megan Johnson, Student Process Improvement Coordinator<ref>Johnson, M. (2011). https://blogs.mtu.edu/improvement/2011/08/08/78/. </ref>.		''“A big part of becoming Lean is the culture and attitudes of those who are involved in the processes. Leaders are extremely important in instilling the culture changes into their employees so that their Lean journey can be successful”'' Citation Megan Johnson, Student Process Improvement Coordinator<ref>Johnson, M. (2011). https://blogs.mtu.edu/improvement/2011/08/08/78/. </ref>.
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	For the project on Bispebjerg Bakke the use of partnership agreement and Lean tools meant that the project could be built easier, more productive and less expensive than first expected. It was a great advantage that the different craftsmen worked together to get the best result. however, it wasn’t a project that was cheap and the owners did not compromise on the quality of the materials, but the cooperation between the craftsmen and the contractor saved the owners for a lot of money, because the process of the building phase was ‘lean’ and they didn’t waste time or materials.		For the project on Bispebjerg Bakke the use of partnership agreement and Lean tools meant that the project could be built easier, more productive and less expensive than first expected. It was a great advantage that the different craftsmen worked together to get the best result. however, it wasn’t a project that was cheap and the owners did not compromise on the quality of the materials, but the cooperation between the craftsmen and the contractor saved the owners for a lot of money, because the process of the building phase was ‘lean’ and they didn’t waste time or materials.

			With this project the approach have been that if the craftsmen were excited about the project and had some influence too, then it would be seen it the result. This means that if the worker is glad for his job, then the job will be perfectly done<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>. A big part of this is the culture and attitudes of those who are involved in the process, where it in this case was Lean the leaders were trying to implement. Bjørn Nørgaard and the owners has to “sell” the idea to the contractors so the contractors could be as enthusiastic as them, so the contractors could convey this optimism to their workers/craftsmen.

	==Annotated Bibliography==		==Annotated Bibliography==

Christina: /* Solution */

2017-09-29T07:19:59Z

Solution

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	However, the bricklayer Kim Cordsen had another problem. It would still take a lot of time for his men to ran up and down with bricks on the scaffolding, and the scaffolding wasn’t curved, so it would be hard to work on. He knew that the time with all the transport up and down with bricks would cost a lot in time, so he decided to order some lifts instead of scaffolding, so his men could go automatically up and down with bricks, and drive the lift up to a good working height, so they shouldn’t stand in different and awkward positions while building.		However, the bricklayer Kim Cordsen had another problem. It would still take a lot of time for his men to ran up and down with bricks on the scaffolding, and the scaffolding wasn’t curved, so it would be hard to work on. He knew that the time with all the transport up and down with bricks would cost a lot in time, so he decided to order some lifts instead of scaffolding, so his men could go automatically up and down with bricks, and drive the lift up to a good working height, so they shouldn’t stand in different and awkward positions while building.

			The problem with the curved roof was also solved by the contractors, because they found a small company where they could make special curved wooden cassettes prepared only for this project. The wooden cassettes were made on a factory and then transported to the building site and lifted up to the top of the building. With this solution, the craftsmen on the project saved a lot of time and troubles, because the roof was almost done when it came. The only thing the craftsmen should do, was to screw the cassettes together, attach them to the walls and then clothe them with copper.

	Although the building was built in a different way than first expected, It have been possible to maintain the connection between the exterior and the interior, as Bjørn Nørgaard and the architect has thought of, because of the industry and the craftsmen to devise the different solutions to the challenges.		Although the building was built in a different way than first expected, It have been possible to maintain the connection between the exterior and the interior, as Bjørn Nørgaard and the architect has thought of, because of the industry and the craftsmen to devise the different solutions to the challenges.

Christina: /* Challenge */

2017-09-29T07:10:01Z

Challenge

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	The engineers from Carl Bro were skeptical when they were presented to the idea of the alternative building with curved shapes, and the Chief Engineer from the company stated: ''“When we were presented to this project, our reaction was that it could not be done. And most of the engineers was talking about to redo it so that the house had straight walls and flat roof"''<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>.		The engineers from Carl Bro were skeptical when they were presented to the idea of the alternative building with curved shapes, and the Chief Engineer from the company stated: ''“When we were presented to this project, our reaction was that it could not be done. And most of the engineers was talking about to redo it so that the house had straight walls and flat roof"''<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>.

	It was not the intention to redo the project to something easy and normal, but Carl Bro agreed on the project anyway. As in many other projects it was in the end the money who has the last word, and in this case, it was also the money who controlled the solutions. From start the idea was to build the whole building of bricks, both the inner- and the outer walls, but when the price on that came from the bricklayer, the owners and Bjørn Nørgaard was forced to find another solution, without changing the main idea and the overall look. Because of the way of working on this project with ~~partnering~~ between the contractors, the different contractors participated actively with different solutions to the various issues to find a better price and a durable solution that still followed the main ide as closely as possible.		It was not the intention to redo the project to something easy and normal, but Carl Bro agreed on the project anyway. As in many other projects it was in the end the money who has the last word, and in this case, it was also the money who controlled the solutions. From start the idea was to build the whole building of bricks, both the inner- and the outer walls, but when the price on that came from the bricklayer, the owners and Bjørn Nørgaard was forced to find another solution, without changing the main idea and the overall look. Because of the way of working on this project with a partnership agreement between the contractors, the different contractors participated actively with different solutions to the various issues to find a better price and a durable solution that still followed the main ide as closely as possible.

	==Partnership==		==Partnership==

Christina: /* Implementation */

2017-09-29T07:08:39Z

Implementation

← Older revision		Revision as of 07:08, 29 September 2017
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	With this project the approach have been that if the craftsmen were excited about the project and had some influence too, then it would be seen it the result. This means that if the worker is glad for his job, then the job will be perfectly done<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>. A big part of this is the culture and attitudes of those who are involved in the process, where it in this case was Lean the leaders were trying to implement. Bjørn Nørgaard and the owners has to “sell” the idea to the contractors so the contractors could be as enthusiastic as them, so the contractors could convey this optimism to their workers/craftsmen.		With this project the approach have been that if the craftsmen were excited about the project and had some influence too, then it would be seen it the result. This means that if the worker is glad for his job, then the job will be perfectly done<ref>Cain, S. K. (2007). Bispebjerg Bakke - historien om slangen på Bispebjerg. </ref>. A big part of this is the culture and attitudes of those who are involved in the process, where it in this case was Lean the leaders were trying to implement. Bjørn Nørgaard and the owners has to “sell” the idea to the contractors so the contractors could be as enthusiastic as them, so the contractors could convey this optimism to their workers/craftsmen.


	''“A big part of becoming Lean is the culture and attitudes of those who are involved in the processes. Leaders are extremely important in instilling the culture changes into their employees so that their Lean journey can be successful”'' Citation Megan Johnson, Student Process Improvement Coordinator<ref>Johnson, M. (2011). https://blogs.mtu.edu/improvement/2011/08/08/78/. </ref>.		''“A big part of becoming Lean is the culture and attitudes of those who are involved in the processes. Leaders are extremely important in instilling the culture changes into their employees so that their Lean journey can be successful”'' Citation Megan Johnson, Student Process Improvement Coordinator<ref>Johnson, M. (2011). https://blogs.mtu.edu/improvement/2011/08/08/78/. </ref>.

Christina: /* Annotated Bibliography */

2017-09-29T07:08:14Z

Annotated Bibliography

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	*'''Erhvervs- og Bygestyrelsen. 2006.''' "Vejledning i partnering"		*'''Erhvervs- og Bygestyrelsen. 2006.''' "Vejledning i partnering"
	::A guide with information and details about partnership and the use of it.		::A guide with information and details about partnership and the use of it. This source is used to get information about partnership, was it is, and which pro and cons there is with it.

	==References==		==References==
	<references/>		<references/>

Christina: /* Implementation */

2017-09-29T07:07:14Z

Implementation

← Older revision		Revision as of 07:07, 29 September 2017
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	In general, there is a greater advantage of being more parties/craftsmen in a partnership agreement, because the more specialists in a project the more knowledge, and the more cooperation. The negative site on this is that the coordination between many parties can be tricky and the owners has to consider which of all the parties they will have in the project management team, because not all can be in the leading team.		In general, there is a greater advantage of being more parties/craftsmen in a partnership agreement, because the more specialists in a project the more knowledge, and the more cooperation. The negative site on this is that the coordination between many parties can be tricky and the owners has to consider which of all the parties they will have in the project management team, because not all can be in the leading team.

			For the project on Bispebjerg Bakke the use of partnership agreement and Lean tools meant that the project could be built easier, more productive and less expensive than first expected. It was a great advantage that the different craftsmen worked together to get the best result. however, it wasn’t a project that was cheap and the owners did not compromise on the quality of the materials, but the cooperation between the craftsmen and the contractor saved the owners for a lot of money, because the process of the building phase was ‘lean’ and they didn’t waste time or materials.

	==Annotated Bibliography==		==Annotated Bibliography==

Christina at 17:47, 28 September 2017

2017-09-28T17:47:24Z

← Older revision		Revision as of 17:47, 28 September 2017
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	[[File:Bispebjerg_Bakke_-_stregtegningjpg.jpg\|thumb\|upright=2.0\|Figure 1 - Sketch from Bjørn Nørgaard]]		[[File:Bispebjerg_Bakke_-_stregtegningjpg.jpg\|thumb\|upright=2.0\|Figure 1 - Sketch from Bjørn Nørgaard]]
	The project, '''Bispebjerg Bakke''', is called one of the most amazing building projects in Denmark in recent times because of the complicated design and building components. It was a project where the architecture, the craftsmanship and the use of materials was tested, but because of the use of the management tool Lean Construction, was the building project more efficiently and ended up being cheaper than first expected, even though the standard of the materials was high and there were not compromised<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.		The project, '''Bispebjerg Bakke''', is called one of the most amazing building projects in Denmark in recent times because of the complicated design and building components. It was a project where the architecture, the craftsmanship and the use of materials was tested, but because of the use of the management tool Lean Construction, was the building project more efficiently and ended up being cheaper than first expected, even though the standard of the materials was high and there were not compromised<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.


	The building is design by Bjørn Nørgaard, a Danish sculptor, which formed the building in clay inspired by music, and then handed it over for the architect firm Boldsen & Holm. They started building in 2004, and was done in 2006, where 135 different apartments spread over 11 houses were ready for relocation. Today the buildings adorn the area around Bispebjerg in the northenwest area of Copenhagen and winds like a big snake through the landscape, to eventually rise from a 4 storey building, up to a 7 store in the end. The idea was to deal with the classic apartments-blocks in the area, and build something spectacular, but keep the design in the traditionally way with red and yellow bricks, too follow the colors of Bispebjerg church and the Hospital<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.		The building is design by Bjørn Nørgaard, a Danish sculptor, which formed the building in clay inspired by music, and then handed it over for the architect firm Boldsen & Holm. They started building in 2004, and was done in 2006, where 135 different apartments spread over 11 houses were ready for relocation. Today the buildings adorn the area around Bispebjerg in the northenwest area of Copenhagen and winds like a big snake through the landscape, to eventually rise from a 4 storey building, up to a 7 store in the end. The idea was to deal with the classic apartments-blocks in the area, and build something spectacular, but keep the design in the traditionally way with red and yellow bricks, too follow the colors of Bispebjerg church and the Hospital<ref>Østergaard, P.H. (2009). Bedre Byggeprocesser. ISBN 978-87-993539-0-3</ref>.