Adding production value through application of value based scheduling

Customer value is a key goal in the Lean philosophy, essentially only actions that adds value should be conducted. In a transformation view, the basic lean approach is to remove waste, which indirectly increases value (or withstand value lose). Lean Construction acknowledges two different types of value views. Product value, as stated above and value in relation to cooperation in the construction process. Process values are important when it comes to the comfort (physical and mental wellbeing) of the craftsmen cooperating aligned around the same goal of a smooth process and a great end product. By increasing the comfort of the craftsmen their productivity could increase. Furthermore, shared process values decrease the needs of managerial standards, structures, and systems. By means of a questionnaire survey this study investigates the connection between scheduling and the comfort achieved through process values of both engineers and foremen on site. The questionnaire identifies relevant process values, and these are compared to values observed in the scheduling process at three construction cases. The aim is to minimize time usage in the scheduling processes and to increase robustness of the schedule by securing an adherence of the schedule. The results show a lack of focus of the scheduling process’ surrounding atmosphere. Process values such as sympathy, kindness, helpfulness, and equality had only minimal attention. In order to foster these “soft” values it was found that hierarchy should be minimized and management should seek towards democratic leadership.