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Профессиональный Документы
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Thinking
Yan CHEN 1, Zhan-gong XU2
1
2
I. INTRODUCTION
With the gradually strengthened economic
globalization and the increasingly fierce competition, our
construction enterprise is now facing unprecedented
market pressure. In order to ensure its survival and
sustainable development, construction enterprise in our
country has to closely cooperate with other parties in CSC
to form collaborative advantages and also has to rely on
the overall competence of CSC including high customer
service level and low total cost. Nowadays, traditional
cost management ideas and methods in our CSC have
proved to be inadaptable to the new the supply chain
management environment and caused pretty high level of
the total CSC cost. Therefore, it is urgent that new
thinking as well as new methods of CSC cost management
be applied to improve the effectiveness of our CSC cost
management.
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978-1-61284-449-7/11/$26.00 2011 IEEE
3) Full participation
Lean CSC cost management emphasizes that each
employee is the subject of the cost formation. Therefore, it
requires that every employee in each CSC member
enterprise build strong sense of cost and have full
understanding of lean CSC cost management. By applying
job transition, one employee can deal with multiple work
processes so that traditional fixed job position system can
be discarded and the reduction of labor waste can be
achieved. Enterprises in CSC should educate staff on the
idea of lean cost management and organize job transition
training, authorize staff relevant cost decision-making
rights, provide them opportunities to continuously
improve their work cost and appropriately evaluate their
performance on cost reduction and quality assurance.
4) Increased supply chain visibility with the aid of
modern technologies and methods
Lean CSC cost management concentrates on quick
information transition and high degree information sharing
to increase the visibility across the CSC so that many
uncertainties of interface among all CSC parties can be get
rid of and therefore much logistics cost of CSC can be
reduced. Many IT-based communication methods such as
EDI-based/ or Internet/Intranet-based information
platforms can be used to facilitate information exchange.
In additional, there are other visible tools including wall
charts, posters, brochures, physical models and Video, etc.
to achieve full exchange of information among all CSC
parties.
5) Design of stringent and robust organization
system
The organizing principle of Lean CSC cost
management can be summarized as active participants,
which means that all the participants are encouraged to
play their initiatives to improve the cost and eliminate all
wastes during their workflows. Under lean CSC cost
management, robust multi-functional teams are designed
to take place of pyramid-like hierarchical organization
system. These teams have clearly defined cost rights as
well as cost responsibilities. The cost decision-making
power and authority of the team correspond to its assumed
responsibilities. Although managers authorize necessary
resources to teams for their cost decision-making and
production activities, they will not intervene in the
processes of team decision-making and production. Teams
are totally responsible for continuously improving those
partial costs of the value chain where they are located.
Information
Owner
Lean Service Cost
Management
Designer
Lean Design Cost
Management
General Contractor
Subcontractor
Lean
Construction
Management
Cost
Supplier
Lean Procurement Cost
Management
Fig. 1.
C.
REFERENCES
[1] Lu Tianchan. Study on the construction project cost
management of construction enterprise based on Lean
Thinking [D]. Xi An Architecture University2008
[2] Mao Hongtao, Cheng Peiyu, Wang Ziliang. Study on the
design of construction project cost control system based on
Lean Construction, Communication of Finance and
Accounting, 2010(29)
[3] Zhu Binmei, Chen Jing, Lu Tianchan. New Ideas of Lean
Thinking-based construction enterprise cost management,
Architecture Economy, 2007(6): 89-91
[4] Xiong Wei. Study on the application of Lean Thinking in the
construction
enterprise.[D].
Tianjin
Technology
University2009
[5] Liu Rubing. Study on the application of Lean Thinking in
the construction project management, Architecture
Economy, 2008(10): 81-83
[6] Bi Xing, Qian Chongjun. Jiang Hua. Study on construction
supply chain management model, Journal of Inner
Mongolia Agricultural University(Social Science Edition)
2007(5)
[7] Gregory A. Howell, Lauri Koskela.Reforming. Projeet
Management: The role of Lean Construction. IGLC
BrightonUK2000
V. CONCLUSION
In brief, Lean CSC cost management is to implement
the philosophy and techniques of lean thinking to CSC
cost management to improve the cost competence of our
CSC. It is a brand-new cost management concept which is
fully customer-value-added oriented and attempts to
achieve the maximum of customer value as well as the
minimum cost of the entire CSC. It discards traditional
individual and fragmented cost management of each CSC
party. With the guidance of lean thinking, integral and
collaborative cost management should be implemented on
the basis of high degree information sharing and full trust
and cooperation among all CSC parties. All the cost
reduction-related activities are planned, managed and
coordinated across the entire supply chain and penetrated
into all the stages of CSC including design, procurement,
construction and service.
AKNOWLEDGEMENT