Modelo de planificación y control basado en la gestión visual basado en la filosofia lean para pequeñas y medianas empresas de construcción
DOI:
https://doi.org/10.46421/sibragec.v14i.7896Palavras-chave:
Lean Construction, Visual Management, Last Planner System, Location Based Planning, pequeñas y medianas empresas.Resumo
La gestión visual es una herramienta clave para coordinar tareas interdependientes y múltiples partes interesadas en diversos sectores, incluida la industria de la construcción. Este trabajo analiza la aplicación sistemática de la gestión visual en la planificación y control de proyectos de construcción, destacando su papel en mejorar la coherencia entre los distintos niveles de planificación jerárquica y en promover la colaboración, comunicación y motivación entre todos los participantes. La investigación adopta un enfoque de Design Science Research, cuyo artefacto es un modelo de planificación y control adaptado a pequeñas y medianas empresas constructoras. Este modelo integra herramientas de planificación y control basadas en la filosofía Lean (Last Planner System y Location-Based Planning and Control), implementadas con el apoyo de la gestión visual. Su propósito principal es generar un soporte efectivo para la participación y colaboración de los empleados en los procesos de planificación y control. En conclusión, el modelo desarrollado constituye una propuesta sistemática, replicable y adaptable a contextos de menor escala dentro del sector de la construcción. Su principal aporte es articular planificación estructurada con gestión visual colaborativa, favoreciendo el control de producción, la descentralización de decisiones y una comunicación clara y efectiva en obra.
Downloads
Referências
BALLARD, & HOWELL. (1998). Shielding Production: Essential Step in Production Control.
BALLARD, & HOWELL. (1994). Implementing lean construction: stabilizing work flow. Lean construction.
BALLARD, & TOMMELEIN. (2020). 2020 Current Process Benchmark For The Last Planner® System Of Project Planning And Control. Berkeley.
BARTH, & FORMOSO. (2020). Requirements in performance measurement systems of construction projects from the lean production perspective. Frontiers of Engineering Management .
BRADY.ET.AL. (2018). Improving transparency inconstruction management: avisual planning and control model. Engineering, Construction andArchitectural Management.
CECEIC. (2021). http://ceeic.uy/documentos. Obtenido de Centro de estudios económicos de la insustria de la construcción.
EDEN, C., & HUXHAM, C. (1996). Action Research for Management Research. British Journal of Management.
FORMOSO, SANTOS, & POWELL. (2002). An exploratory study of the applicability of process transparency in construction sites. Journal of Construction Research.
FORMOSO.ET.AL. (2002). An exploratory study of the applicability of process transparency in construction sites. Journal of Construction Research,.
FRANDSON.ET.AL. (2015). Comparison between location based management and takt time planning. Proc. 23rd Annual Conference of the International group Lean Construction. Perth, Australia.
GALSWORTH, G. (1997). Visual systems: Harnessing the power of the visual workplace. American Management Association.
KENLEY, & SEPPÂNEN. (2010). Location-based Management for Construction. Spon Press.
KOSKELA (1992). Aplication of the new production philosophy to construction.
KOSKELA (2000). An Exploration towards a Production Theory and its Application to Construction. Technical Research Center of Finland.
KOSKELA, & HOWELL (2002a). The theory of project management: explanation to novel methods. Proceedings of the 10th Annual Conference of the International Group for Lean Construction (IGLC). Gramado.
LUKKA. (2003). The Constructive Research Approach. In: Case study research in logistics. Series B,.
MARCH, & SMITH (1995). Design and natural science research on information technology. Decision Support Systems.
OLIVIERI.ET.AL. (2019). A survey comparing Critical Path Method, Last Planner System, and Location Based Techniques. Journal of Construction Engineering and Management.
SACKS, R. (2016). What constitutes good production flow in construction? Construction Management and Economics.
SAURIN, ROOKE, & KOSKELA. (2013). Una perspectiva de sistemas complejos de Lean Production. International Journal of Production Research.
SAURIN, T., & GONZALEZ, S. (2013). Assessing the compatibility of the management of standardized procedures with the complexity of sociotechnical system: Case study of a control room in an oil refinery. Applied Ergonomics.
SEIN.ET.AL. (2011). Action Design Research. MIS Quarterly.
SEPPÂNEN.ET.AL. (2010). The Combination of Last Planner System and Location-Based Management System. Lean Construction Journal.
SHINGO, S. (1989). A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Productivity Press.
TEZEL.ET.AL. (2015). Visual Management in Brazilian Construction Companies:Taxonomy and Guidelines for Implementation. American Society ofCivil Engineers.
URUGUAY XXI. (2024). Sectores construcción e inmobilidario en Uruguay. Montevideo: Uruguay XXI promoción de inversiones, exportaciones e imagen pais.
VARGAS, F. (2018). Método para planejamento e controle da produção baseado em zonas de trabalho e Bim.
Downloads
Publicado
Como Citar
Edição
Seção
Licença
Copyright (c) 2025 SIMPÓSIO BRASILEIRO DE GESTÃO E ECONOMIA DA CONSTRUÇÃO
Este trabalho está licenciado sob uma licença Creative Commons Attribution 4.0 International License.
