This research topic is entitled ‘Strategic Lean Thinking and Value Management for Gravel Roads’. The study captured 82 respondents as research sample to a case study of Output Performance - Based Contracts (OPRCs) for the Construction and Maintenance of Gravel Roads in Zambia. Purposive sampling was used as most research participants were drawn from second generation OPRCs that were active between 2009 and 2014. The study was aimed at devising new Construction and Maintenance Contract methods for gravel roads that are based on “Lean Thinking and Value Management” philosophies in Zambia. The established epistemological background to the study is that most of the Zambian road network is of gravel or earth standards and is therefore, imperative that they are well maintained to attain desired service levels to properly serve the intended beneficiaries (the road users). The Road Development Agency Annual Report of 2009 indicated that 33,000 Km of the total 40,671 Km core road network, is classified as gravel roads (unpaved) , which are at the moment mostly in a deteriorated state.
The study revealed that currently in Zambia, Gravel Road Construction projects are commonly being realised through the use of traditional Contracts such as admeasured; by the use of Bills of Quantities (BOQs), the Lump sum and Cost plus, etc. These are mainly short term form of Contracts which to some extent, lack some components of sustainable maintenance regimes, thereby rendering the Government and other Promoters efforts futile as gravel roads sooner or later deteriorate just after the first rain season upon their construction. This was theoretical perspective which served as driver to the “Research problem”. The study noted that current forms of Contracts did not inspire, aspire and spur the spirit of ownership as the local people were left out in the planning and design stages of gravel road projects.
Despite all the attempts made by Government, through the RDA and other implementing Agencies, the Road Construction Industry in general, has failed to get the best value for money through the use of these conventional types of Contracts. One of the reasons for this failure according to Womack and Jones (2003), ‘is that it is hard to define and realise value, this is partly because most Producers [Road Contractors] want to make what they are already making and partly because Customers only know some variant of what they are already getting’.
Table of Contents
CHAPTER ONE
INTRODUCTION
1.1 INTRODUCTION
1.2 THE STUDY BACKGROUND
1.3 STATMENT OF THE PROBLEM OF STUDY
1.4 PURPOSE OF THE STUDY
1.5 SCOPE AND LOCATION OF THE STUDY
1.6 RESEARCH OBJECTIVES
1.7 DESCRIPTION AND NATURE OF THE STUDY
1.8 RESEARCH QUESTIONS AND DOMAIN
1.8.1 Research Questions
1.8.2 Research respondents
1.8.3 Researcher’s Role in the Study
1.9 RESEARCH NULL HYPOTHESES
1.10 SIGNIFANCE OF THE STUDY
1.10.1 Contribution to body Knowledge
1.11 JUSTIFICATION AND RATIONALE
1.12 RESEARCH ASSUMPTIONS
1.13 RESEARCH LIMITATIONS
1.14 THE RESEARCH THESIS STRUCTURE
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
2.1.1 Lean Thinking and Value Management Philosophies
2.1.2 Quality Management
2.1.3 Road Quality from Customer perspective
2.2 THE LEAN PHILOSOPHY
2.2.1 History of Lean Philosophy
2.2.2 Mass Production Thinking Philosophy
2.2.3 TPS -The Toyota Way
2.2.4 Lean Thinking
2.2.5 Lean Synchronisation
2.2.6 Lean Production
2.2.7 Lean Construction
2.2.7.1 Lean Thinking in (Road) Construction
2.2.7.2 The Lean thinking principles
2.2.8 Lean Six Sigma
2.2.9 Complementary of Lean and Six Sigma
2.2.10 Lean Thinking and Talent Management
2.2.11 Lean and Theory of Constraints (TOC)
2.2.12 Lean enterprise and Network
2.3 THE VALUE PHILOSOPHY
2.3.1 Value Management and Total Asset Management (TAM)
2.3.2 Value Engineering
2.3.3 Value Management
2.3.4 Waste Reduction in Construction
2.3.5 Earned Value Management
2.3.6 TFV- Theory in Value Management
2.3.7 Strategic Management in Construction
2.3.8 Collaboration in Road Construction
2.3.9 Value Management and Human Resources
2.3.10 Change Management for Road Construction and Maintenance
2.3.11 Health and Safety for enhanced value gravel roads
2.4 OUTPUT PERFORMANCE ROAD CONTRACTS – The Lean and Value perspectives
2.5 OUTPUT PERFORMANCE ROAD CONTRACTS – The Evolution and Experiences
2.5.1 Performance Management
2.6 OUTPUT PERFORMANCE ROAD CONTRACTS – The ‘CREMA’ Contracts (Contracts for Rehabilitation and Maintenance- Latin America)
2.6.1 OUTPUT PERFORMANCE ROAD CONTRACTS – The Accrued Benefits
2.6.2 OUTPUT PERFORMANCE ROAD CONTRACTS – Performance Indicators
2.6.3 OUTPUT PERFORMANCE ROAD CONTRACTS – The mode of Payment
2.7 LEAN THINKING AND VALUE MANANAGEMENT THROUGH OUTPUT PERFORMANCE ROAD CONTRACTS –The Zambian Experience
2.7.1 OUTPUT PERFORMANCE ROAD CONTRACTS –The Way Forward
2.8 CONCLUSION
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
3.2 THE STUDY CONCEPTUAL AND THEORETICAL FRAMEWORK
3.2.1 The Study Philosophy
3.2.2 The Study Epistemology
3.3 RESEARCH DESIGN
3.3.1 Research process
3.3.2 Case study
3.3.3 Data collection
3.3.4 Data collection reliability and validity
3.4 RESEARCH POPULATION AND SAMPLING
3.4.1 Research Sample
3.4.2 Questionnaire design
3.4.3 Data Analysis Techniques
3.4.4 Likert Scale Analysis
3.4.5 The Funnel Model – OPRC case studies
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF RESULTS
4.1 INTRODUCTION
4.1.1 Likert Scale Questionnaire Rating
4.1.2 Questionnaire description
4.1.2.1 Section A: Respondent details/information
4.1.2.2 Section B: Lean Thinking/Construction Philosopy
4.1.3 Section A:-Total Number of responses
4.2 DESCRIPTIVE STATISTICS
4.2.1 Section B: LTT – Lean Thinking Philosophy
4.2.2 Section C: VMT– Value Management Philosophy
4.2.3 Section D: - OPRCs in Gravel Road
4.2.4 Section E: – Collaboration in Gravel Road Construction and Maintenance
4.3 ANALYSIS of Questionnaire Responses
4.3.1 Likert statement - B1: Lean Thinking (LT) Philosopy
4.3.2 Likert statement – B2: The term Lean Thinking (LT) Philosophy
4.3.3 Likert Question – B3: The extent of Lean Thinking Philosophies
4.3.4 Likert Statement– B4: Lean Construction Philosophy
4.3.5 Question – B5: Lean Thinking Philosophy
4.3.6 Likert Statement – B6: The Road Contractors
4.3.7 Section C: Value Management (VM) Philosophy
4.3.8 Question – C1: The extent Value Management (VM) phisophies?
4.3.9 Question – C2: Value Management Philosophy
4.3.10 Likert Statement – C3: Value Management Philosophy
4.3.11 Likert Statement – C4: The Scope/Design of works
4.3.12 Likert Statement – C5: Perceived Value of Gravel Roads
4.3.13 Likert Statement – C6 Value Management Philosophy
4.3.14 Section D: Output Performance Based Road Contracts (Gravel Roads)
4.3.14.1 Statement – D1: Gravel Roads are an important
4.3.14.2 Statement – D2: Quality of most Gravel Roads
4.3.14.3 Statement – D3: Gravel Roads are difficult to Sustain
4.3.14.4 Statement – D4: Gravel Roads Contracts suitability.
4.3.14.5 Statement – D5: Long term Road Contracts (OPRCS).
4.3.14.6 Statement – D6: OPRCS operate on the LT and V M philosophies
4.3.14.7 Statement – D7: Strategic LT and VM Philosophies
4.3.15 Section E: Collaboration for Gravel Roads
4.3.15.1 Statement – E1:Collaboration among Client, Consultant and Contractor
4.3.15.2 Statement – E2: Current Gravel Road Contracts
4.3.15.3 Statement – E3: Current Most Gravel Road Contracts
4.3.15.4 Statement – E4: The Function of Gravel Roads
4.3.15.5 Statement – E5: Lean Thinking and Value Management philosophies
4.3.15.6 Statement – E6: Collaboration is a LT and VM tool
4.4 DATA ANALYSIS for Unstructured Questions- Section F
4.4.1Discussion of the results
4.4.2 Validity and Reliability of Data and Information
4.4.2.1 Section F- General Comments and Perceptions on OPRCs
CHAPTER FIVE
DISCUSSION OF RESULTS OF THE OPRC CASE STUDIES
5.1 INTRODUCTION
5.1.1 Output and Performance Based Road Contracts (OPRCs) – The Strategy
5.2 RESULTS and Findings of the Case - Studies on OPRCs for Gravel roads Interviews
5.2.1 Case-Study 1: Observations on OPRCs and other Gravel Roads in Southern Province
5.2.1.1 Observations and Findings on the OPRCs and other Gravel Roads in Southern Province
5.2.2 Case-Study 2: Observations on OPRCs and other Gravel Roads in Lusaka Province
5.2.2.1 Observations and Findings on the OPRCs and other Gravel Roads in Lusaka Province
5.2.3 Case-Study 3: Observations on OPRCs and other Gravel Roads in Eastern Province
5.2.3.1 Observations and Findings on the OPRCs and other Gravel Roads in Eastern Province
5.2.4 Case-Study 4: Observations on Gravel Roads from Conventional Contracts point of view in Central and Southern Provinces
5.2.4.1 Observations and Findings obtained from the Spinal Road Contract
5.2.4.2 Observations and Findings obtained from the Monze-Niko/Kalomo-Kabanga Road Contract
5.2.4.3 Observations and Findings obtained from the KFW and GRZ funded roads Contracts
5.2.5 Case-Study 5: Observations from Consultants on OPRCs and Conventional Road Contracts
5.3 THE OPRC MODEL –Gravel Road Construction and Maintenance in Zambia
5.3.1 OPRCs and Conventional Road Contracts-Comparisons
5.3.2 OPRCs - Lean Thinking and Value Management Model
5.4 CONCLUSION-Findings and Presentation
CHAPTER SIX
CONCLUSIONS AND RECOMMENDATIONS
6.1 INTRODUCTION
6.2 Main conclusions
6.2.1 Findings and Inferences
6.2.2 Required interventions
6.3 Recommendations
6.4 Main Study Limitations
6.5 Further research
Research Goals and Themes
The research investigates the application of Lean Thinking and Value Management philosophies in the construction and maintenance of gravel roads in Zambia, specifically focusing on the performance of Output Performance Based Road Contracts (OPRCs). The central research question examines how these management philosophies can be utilized to improve road quality, deliver better value for money, and ensure long-term sustainability of the Zambian road network, which is predominantly unpaved and currently faces significant maintenance challenges.
- Integration of Lean Thinking principles (Eliminate waste, Specify Value, Value Stream, Flow, Pull, Perfection) into road infrastructure projects.
- Evaluation of Output Performance Based Road Contracts (OPRCs) as an alternative to traditional, input-based procurement methods.
- Analysis of stakeholders’ knowledge and perceptions regarding modern construction management philosophies in the Zambian road sector.
- Development of a strategic model for gravel road maintenance that aligns with performance-based contractual obligations and stakeholder requirements.
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1.1 INTRODUCTION
Zambia has a total road network of about 67, 671 Km and of these, 40,671 Km are classified as the Core Road Network (CRN) consisting of Trunk, Main and District roads (TMDs) (RDA, Annual Report, 2011: p.3, Raballand and Whitworth, 2011: p.1). The Road Development Agency Annual Report (2012: p.8), further states that 33,000 Km of the core road network is classified as gravel roads (and rural or feeder (earth) roads), which is at the moment in a deteriorated state. However, it is these feeder roads that offer connectivity to most agriculture productive areas in Zambia. Unfortunately, during the rainy season, most of these roads are inaccessible resulting in the cutting off communication between communities.
Gravel and earth roads pose great challenges when it comes to their maintenance under the conventional type of contracts currently being used in Zambia. The current contract arrangements only offer a one off road construction and maintenance interventions, thereby relegating gravel roads to poor quality conditions, hence rendering them vulnerable in the rainy season. Gravel roads by their nature; easily get deteriorated under wet conditions due to the related adversities. The Government of the Republic of Zambia has been investing heavily in these types of roads. Regrettably no significant economic returns have been realised as gravel roads continue to get washed out every rainy season, resulting in so many emergency roadworks.
Summary of Chapters
CHAPTER ONE: Provides an overview of the current state of Zambia's road network, identifies the problem of poor maintenance in gravel road projects, and outlines the purpose, scope, and objectives of the study.
CHAPTER TWO: Reviews literature on Lean Thinking, Value Management, and performance-based contracting, building a theoretical framework to address gravel road construction and maintenance challenges.
CHAPTER THREE: Details the research methodology, explaining the exploratory design, case study approach, sampling strategies, and data collection methods utilized to gather insights from road sector stakeholders.
CHAPTER FOUR: Presents the analysis of quantitative and qualitative data derived from questionnaires and interviews, focusing on stakeholder perceptions of Lean and Value management applications.
CHAPTER FIVE: Discusses the findings from specific OPRC case studies in Southern, Lusaka, and Eastern provinces, evaluating performance and project delivery outcomes compared to conventional contracts.
CHAPTER SIX: Draws conclusions based on the research findings and provides practical recommendations for stakeholders and policymakers to improve gravel road project delivery and sustainability in Zambia.
Keywords
Lean Thinking Philosophy, Value Management Philosophy, Gravel Roads, Output Performance Based Road Contracts (OPRC), Contracts for Rehabilitation and Maintenance (CREMA), Strategic Management, Construction Project Management, Total Asset Management, Quality Improvement, Waste Reduction, Stakeholder Collaboration, Sustainable Road Maintenance, Zambia.
Frequently Asked Questions
What is the primary focus of this research?
The research focuses on investigating how 'Lean Thinking' and 'Value Management' philosophies can be strategically applied to improve the quality, value, and long-term sustainability of gravel road construction and maintenance projects in Zambia.
Which central themes are explored in the study?
The key themes include the evaluation of Output Performance Based Road Contracts (OPRCs) versus traditional input-based contracts, the reduction of waste in road construction, the enhancement of stakeholder collaboration, and the alignment of project delivery with end-user needs.
What is the primary research goal?
The primary goal is to determine if current OPRCs in Zambia effectively incorporate Lean and Value management principles and to propose a model that enhances road project outcomes by shifting focus from simple construction to performance-based service delivery.
What methodology was used in the research?
The study utilized an exploratory research design with a mixed-methods approach. This included case studies of various road projects, document analysis, and structured surveys administered to 82 stakeholders, including engineers, contractors, consultants, and regulatory body staff.
What does the main body of the work cover?
The main body provides a comprehensive literature review on Lean and Value philosophies, analyzes empirical data from the questionnaire surveys, and offers a detailed discussion on the performance of 2nd generation OPRC projects in multiple Zambian provinces.
Which keywords characterize this work?
The work is characterized by terms such as Lean Thinking, Value Management, OPRCs, Gravel Road Maintenance, Construction Project Management, and Stakeholder Collaboration.
How does the study define the role of the Client in gravel road projects?
The study highlights that while the Client/Government acts as the primary promoter, there is a critical need for them to transition from a top-down, command-oriented approach to a collaborative model that involves stakeholders and end-users in the planning and design phases to better define 'Value'.
What is the significance of the "Funnel Model" mentioned in the research?
The Funnel Model is the conceptual framework used to narrow down the research focus—starting from a broad understanding of management theories (Lean/Value) and constructing a pathway toward the specific, practical application of these theories to the unique problems of gravel road management in Zambia.
- Arbeit zitieren
- Richard Kasongo (Autor:in), 2015, Strategic Lean Thinking and Value Management for Gravel Roads in Zambia, München, GRIN Verlag, https://www.grin.com/document/310467
