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 Statement 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 Significance of the Study
- 1.10.1 Contribution to Body of 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 Synchronization
- 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
- 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 Management 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 Philosophy
- 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
- 4.3.2 Likert Statement – B2
- 4.3.3 Likert Question – B3
- 4.3.4 Likert Statement– B4
- 4.3.5 Question – B5
- 4.3.6 Likert Statement – B6
- 4.3.7 Section C: Value Management (VM) Philosophy
- 4.3.8 Question – C1
- 4.3.9 Question – C2
- 4.3.10 Likert Statement – C3
- 4.3.11 Likert Statement – C4
- 4.3.12 Likert Statement – C5
- 4.3.13 Likert Statement – C6
- 4.3.14 Section D: Output Performance Based Road Contracts
- 4.3.14.1 Statement – D1
- 4.3.14.2 Statement – D2
- 4.3.14.3 Statement – D3
- 4.3.14.4 Statement – D4
- 4.3.14.5 Statement – D5
- 4.3.14.6 Statement – D6
- 4.3.14.7 Statement – D7
- 4.3.15 Section E: Collaboration for Gravel Roads
- 4.3.15.1 Statement – E1
- 4.3.15.2 Statement – E2
- 4.3.15.3 Statement – E3
- 4.3.15.4 Statement – E4
- 4.3.15.5 Statement – E5
- 4.3.15.6 Statement – E6
- 4.4 Data Analysis for Unstructured Questions- Section F
- 4.4.1 Discussion 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 from Conventional Contracts
- 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
- 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
Objectives and Key Themes
The main objective of this research is to investigate the application of Lean Thinking and Value Management philosophies in the construction and maintenance of gravel roads in Zambia, specifically within the context of Output Performance-Based Contracts (OPRCs). The study aims to identify knowledge gaps, assess the current implementation of OPRCs, and propose improvements to enhance efficiency and value.
- Knowledge and application of Lean Thinking and Value Management in Zambian road construction.
- Effectiveness of OPRCs in improving gravel road quality and sustainability.
- Stakeholder collaboration and communication in gravel road projects.
- Comparison of OPRCs with traditional contracting methods.
- Recommendations for improving OPRC implementation and maximizing value.
Chapter Summaries
Chapter One: Introduction: This chapter introduces the research topic, focusing on the deteriorated state of Zambia's extensive gravel road network. It highlights the limitations of traditional contracting methods and proposes the use of Output Performance-Based Contracts (OPRCs) incorporating Lean Thinking and Value Management philosophies as a potential solution. The chapter outlines the research problem, objectives, methodology, and scope, aiming to improve gravel road quality and service levels.
Chapter Two: Literature Review: This chapter provides a comprehensive review of Lean Thinking, Value Management, and their application in road construction, particularly focusing on OPRCs. It traces the evolution of Lean from the Toyota Production System, exploring its principles of waste reduction and value enhancement. The chapter also delves into Value Management methodologies, emphasizing stakeholder collaboration and the importance of defining value from the end-user perspective. Finally, it examines the experiences of various countries with OPRCs, highlighting both successes and challenges, setting the stage for the Zambian case study.
Chapter Three: Research Methodology: This chapter details the research design and methodology used in the study. It explains the choice of a mixed-methods approach, combining quantitative and qualitative data collection techniques. The chapter describes the case study approach focusing on OPRCs in selected Zambian districts, including the use of questionnaires, interviews, and direct observations. It discusses sampling methods, data analysis techniques, and measures to ensure the reliability and validity of the findings. The funnel model is introduced as the framework for problem solving and guiding the research.
Chapter Four: Data Presentation, Analysis, and Discussion of Results: This chapter presents the findings from the data collected through questionnaires and interviews. It employs descriptive statistics to analyze responses, focusing on measures of central tendency and dispersion. The chapter examines responses relating to Lean Thinking knowledge, Value Management understanding, OPRC effectiveness, stakeholder collaboration, and overall perceptions of gravel road quality and maintenance. The results are presented in tables and charts, and discussed in detail.
Chapter Five: Discussion of Results of the OPRC Case Studies: This chapter presents in-depth analyses of the case studies conducted on OPRCs in different Zambian districts. It compares the performance of OPRCs with traditional contracting methods, highlighting successes and shortcomings in various aspects such as road accessibility, travel speed, road surface quality, and sustainability. The chapter draws conclusions about the effectiveness of OPRCs and their alignment with Lean Thinking and Value Management principles, identifying areas for improvement.
Keywords
Lean Thinking Philosophy (LTP), Value Management Philosophy (VMP), Gravel Roads, OPRC, Contracts for Rehabilitation and Maintenance Contracts (CREMA), Strategic Management, Total Quality Management (TQM), Total Asset Management (TAM), Whole Life Asset Management (WOLAM), Transformation Value Management (TFV).
Frequently Asked Questions: Application of Lean Thinking and Value Management in Zambian Gravel Road Construction using Output Performance-Based Contracts
What is the main objective of this research?
The main objective is to investigate the application of Lean Thinking and Value Management philosophies in the construction and maintenance of gravel roads in Zambia, specifically using Output Performance-Based Contracts (OPRCs). The study aims to identify knowledge gaps, assess current OPRC implementation, and propose improvements for enhanced efficiency and value.
What are the key themes explored in this research?
Key themes include the knowledge and application of Lean Thinking and Value Management in Zambian road construction; the effectiveness of OPRCs in improving gravel road quality and sustainability; stakeholder collaboration and communication in gravel road projects; a comparison of OPRCs with traditional contracting methods; and recommendations for improving OPRC implementation and maximizing value.
What methodologies were used in this research?
The research employed a mixed-methods approach, combining quantitative and qualitative data collection. This included a case study approach focusing on OPRCs in selected Zambian districts, utilizing questionnaires, interviews, and direct observations. Data analysis involved descriptive statistics and analysis of unstructured interview data. The funnel model was used as a framework for problem solving.
What are the key chapters and their respective focuses?
Chapter One (Introduction): Introduces the research topic, problem statement, objectives, methodology, and scope. Chapter Two (Literature Review): Reviews Lean Thinking, Value Management, and their application in road construction, focusing on OPRCs. Chapter Three (Research Methodology): Details the research design and methods. Chapter Four (Data Presentation, Analysis, and Discussion): Presents and analyzes quantitative data from questionnaires. Chapter Five (Discussion of OPRC Case Studies): Presents in-depth analysis of case studies comparing OPRCs to traditional methods. Chapter Six (Conclusions and Recommendations): Presents conclusions, recommendations, limitations, and suggestions for further research.
What are the key findings regarding the effectiveness of OPRCs?
The research compared the performance of OPRCs with traditional contracting methods across several Zambian districts. Detailed findings on the effectiveness of OPRCs in improving road accessibility, travel speed, road surface quality, and sustainability are presented and analyzed in Chapter Five. A comparison of OPRCs with traditional contracts is also provided.
What are the key recommendations for improving OPRC implementation?
Chapter Six provides specific recommendations for improving OPRC implementation and maximizing value based on the research findings. These recommendations address areas such as stakeholder collaboration, contract design, performance indicators, and monitoring and evaluation.
What are the limitations of this study?
The study's limitations are discussed in Chapter Six, acknowledging potential biases and constraints related to data collection and the specific context of the Zambian gravel road network. These limitations inform the interpretation of the research findings.
What are the key keywords associated with this research?
Key keywords include Lean Thinking Philosophy (LTP), Value Management Philosophy (VMP), Gravel Roads, OPRC, Contracts for Rehabilitation and Maintenance Contracts (CREMA), Strategic Management, Total Quality Management (TQM), Total Asset Management (TAM), Whole Life Asset Management (WOLAM), and Transformation Value Management (TFV).
- Quote paper
- Richard Kasongo (Author), 2015, Strategic Lean Thinking and Value Management for Gravel Roads in Zambia, Munich, GRIN Verlag, https://www.grin.com/document/310467
