Interactions between transformations: Flow and value at the design front-end for primary healthcare facilities

Patricia Tzortzopoulos, Paul Chan, Mike Kagioglou, Rachel Cooper, Erica Dyson

Research output: Chapter in Book/Report/Conference proceedingConference contribution

5 Citations (Scopus)

Abstract

Design has been conceived from an operations management perspective as a process of converting inputs into outputs, as a flow of information, and as a process of generating value to customers. The integration, alignment and balance of the management needs arising from these three views has been hypothesised as essential to successful design outcomes, and it is an area in need for further research (Ballard and Koskela 1998). Such integration is challenging at the design front end, where uncertainty and poor information availability are common place. The aim of this paper is to examine the design front-end in four primary healthcare projects based on lean principles. A research hypothesis focused on better understanding the interactions between the conversion, flow and value generation aspects of the process has been developed and tested. Data has been collected through 22 semi structured interviews with diverse stakeholders involved with the projects. The 'as-is' design front end was mapped out and examined accordingly to good practices described in the literature. The paper identifies the influences of the procurement method used over lean design management, and the influences of design management and role definition over requirements capture and value generation. Finally, causal relationships between issues related to the transformation, flow and value views are discussed.

LanguageEnglish
Title of host publication13th International Group for Lean Construction Conference
Subtitle of host publicationProceedings
EditorsRussell Kenley
Pages307-316
Number of pages10
Publication statusPublished - 1 Dec 2005
Externally publishedYes
Event13th International Group for Lean Construction Conference - Sydney, Australia
Duration: 19 Jul 200521 Jul 2005
Conference number: 13

Conference

Conference13th International Group for Lean Construction Conference
Abbreviated titleIGLC 13
CountryAustralia
CitySydney
Period19/07/0521/07/05

Fingerprint

Availability
Uncertainty

Cite this

Tzortzopoulos, P., Chan, P., Kagioglou, M., Cooper, R., & Dyson, E. (2005). Interactions between transformations: Flow and value at the design front-end for primary healthcare facilities. In R. Kenley (Ed.), 13th International Group for Lean Construction Conference: Proceedings (pp. 307-316)
Tzortzopoulos, Patricia ; Chan, Paul ; Kagioglou, Mike ; Cooper, Rachel ; Dyson, Erica. / Interactions between transformations : Flow and value at the design front-end for primary healthcare facilities. 13th International Group for Lean Construction Conference: Proceedings. editor / Russell Kenley. 2005. pp. 307-316
@inproceedings{1f8e631148364d85806f15b769518002,
title = "Interactions between transformations: Flow and value at the design front-end for primary healthcare facilities",
abstract = "Design has been conceived from an operations management perspective as a process of converting inputs into outputs, as a flow of information, and as a process of generating value to customers. The integration, alignment and balance of the management needs arising from these three views has been hypothesised as essential to successful design outcomes, and it is an area in need for further research (Ballard and Koskela 1998). Such integration is challenging at the design front end, where uncertainty and poor information availability are common place. The aim of this paper is to examine the design front-end in four primary healthcare projects based on lean principles. A research hypothesis focused on better understanding the interactions between the conversion, flow and value generation aspects of the process has been developed and tested. Data has been collected through 22 semi structured interviews with diverse stakeholders involved with the projects. The 'as-is' design front end was mapped out and examined accordingly to good practices described in the literature. The paper identifies the influences of the procurement method used over lean design management, and the influences of design management and role definition over requirements capture and value generation. Finally, causal relationships between issues related to the transformation, flow and value views are discussed.",
keywords = "Design Management, Requirements capture, Value generation",
author = "Patricia Tzortzopoulos and Paul Chan and Mike Kagioglou and Rachel Cooper and Erica Dyson",
year = "2005",
month = "12",
day = "1",
language = "English",
isbn = "1877040347",
pages = "307--316",
editor = "Russell Kenley",
booktitle = "13th International Group for Lean Construction Conference",

}

Tzortzopoulos, P, Chan, P, Kagioglou, M, Cooper, R & Dyson, E 2005, Interactions between transformations: Flow and value at the design front-end for primary healthcare facilities. in R Kenley (ed.), 13th International Group for Lean Construction Conference: Proceedings. pp. 307-316, 13th International Group for Lean Construction Conference, Sydney, Australia, 19/07/05.

Interactions between transformations : Flow and value at the design front-end for primary healthcare facilities. / Tzortzopoulos, Patricia; Chan, Paul; Kagioglou, Mike; Cooper, Rachel; Dyson, Erica.

13th International Group for Lean Construction Conference: Proceedings. ed. / Russell Kenley. 2005. p. 307-316.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

TY - GEN

T1 - Interactions between transformations

T2 - Flow and value at the design front-end for primary healthcare facilities

AU - Tzortzopoulos, Patricia

AU - Chan, Paul

AU - Kagioglou, Mike

AU - Cooper, Rachel

AU - Dyson, Erica

PY - 2005/12/1

Y1 - 2005/12/1

N2 - Design has been conceived from an operations management perspective as a process of converting inputs into outputs, as a flow of information, and as a process of generating value to customers. The integration, alignment and balance of the management needs arising from these three views has been hypothesised as essential to successful design outcomes, and it is an area in need for further research (Ballard and Koskela 1998). Such integration is challenging at the design front end, where uncertainty and poor information availability are common place. The aim of this paper is to examine the design front-end in four primary healthcare projects based on lean principles. A research hypothesis focused on better understanding the interactions between the conversion, flow and value generation aspects of the process has been developed and tested. Data has been collected through 22 semi structured interviews with diverse stakeholders involved with the projects. The 'as-is' design front end was mapped out and examined accordingly to good practices described in the literature. The paper identifies the influences of the procurement method used over lean design management, and the influences of design management and role definition over requirements capture and value generation. Finally, causal relationships between issues related to the transformation, flow and value views are discussed.

AB - Design has been conceived from an operations management perspective as a process of converting inputs into outputs, as a flow of information, and as a process of generating value to customers. The integration, alignment and balance of the management needs arising from these three views has been hypothesised as essential to successful design outcomes, and it is an area in need for further research (Ballard and Koskela 1998). Such integration is challenging at the design front end, where uncertainty and poor information availability are common place. The aim of this paper is to examine the design front-end in four primary healthcare projects based on lean principles. A research hypothesis focused on better understanding the interactions between the conversion, flow and value generation aspects of the process has been developed and tested. Data has been collected through 22 semi structured interviews with diverse stakeholders involved with the projects. The 'as-is' design front end was mapped out and examined accordingly to good practices described in the literature. The paper identifies the influences of the procurement method used over lean design management, and the influences of design management and role definition over requirements capture and value generation. Finally, causal relationships between issues related to the transformation, flow and value views are discussed.

KW - Design Management

KW - Requirements capture

KW - Value generation

UR - http://www.scopus.com/inward/record.url?scp=84866103825&partnerID=8YFLogxK

UR - https://search.informit.com.au/browsePublication;isbn=1877040347;res=IELENG

M3 - Conference contribution

SN - 1877040347

SN - 9781877040344

SP - 307

EP - 316

BT - 13th International Group for Lean Construction Conference

A2 - Kenley, Russell

ER -

Tzortzopoulos P, Chan P, Kagioglou M, Cooper R, Dyson E. Interactions between transformations: Flow and value at the design front-end for primary healthcare facilities. In Kenley R, editor, 13th International Group for Lean Construction Conference: Proceedings. 2005. p. 307-316