Controlling reproduction in organic sheep breeding: the influence of breeding factors on the effectiveness of the ram effect

The ram effect, which is a natural method for the control of reproduction in sheep, is an alternative to hormone treatments that are banned on organic farms. The ram effect induces a combination of ovulation and oestrus in ewes that is acyclic and conducive to artificial insemination. The proportion of acyclic females with induced ovulation and their subsequent fertility at the first oestrus is variable. The control of some breeding factors that have been studied here may help to reduce this variability. The proportion of ewes induced to ovulate by rams increased as the season advanced (54% in April vs. 84% at the end of May, p<0.05) and with a longer time period between drying-off and mating: from 29% to 84% (p<0.001) for 22 and 86 days elapsed, respectively. The fertility of these ewes at the first oestrus was also higher at the end of May than in April (86% vs. 39%, p<0.01) and increased with the amount of time elapsed since drying-off (55% and 81% for 22 and 86 days, respectively; p=0.09). The time that the first oestrus occurs is later for lean ewes because they have a higher proportion of short cycles (67%) than fat ewes (41%, p<0.05)

Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis

[EN] Social network analysis (SNA) has not been used to study design project teams in which the full interactions have become more complex (formal and informal) because the team members are from different companies and there is no colocation. This work proposes a method to understand the interactions in the design teams of construction projects using SNA metrics and the sociograms generated within temporary organizations. This study includes three stages: (1) a literature review of the dimensions of interactions within work teams and the application of SNA to the architecture, engineering, and construction (AEC) industry; (2) a proposal of an interaction network method for construction project design teams; and (3) an analysis of a pilot project. Interaction networks were defined in two categories: general interactions and commitment management. For each network, metric indicators were defined for the analysis. The pilot project showed high levels of consistency among team responses. The proposed method allows an analysis of the entire work team and of each individual team member. The method also makes it possible to analyze the work team from a global perspective by carrying out a joint analysis of two or more networks.The authors would like to acknowledge the help and support provided by GEPUC and GEPRO SpA., which provided access to data collection for this study. In addition, the authors acknowledge financial support from FONDECYT (1181648) and the Pontificia Universidad Catolica de Chile. Rodrigo Herrera acknowledges financial support for Ph.D. studies from VRI of PUC and CONICYT-PCHA/National Doctorate/2018-21180884.Herrera, RF.; Mourgues, C.; Alarcón, LF.; Pellicer, E. (2020). Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis. Journal of Construction Engineering and Management. 146(6):1-13. https://doi.org/10.1061/(ASCE)CO.1943-7862.0001841S1131466Alarcón D. M. I. M. Alarcón and L. F. Alarcón. 2013. “Social network analysis: A diagnostic tool for information flow in the AEC industry.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 947–956. Fortaleza Brazil: International Group for Lean Construction.Alarcón, L. F., Ashley, D. B., de Hanily, A. S., Molenaar, K. R., & Ungo, R. (2011). Risk Planning and Management for the Panama Canal Expansion Program. Journal of Construction Engineering and Management, 137(10), 762-771. doi:10.1061/(asce)co.1943-7862.0000317Al Hattab, M., & Hamzeh, F. (2015). Using social network theory and simulation to compare traditional versus BIM–lean practice for design error management. Automation in Construction, 52, 59-69. doi:10.1016/j.autcon.2015.02.014Austin, R. B., Pishdad-Bozorgi, P., & de la Garza, J. M. (2016). Identifying and Prioritizing Best Practices to Achieve Flash Track Projects. Journal of Construction Engineering and Management, 142(2), 04015077. doi:10.1061/(asce)co.1943-7862.0001061Baiden, B. K., Price, A. D. F., & Dainty, A. R. J. (2006). The extent of team integration within construction projects. International Journal of Project Management, 24(1), 13-23. doi:10.1016/j.ijproman.2005.05.001Cash, P., Dekoninck, E. A., & Ahmed-Kristensen, S. (2017). Supporting the development of shared understanding in distributed design teams. Journal of Engineering Design, 28(3), 147-170. doi:10.1080/09544828.2016.1274719Castillo, T., Alarcón, L. F., & Pellicer, E. (2018). Influence of Organizational Characteristics on Construction Project Performance Using Corporate Social Networks. Journal of Management in Engineering, 34(4), 04018013. doi:10.1061/(asce)me.1943-5479.0000612Castillo, T., Alarcón, L. F., & Salvatierra, J. L. (2018). Effects of Last Planner System Practices on Social Networks and the Performance of Construction Projects. Journal of Construction Engineering and Management, 144(3), 04017120. doi:10.1061/(asce)co.1943-7862.0001443Craft, R. C., & Leake, C. (2002). The Pareto principle in organizational decision making. Management Decision, 40(8), 729-733. doi:10.1108/00251740210437699Dainty, A. R. J., Briscoe, G. H., & Millett, S. J. (2001). Subcontractor perspectives on supply chain alliances. Construction Management and Economics, 19(8), 841-848. doi:10.1080/01446190110089727Dave B. S. Kubler K. Främling and L. Koskela. 2014. “Addressing information flow in lean production management and control in construction.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 581–592. Oslo Norway: International Group for Lean Construction.Flores J. J. C. Ruiz D. Alarcón L. F. Alarcón J. L. Salvatierra and I. Alarcón. 2014. “Improving connectivity and information flow in lean organizations—Towards an evidence-based methodology.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 2014 1109–1120. Oslo Norway: International Group for Lean Construction.Herrera R. F. C. Mourgues and L. F. Alarcón. 2018. “Assessment of lean practices performance and social networks in Chilean airport projects.” In Proc. 26th Annual Conf. of the Int. Group for Lean Construction 2018 603–613. Chennai India: International Group for Lean Construction.Hickethier G. I. D. Tommelein and B. Lostuvali. 2013. “Social network analysis of information flow in an IPD-project design organization.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 319–328. Fortaleza Brazil: International Group for Lean Construction.Hoppe, B., & Reinelt, C. (2010). Social network analysis and the evaluation of leadership networks. The Leadership Quarterly, 21(4), 600-619. doi:10.1016/j.leaqua.2010.06.004Karp, N. C., Hauer, K. E., & Sheu, L. (2019). Trusted to Learn: a Qualitative Study of Clerkship Students’ Perspectives on Trust in the Clinical Learning Environment. Journal of General Internal Medicine, 34(5), 662-668. doi:10.1007/s11606-019-04883-1Kereri, J. O., & Harper, C. M. (2019). Social Networks and Construction Teams: Literature Review. Journal of Construction Engineering and Management, 145(4), 03119001. doi:10.1061/(asce)co.1943-7862.0001628Kleinsmann, M., Deken, F., Dong, A., & Lauche, K. (2012). Development of design collaboration skills. Journal of Engineering Design, 23(7), 485-506. doi:10.1080/09544828.2011.619499Knotten, V., Lædre, O., & Hansen, G. K. (2017). Building design management – key success factors. Architectural Engineering and Design Management, 13(6), 479-493. doi:10.1080/17452007.2017.1345718Long D. and P. Arroyo. 2018. “Language moods and improving project performance.” In Proc. 26th Annual Conf. of the Int. Group for Lean Construction 2018 495–504. Chennai India: International Group for Lean Construction.Love, P. E. D., Irani, Z., Cheng, E., & LI, H. (2002). A model for supporting inter-organizational relations in the supply chain. 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A. (2000). Teamwork in multi-person systems: a review and analysis. Ergonomics, 43(8), 1052-1075. doi:10.1080/00140130050084879Phelps A. F. 2012. “Behavioral factors influencing lean information flow in complex projects.” In Proc. 20th Annual Conf. of the Int. Group for Lean Construction 2012. San Diego: International Group for Lean Construction.Priven V. and R. Sacks. 2013. “Social network development in Last Planner System implementations.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 474–485. Fortaleza Brazil: International Group for Lean Construction.Pryke, S. (2012). Social Network Analysis in Construction. doi:10.1002/9781118443132Rahmawati Y. C. Utomo N. Anwar N. P. Negoro and C. B. Nurcahyo. 2014. “A framework of knowledge management for successful group decision in design process.” In Proc. 2014 IEEE Conf. on Open Systems 60–65. Subang Malaysia: IEEE.Rojas, M. J., Herrera, R. F., Mourgues, C., Ponz-Tienda, J. L., Alarcón, L. F., & Pellicer, E. (2019). BIM Use Assessment (BUA) Tool for Characterizing the Application Levels of BIM Uses for the Planning and Design of Construction Projects. Advances in Civil Engineering, 2019, 1-9. doi:10.1155/2019/9094254Schöttle A. S. Haghsheno and F. Gehbauer. 2014. “Defining cooperation and collaboration in the context of lean construction.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 1269–1280. Oslo Norway: International Group for Lean Construction.Schröpfer, V. L. M., Tah, J., & Kurul, E. (2017). Mapping the knowledge flow in sustainable construction project teams using social network analysis. Engineering, Construction and Architectural Management, 24(2), 229-259. doi:10.1108/ecam-08-2015-0124Scott, J. (2017). Social Network Analysis. doi:10.4135/9781529716597Searle, J. R. (1969). Speech Acts. doi:10.1017/cbo9781139173438Segarra L. R. F. Herrera L. F. Alarcón and E. Pellicer. 2017. “Knowledge management and information flow through social networks analysis in Chilean architecture firms.” In Proc. 25th Annual Conf. of the Int. Group for Lean Construction 413–420. Heraklion Greece: International Group for Lean Construction.Sonnenwald, D. H. (1996). Communication roles that support collaboration during the design process. Design Studies, 17(3), 277-301. doi:10.1016/0142-694x(96)00002-6Svalestuen F. K. Frøystad F. Drevland S. Ahmad J. Lohne and O. Lædre. 2015. “Key elements to an effective building design team.” In Proc. Int. Conf. on Project Management 838–843. Sapporo Japan: Elsevier.Sydow, J., & Braun, T. (2018). Projects as temporary organizations: An agenda for further theorizing the interorganizational dimension. International Journal of Project Management, 36(1), 4-11. doi:10.1016/j.ijproman.2017.04.012Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. 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Comparing Team Interactions in Traditional and BIM-Lean Design Management

[EN] There is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of this paper is to present quantitative empirical evidence of the differences among the various types of interactions of a design team. Two case studies were analyzed, and their design management was assessed from a lean BIM perspective while their team interactions were assessed using social network analysis (SNA). To achieve the aim of this paper, four steps were performed: (1) case study selection; (2) description of the design management of the projects from the lean design management and BIM perspectives; (3) assessment of design team interaction; and (4) comparison using SNA. The results show that the project that applied BIM-lean management exhibited higher levels of interactions among its design team members than the traditional team; transparent, orderly, and standardized information flows; a collaborative, trusting, and learning environment; and commitment management. None of these interaction elements were visible in the project that did not apply BIM-lean management. It is suggested that an analysis be performed on a representative sample of projects in the future so that conclusive statistical inferences could be made.This research was funded by Fondecyt Regular, grant number 1210769 and ANID, grant number CONICYT-PCHA/National Doctorate/2018-21180884. The APC was paid by the Pontificia Universidad Católica de Valparaíso.Herrera, RF.; Mourgues, C.; Alarcón, LF.; Pellicer, E. (2021). Comparing Team Interactions in Traditional and BIM-Lean Design Management. Buildings. 11(10):1-25. https://doi.org/10.3390/buildings11100447S125111

An Assessment of Lean Design Management Practices in Construction Projects

[EN] Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice¿principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices.This research was funded by CONICYT grant number PCHA/National Doctorate/2018-21180884 for funding the graduate research of Herrera, and the financial support by FONDECYT (1181648).Herrera, RF.; Mourgues, C.; Alarcon, LF.; Pellicer, E. (2019). An Assessment of Lean Design Management Practices in Construction Projects. 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Lean thinking in the UK red meat industry: A systems and contingency approach. International Journal of Production Economics, 106(1), 70-81. doi:10.1016/j.ijpe.2006.04.003Perez, C., de Castro, R., Simons, D., & Gimenez, G. (2010). Development of lean supply chains: a case study of the Catalan pork sector. Supply Chain Management: An International Journal, 15(1), 55-68. doi:10.1108/13598541011018120Lamming, R. (1996). Squaring lean supply with supply chain management. International Journal of Operations & Production Management, 16(2), 183-196. doi:10.1108/01443579610109910Arkader, R. (2001). The perspective of suppliers on lean supply in a developing country context. Integrated Manufacturing Systems, 12(2), 87-93. doi:10.1108/09576060110384280Kestle, L., Potangaroa, R., & Storey, B. (2011). Integration of Lean Design and Design Management and its Influence on the Development of a Multidisciplinary Design Management Model for Remote Site Projects. Architectural Engineering and Design Management, 7(2), 139-153. doi:10.1080/17452007.2011.582336Mesa, H. A., Molenaar, K. R., & Alarcón, L. F. (2016). Exploring performance of the integrated project delivery process on complex building projects. International Journal of Project Management, 34(7), 1089-1101. doi:10.1016/j.ijproman.2016.05.007Gambatese, J. A., Pestana, C., & Lee, H. W. (2017). Alignment between Lean Principles and Practices and Worker Safety Behavior. Journal of Construction Engineering and Management, 143(1), 04016083. doi:10.1061/(asce)co.1943-7862.0001209Salgin, B., Arroyo, P., & Ballard, G. (2016). Explorando la relación entre los métodos de diseño lean y la reducción de residuos de construcción y demolición: tres estudios de caso de proyectos hospitalarios en California. Revista ingeniería de construcción, 31(3), 191-200. doi:10.4067/s0718-50732016000300005Sacks, R., Koskela, L., Dave, B. A., & Owen, R. (2010). Interaction of Lean and Building Information Modeling in Construction. Journal of Construction Engineering and Management, 136(9), 968-980. doi:10.1061/(asce)co.1943-7862.0000203Herrera, R. F., Sanz, M. A., Montalbán-Domingo, L., García-Segura, T., & Pellicer, E. (2019). Impact of Game-Based Learning on Understanding Lean Construction Principles. Sustainability, 11(19), 5294. doi:10.3390/su11195294Cohen, J. (1960). A Coefficient of Agreement for Nominal Scales. Educational and Psychological Measurement, 20(1), 37-46. doi:10.1177/001316446002000104Affinity Diagrams—Learn How to Cluster and Bundle Ideas and Factshttps://www.interaction-design.org/literature/article/affinity-diagrams-learn-how-to-cluster-and-bundle-ideas-and-factsCarnevalli, J. A., & Miguel, P. C. (2008). Review, analysis and classification of the literature on QFD—Types of research, difficulties and benefits. International Journal of Production Economics, 114(2), 737-754. doi:10.1016/j.ijpe.2008.03.006Mok, K. Y., Shen, G. Q., & Yang, J. (2015). Stakeholder management studies in mega construction projects: A review and future directions. International Journal of Project Management, 33(2), 446-457. doi:10.1016/j.ijproman.2014.08.007Molwus, J. J., Erdogan, B., & Ogunlana, S. (2017). Using structural equation modelling (SEM) to understand the relationships among critical success factors (CSFs) for stakeholder management in construction. Engineering, Construction and Architectural Management, 24(3), 426-450. doi:10.1108/ecam-10-2015-0161Ko, C.-H., & Chung, N.-F. (2014). Lean Design Process. Journal of Construction Engineering and Management, 140(6), 04014011. doi:10.1061/(asce)co.1943-7862.0000824Hansen, G. K., & Olsson, N. O. E. (2011). Layered Project–Layered Process: Lean Thinking and Flexible Solutions. Architectural Engineering and Design Management, 7(2), 70-84. doi:10.1080/17452007.2011.582331Freire, J., & Alarcón, L. F. (2002). Achieving Lean Design Process: Improvement Methodology. Journal of Construction Engineering and Management, 128(3), 248-256. doi:10.1061/(asce)0733-9364(2002)128:3(248)KOSKELA, L., HUOVILA, P., & LEINONEN, J. (2002). DESIGN MANAGEMENT IN BUILDING CONSTRUCTION: FROM THEORY TO PRACTICE. Journal of Construction Research, 03(01), 1-16. doi:10.1142/s1609945102000035Ballard, G., & Howell, G. (2003). Lean project management. Building Research & Information, 31(2), 119-133. doi:10.1080/09613210301997Jaganathan, S., Nesan, L. J., Ibrahim, R., & Mohammad, A. H. (2013). Integrated design approach for improving architectural forms in industrialized building systems. Frontiers of Architectural Research, 2(4), 377-386. doi:10.1016/j.foar.2013.07.003BALLARD, G. (2002). Managing work flow on design projects: a case study. Engineering, Construction and Architectural Management, 9(3), 284-291. doi:10.1108/eb021223Bryde, D., Unterhitzenberger, C., & Joby, R. (2018). Conditions of success for earned value analysis in projects. 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Analyzing the Association between Lean Design Management Practices and BIM Uses in the Design of Construction Projects

[EN] There is a beneficial effect when integrating Building Information Modeling (BIM) with lean practices to identify and reduce waste in the construction industry. According to experts, it is possible to improve the design process through waste reduction by implementing lean practices and BIM. An unexplored perspective on these synergies concerns the relationship between the specific uses of BIM and lean practices. Therefore, this study analyzed the relationships between Lean Design Management (LDM) practices and BIM uses in the planning and design phases of the infrastructure lifecycle. To achieve this objective, the research was organized into three stages: (1) the explanation of LDM practices and BIM uses; (2) the characterization of sample projects and data collection strategies; and (3) data exploration, including reliability analysis, descriptive statistics, association analysis, and a causal analysis of LDM practices and BIM uses. The analysis of the relationship between LDM practices and BIM uses generated empirical evidence of the implementation of BIM uses and lean management practices at the design phase. LDM practices from the categories planning and control and problem-solving and decision-making were more related to BIM uses than LDM practices from the category stakeholder management. Additionally, it was concluded that if a project applies a higher proportion of BIM uses, it will tend to apply a higher proportion of LDM practices; however, this relationship is not as clear in the other way around.The authors acknowledge the help and support provided by GEPUC, which provided access to data collection for this study. In addition, the authors acknowledge financial support from FONDECYT (1181648) and the Pontificia Universidad Católica de Chile. Rodrigo Herrera acknowledges financial support for Ph.D. studies from Vicerrectoría de Investigación (VRI) of Pontificia Universidad Católica de Chile (PUC) and CONICYT-PCHA/National Doctorate/2018 -21180884.Herrera, RF.; Mourgues, C.; Alarcón, LF.; Pellicer, E. (2021). Analyzing the Association between Lean Design Management Practices and BIM Uses in the Design of Construction Projects. Journal of Construction Engineering and Management. 147(4):1-11. https://doi.org/10.1061/(ASCE)CO.1943-7862.0002014S1111474Akoglu, H. (2018). User’s guide to correlation coefficients. Turkish Journal of Emergency Medicine, 18(3), 91-93. doi:10.1016/j.tjem.2018.08.001Al Hattab, M., & Hamzeh, F. (2015). Using social network theory and simulation to compare traditional versus BIM–lean practice for design error management. Automation in Construction, 52, 59-69. doi:10.1016/j.autcon.2015.02.014Arayici, Y., Coates, P., Koskela, L., Kagioglou, M., Usher, C., & O’Reilly, K. (2011). 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Finding Differences among Construction Companies Management Practices and Their Relation to Project Performance

[EN] The performance of construction companies is linked to the performance of their projects because their financial success and the satisfaction of their clients depends on it. However, most studies of construction companies' performance consider mainly the corporate aspects but not the performance they achieve in their projects as a result of their management practices. A key issue is determining the differences among management practices used by construction companies that provide them with a competitive advantage, which was the purpose of this study. To achieve this goal, nine construction companies were selected for participation in this collaborative benchmarking study, and the management practices that differentiate the investigated construction companies were determined. The results highlight the relevance of the management of information and communication and the importance of lean management practices as the tools for analysis and planning or to improve processes. Construction companies' managers should consider these differentiating elements as a path to achieve competitive advantage.Castillo, T.; Alarcón, LF.; Pellicer, E. (2018). Finding Differences among Construction Companies Management Practices and Their Relation to Project Performance. Journal of Management in Engineering. 34(3):1-13. doi:10.1061/(ASCE)ME.1943-5479.0000606S11334

Regular Incidence Complexes, Polytopes, and C-Groups

Regular incidence complexes are combinatorial incidence structures generalizing regular convex polytopes, regular complex polytopes, various types of incidence geometries, and many other highly symmetric objects. The special case of abstract regular polytopes has been well-studied. The paper describes the combinatorial structure of a regular incidence complex in terms of a system of distinguished generating subgroups of its automorphism group or a flag-transitive subgroup. Then the groups admitting a flag-transitive action on an incidence complex are characterized as generalized string C-groups. Further, extensions of regular incidence complexes are studied, and certain incidence complexes particularly close to abstract polytopes, called abstract polytope complexes, are investigated.Comment: 24 pages; to appear in "Discrete Geometry and Symmetry", M. Conder, A. Deza, and A. Ivic Weiss (eds), Springe