| dc.description.abstract | Given the importance of civil construction for the country, given its social and economic contributions, the sector seeks the resolution of its main problems that are based on large wastes of raw material and time, resulting in extrapolated deadlines, in addition to the low quality of the projects delivered. In parallel to this, the retail sector has been growing, and it is important to build new points of sale in a short period of time, so that the establishment becomes profitable within the scenario desired by the customer in the shortest time possible. Thus, the construction work starts to have different characteristics, involving more companies and demanding more quality and speed from them. In this context, the Fast Track philosophy, with roots in Simultaneous Engineering, emerges as an alternative to build at an accelerated pace, where execution begins before the completion of the details of all projects, and the work provides relevant information for the project elaborations in sequence. As for the quality of these services, the Lean Construction philosophy, one of the branches of the Toyota Production System, stands out through solid principles and consistent planning and control tools, optimizing the processes in the construction site as a whole. This paper aims to analyze the process of implementing Fast Track and Lean Construction in a supermarket construction site, showing the main difficulties encountered by the construction company and suggesting plausible improvements to obtain more effective results, since the implementation of both methodologies proved to be quite inefficient, either by the reality imposed by its construction site, either by the lack of dissemination of its principles. | |
