Digital lean construction progress and cost overall planning dynamic early warning method and device

Abstract

The application provides a digital lean construction progress and cost overall planning dynamic early warning method and device, and relates to the technical field of data processing. The method comprises the following steps: obtaining three-level plans and lean process data of a construction project; determining initial progress and cost buffer quantities of total control plans and initial progress and cost buffer quantities of forward-looking plans; calculating progress deviation and cost deviation of period plans according to the lean process data; calculating progress prediction deviation, cost prediction deviation, progress buffer quantity and cost buffer quantity of the total control (or forward-looking) plans according to the lean process data corresponding to the completed period plans in the total control (or forward-looking) plans, and then calculating the progress buffer quantity and the cost buffer quantity of the current execution period plan; when the current execution period plan is completed, comparing each level deviation with the corresponding buffer quantity to determine the early warning result and output. Through the application, the overall dynamic early warning of construction progress and cost can be realized.

Description

Technical Field

[0001] This invention relates to the field of data processing technology, and in particular to a method and apparatus for dynamic early warning of digital lean construction progress and cost coordination. Background Technology

[0002] The three core elements of construction project management are schedule, cost, and quality, which are interconnected and synergistic. Among these, the relatively disconnect between schedule and cost management is particularly prominent, easily leading to imbalances. Specifically, schedule delays can result in cost overruns, while excessively compressing the schedule can increase quality costs. Conversely, inadequate cost control can also cause schedule delays. When these problems arise, project managers often only discover and address them after the fact, and decision-making based on experience is common, lacking comprehensive data analysis and making it difficult to coordinate schedule and cost in decision-making.

[0003] Lean construction is a management model developed by drawing on manufacturing experience. It emphasizes eliminating waste, continuous improvement, and maximizing customer value, and has developed a series of methods and tools. Lean construction plays a positive role in reducing costs, shortening project timelines, and minimizing rework. Focusing on the construction phase of building projects, lean construction uses lean processes as the smallest management unit, and its core tool for schedule management is the Last Planner System (LPS). LPS comprises four levels of planning: master plan, phase plan, forward plan, and weekly plan. Through the participation of frontline implementers in plan development, constraint elimination, and commitment fulfillment, and with real-time feedback on a daily or weekly basis, it can identify and resolve problems early, significantly improving the executability of the plan and the reliability of the project.

[0004] However, in traditional lean construction, the problem of disconnect between schedule and cost information persists. Project managers struggle to understand deviations in schedule and cost in a timely manner, lacking analytical and judgmental basis and relying more on experience-based decision-making and reactive responses. Therefore, how to establish a method for predicting and coordinating early warning of deviations in lean construction schedule and cost, focusing on lean processes, and improving the real-time nature of feedback, has become a pressing technical problem to be solved in this field. Summary of the Invention

[0005] The purpose of this invention is to provide a digital lean construction progress and cost coordination dynamic early warning method and device to solve the above-mentioned technical problems in the prior art.

[0006] On the one hand, in order to achieve the above objectives, the present invention provides a dynamic early warning method for the overall planning of digital lean construction progress and cost.

[0007] The digital lean construction progress and cost coordination dynamic early warning method includes: acquiring the overall control plan, forward-looking plan, and cycle plan of the construction project, wherein the cycle plan corresponds to a construction cycle, the construction cycle contains several lean processes, the forward-looking plan includes multiple construction cycles, and the overall control plan includes all construction cycles of the construction project; acquiring lean process data of the construction project, wherein the lean process data includes the work object, planned workload, planned start and end time, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload of the lean process; determining the initial progress buffer and initial cost buffer of the overall control plan, and calculating the initial progress buffer of the forward-looking plan based on the initial progress buffer of the overall control plan, and calculating the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan; calculating the progress deviation and cost deviation of the cycle plan based on the lean process data; calculating the progress prediction deviation and cost prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan, and calculating the initial progress and cost prediction deviation of the target plan based on the initial progress and cost buffer of the target plan. The progress buffer amount of the target plan is calculated based on the initial cost buffer amount of the target plan and the cumulative amount of the progress deviation of the completed periodic plan. The target plan is either the overall control plan or the forward-looking plan. The progress buffer amount of the first periodic plan is calculated based on the progress buffer amount of the forward-looking plan. The cost buffer amount of the first periodic plan is calculated based on the cost buffer amount of the forward-looking plan. The first periodic plan is the periodic plan currently being executed in the forward-looking plan. When the first periodic plan is completed, the progress deviation of the first periodic plan, the progress prediction deviation of the forward-looking plan, and the progress prediction deviation of the overall control plan are compared with the corresponding progress buffer amounts to determine the progress warning result. The cost deviation of the first periodic plan, the cost prediction deviation of the forward-looking plan, and the cost prediction deviation of the overall control plan are compared with the corresponding cost buffer amounts to determine the cost warning result. The overall warning result of the construction project is generated and output based on the progress warning result and the cost warning result.

[0008] On the other hand, in order to achieve the above objectives, the present invention provides a digital lean construction progress and cost coordination dynamic early warning device.

[0009] The digital lean construction progress and cost coordination dynamic early warning device includes: a first acquisition module, used to acquire the overall control plan, forward-looking plan, and cycle plan of the construction project, wherein the cycle plan corresponds to a construction cycle, the construction cycle contains several lean processes, the forward-looking plan includes multiple construction cycles, and the overall control plan includes all construction cycles of the construction project; a second acquisition module, used to acquire lean process data of the construction project, wherein the lean process data includes the work object, planned workload, planned start and end time, unit workload budget cost, actual completed workload, and actual completed work volume of the lean process. The first determining module is used to determine the initial schedule buffer and initial cost buffer of the overall control plan, and calculate the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan, and calculate the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan; the second calculating module is used to calculate the schedule deviation and cost deviation of the cycle plan based on the lean process data; the third calculating module is used to calculate the schedule prediction deviation and cost prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plan in the target plan. The target plan is calculated by using the initial progress buffer of the target plan and the cumulative progress deviation of the completed periodic plans. The target plan is also calculated by using the initial cost buffer of the target plan and the cumulative cost deviation of the completed periodic plans. The target plan is either the overall control plan or the forward-looking plan. A third calculation module is used to calculate the progress buffer of the first periodic plan based on the progress buffer of the forward-looking plan, and to calculate the cost buffer of the first periodic plan based on the cost buffer of the forward-looking plan. The first periodic plan is the currently executing periodic plan within the forward-looking plan. A second determination module is used to, upon completion of the first periodic plan, compare the progress deviation of the first periodic plan, the progress prediction deviation of the forward-looking plan, and the progress prediction deviation of the overall control plan with their respective progress buffers to determine a progress warning result. It also compares the cost deviation of the first periodic plan, the cost prediction deviation of the forward-looking plan, and the cost prediction deviation of the overall control plan with their respective cost buffers to determine a cost warning result. A generation module is used to generate and output an overall warning result for the construction project based on the progress warning result and the cost warning result.

[0010] On the other hand, to achieve the above objectives, the present invention also provides a computer device, including a memory, a processor, and a computer program stored in the memory and executable on the processor, wherein the processor executes the computer program to implement the steps of the above method.

[0011] On the other hand, to achieve the above objectives, the present invention also provides a computer-readable storage medium having a computer program stored thereon, which, when executed by a processor, implements the steps of the above method.

[0012] The present invention provides a digital lean construction progress and cost coordination dynamic early warning method and device. First, it acquires the overall control plan, forward-looking plan, and cycle plan for the construction project, as well as the work objects, planned workload, planned start and end times, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload corresponding to each lean process. Then, it determines the initial progress buffer and initial cost buffer corresponding to the overall control plan and forward-looking plan, and calculates the progress deviation and cost deviation of the cycle plan based on the lean process data. On this basis, it calculates the progress prediction deviation and cost prediction deviation of the overall control plan or forward-looking plan based on the lean process data corresponding to the completed cycle plan, and updates the progress buffer and cost buffer of the target plan. Subsequently, it determines the progress buffer and cost buffer of the currently executing cycle plan based on the buffer of the forward-looking plan. Finally, when the currently executing cycle plan is completed, it compares the cycle plan deviation and the prediction deviations of the forward-looking plan and overall control plan with the corresponding buffers to obtain progress early warning results and cost early warning results, and generates and outputs the overall early warning result for the construction project. This invention, based on the correlation between lean process data and overall control plan, forward-looking plan, and cycle plan, obtains the schedule deviation and cost deviation of the current cycle plan, and further calculates the prediction deviation of higher-level plans. Combined with the corresponding buffer capacity, a hierarchical comparison is performed to achieve dynamic identification and overall early warning of construction project schedule and cost risks. This makes the early warning results of construction projects no longer rely solely on ex-post statistics or experience judgment, but rather form quantitative results based on execution data, prediction deviations, and buffer capacity during the construction process. This is conducive to discovering schedule and cost execution deviations earlier and improving the real-time performance of construction project schedule and cost management. Attached Figure Description

[0013] Various other advantages and benefits will become apparent to those skilled in the art upon reading the following detailed description of preferred embodiments. The accompanying drawings are for illustrative purposes only and are not intended to limit the invention. Furthermore, the same reference numerals denote the same parts throughout the drawings. In the drawings: Figure 1 A flowchart of the digital lean construction progress and cost coordination dynamic early warning method provided in Embodiment 1 of the present invention; Figure 2 This is a schematic diagram of the progress monitoring and deviation prediction indicators provided in an embodiment of the present invention; Figure 3 This is a schematic diagram of cost monitoring and deviation prediction indicators provided in an embodiment of the present invention; Figure 4This is a schematic diagram of the allocation of buffer amounts at each level of the plan provided in an embodiment of the present invention; Figure 5 A schematic diagram illustrating the buffer accumulation and consumption process provided in an embodiment of the present invention. Figure 6 A schematic diagram of the progress and cost coordination early warning level discrimination matrix provided in this embodiment of the invention; Figure 7 This is a block diagram of the digital lean construction progress and cost coordination dynamic early warning device provided in Embodiment 2 of the present invention; Figure 8 This is a hardware structure diagram of a computer device provided in Embodiment 3 of the present invention. Detailed Implementation

[0014] To make the objectives, technical solutions, and advantages of this invention clearer, the invention will be further described in detail below with reference to the accompanying drawings and embodiments. It should be understood that the specific embodiments described herein are merely illustrative and not intended to limit the invention. All other embodiments obtained by those skilled in the art based on the embodiments of this invention without inventive effort are within the scope of protection of this invention.

[0015] Example 1 This invention provides a digital lean construction progress and cost coordination dynamic early warning method. This method enables dynamic monitoring, deviation prediction, and coordinated early warning of the progress and cost execution corresponding to the overall control plan, forward-looking plan, and cycle plan, focusing on lean processes within a construction project. Specifically, Figure 1 The flowchart of the digital lean construction progress and cost coordination dynamic early warning method provided in Embodiment 1 of the present invention is as follows: Figure 1 As shown, the digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment includes the following steps S101 to S108.

[0016] Step S101: Obtain the overall control plan, forward planning and cycle plan for the construction project.

[0017] Among them, the cycle plan corresponds to a construction cycle, which contains several lean processes; the forward-looking plan includes multiple construction cycles; and the overall control plan includes all construction cycles of the construction project.

[0018] In this embodiment, the overall control plan, forward-looking plan, and cycle plan are derived from the last-stage planning system. The overall control plan characterizes the overall goal arrangement of the construction project over a longer time scale, and may include the overall work tasks and overall time distribution corresponding to the entire performance period of the construction project. The forward-looking plan characterizes the rolling plan for several future construction cycles, and is a refinement of the overall control plan over a shorter time scale. The cycle plan characterizes the specific work task arrangement within a single construction cycle. In some implementations, the construction cycle can be a week, or other fixed cycles divided according to project management needs. Lean processes are the smallest management and monitoring units in the construction project. They can be divided according to the principles of "executable, measurable, and deliverable," and are used to carry specific construction tasks, resource consumption, and execution results.

[0019] Optionally, the overall control plan, forward-looking plan, and cycle plan can be retrieved from the project planning management system by the digital lean construction management platform, or they can be pre-entered into the early warning platform by project managers. The overall control plan includes all construction cycles of the construction project, the forward-looking plan includes multiple future construction cycles, and each cycle plan includes multiple lean processes. Based on the above hierarchical relationship, subsequent schedule deviations, cost deviations, forecast deviations, and buffer amounts are corresponded and transferred between different planning levels.

[0020] Step S102: Obtain lean process data for the construction project.

[0021] The lean process data includes the work object, planned workload, planned start and end time, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload for the lean process.

[0022] In this embodiment, lean process data is used to characterize the status information of lean processes during the planning and execution phases, serving as a crucial data foundation for subsequent calculations of schedule deviations, cost deviations, schedule prediction deviations, cost prediction deviations, and buffer amounts. Specifically, the work object represents the construction location, component, resource procurement object, or technical service object corresponding to the lean process; the planned workload represents the amount of work, labor, or equivalent workload that the lean process should complete within the planned period; the planned start and end times characterize the start and end times of the lean process at the planning level; the budgeted cost per unit workload characterizes the budgeted cost corresponding to a unit workload; the actual completed workload characterizes the actual workload completed during the execution of the lean process; the actual completion time characterizes the actual completion point of the work corresponding to the lean process; and the actual cost per unit workload characterizes the actual cost incurred during the actual execution of the unit workload.

[0023] Optionally, lean process data can be automatically collected by the schedule management system, material management system, cost management system, and task management system. For example, the schedule management system provides planned workload, planned start and end times, and actual completed workload; the cost management system provides budgeted cost per unit of work and actual cost per unit of work; the task management system provides process status, execution time, and responsible party; and the material management system provides data related to resource input. Furthermore, after automatic data collection, the collected results are supplemented and verified according to preset verification rules to improve data completeness and accuracy.

[0024] Step S103: Determine the initial schedule buffer and initial cost buffer of the overall control plan, and calculate the initial schedule buffer of the forward plan based on the initial schedule buffer of the overall control plan, and calculate the initial cost buffer of the forward plan based on the initial cost buffer of the overall control plan.

[0025] In this embodiment, the schedule buffer and cost buffer are used to characterize the ability of the corresponding planning level to absorb schedule and cost deviations. The initial schedule buffer of the master plan is determined based on the planned workload corresponding to the master plan, and the initial cost buffer of the master plan is determined based on the budgeted cost of the planned workload corresponding to the master plan. Optionally, the initial schedule buffer and initial cost buffer of the forward-looking plan are allocated based on the initial buffer of the master plan, according to the proportion of the planned workload corresponding to the forward-looking plan in the master plan.

[0026] Optionally, in one implementation, the initial schedule buffer and initial cost buffer of the overall control plan are calculated based on a preset schedule buffer ratio and a preset cost buffer ratio. Further optionally, the preset schedule buffer ratio and preset cost buffer ratio can be the same, for example, both set to 25%. In another implementation, the buffer ratio can also be adjusted based on project type, construction risk level, resource supply stability, or historical deviation data. The initial buffer allocation for the forward-looking plan can serve as the basis for subsequent updates to the current buffer and the reallocation of buffers in the periodic plan.

[0027] Step S104: Calculate the schedule deviation and cost deviation of the cycle plan based on the lean process data.

[0028] In this embodiment, the schedule deviation of the periodic plan is used to characterize the degree of deviation of the periodic plan from the planned workload in actual execution; the cost deviation of the periodic plan is used to characterize the degree of deviation of the periodic plan from the budgeted cost in actual execution. Specifically, the actual completed workload of each lean process included in the periodic plan is first calculated to obtain the actual completed workload of the periodic plan. Then, the planned workload of each lean process included in the periodic plan is calculated to obtain the planned workload of the periodic plan. Finally, the difference between the actual completed workload and the planned workload is used as the schedule deviation of the periodic plan.

[0029] Regarding cost deviation, the planned workload budget cost, completed workload budget cost, and completed workload actual cost are first calculated for each lean process. Then, the costs for each lean process belonging to the same cycle plan are summarized to obtain the planned workload budget cost, completed workload budget cost, and completed workload actual cost corresponding to the cycle plan. The difference between the completed workload budget cost and the completed workload actual cost is taken as the cost deviation of the cycle plan. Through the above processing, the data at the lean process level can be elevated to the cycle plan level, providing input for subsequent forward planning and overall control planning forecasting and analysis.

[0030] Optionally, when the same cycle plan includes different types of lean processes, the workload of different types of lean processes can be uniformly converted using the weighted unit method or the equivalent unit method to form comparable and summable cycle plan workloads. For example, different types of lean processes can be uniformly processed according to man-days, standard working hours, or predefined conversion factors.

[0031] Step S105: Calculate the schedule forecast deviation and cost forecast deviation of the target plan based on the lean process data corresponding to the completed cycle plan in the target plan. Calculate the schedule buffer amount of the target plan based on the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviation of the completed cycle plan. Calculate the cost buffer amount of the target plan based on the initial cost buffer amount of the target plan and the cumulative amount of cost deviation of the completed cycle plan. The target plan is either a master control plan or a forward-looking plan.

[0032] In this step, for ease of description, the overall control plan and the forward-looking plan are defined as target plans, respectively. Schedule forecasting deviation is used to characterize the potential deviation from the target plan's schedule based on the current execution status of the completed cycle plan; cost forecasting deviation is used to characterize the potential deviation from the target plan's cost based on the current execution status of the completed cycle plan.

[0033] To determine the schedule forecast deviation, we can first determine the average percentage of planned completion based on the actual completed workload and the planned workload of the completed cycle plan in the target plan. Then, we can calculate the predicted workload of the target plan based on the planned workload and the average percentage of planned completion. Finally, we can obtain the schedule forecast deviation of the target plan based on the difference between the predicted workload and the planned workload.

[0034] To address cost forecast deviations, the average cost performance index (CPI) can be determined first based on the budgeted cost and actual cost of completed work in the completed cycle plan within the target plan. Then, the projected completion cost of the target plan can be calculated based on the budgeted cost of the planned work and the CPI. Finally, the cost forecast deviation of the target plan is determined by the difference between the projected completion cost and the budgeted cost of the planned work. By conducting these forecasts at the forward planning and overall control planning levels, the execution trends of higher-level plans can be identified in advance, before the current cycle plan has a substantial impact on the overall project.

[0035] Simultaneously, in this step, the current buffer amount of the target plan is updated based on the accumulated deviations of the completed periodic plans. Specifically, the schedule deviations of all completed periodic plans in the target plan are accumulated to obtain the accumulated schedule deviation, and the initial schedule buffer amount of the target plan is added to the accumulated schedule deviation to obtain the schedule buffer amount of the target plan; the cost deviations of all completed periodic plans in the target plan are accumulated to obtain the accumulated cost deviation, and the initial cost buffer amount of the target plan is added to the accumulated cost deviation to obtain the cost buffer amount of the target plan, so that the buffer amount at the target plan level changes dynamically with the execution results of the completed periodic plans.

[0036] Step S106: Calculate the schedule buffer of the first cycle plan based on the schedule buffer of the forward-looking plan, and calculate the cost buffer of the first cycle plan based on the cost buffer of the forward-looking plan.

[0037] The first cycle plan is the cycle plan currently being implemented within the forward-looking plan.

[0038] In this embodiment, the first cycle plan is the cycle plan currently being executed that requires early warning judgment. Since the buffer amount of the forward-looking plan changes as deviations from completed cycle plans accumulate, the buffer amount of the first cycle plan is redistributed based on the current buffer amount of the forward-looking plan before or during the execution of the currently executing first cycle plan. Specifically, the sum of the planned workloads of all uncompleted cycle plans in the forward-looking plan is first calculated to obtain the uncompleted planned workload of the forward-looking plan. Then, the ratio of the progress buffer amount of the forward-looking plan to the uncompleted planned workload is calculated to obtain the progress buffer allocation coefficient. Finally, the planned workload of the first cycle plan is multiplied by the progress buffer allocation coefficient to obtain the progress buffer amount of the first cycle plan.

[0039] Similarly, regarding cost buffers, we can first calculate the sum of the budgeted costs of all unfinished periodic plans in the forward-looking plan to obtain the budgeted cost of the unfinished planned workload in the forward-looking plan. Then, we calculate the ratio of the cost buffer of the forward-looking plan to the budgeted cost of the unfinished planned workload to obtain the cost buffer allocation coefficient. Finally, we multiply the budgeted cost of the planned workload of the first periodic plan by the cost buffer allocation coefficient to obtain the cost buffer of the first periodic plan. By using this method, the buffer of the first periodic plan can always be matched with the remaining buffer capacity of the forward-looking plan and the current remaining workload.

[0040] Step S107: When the first cycle plan is completed, compare the schedule deviation of the first cycle plan, the schedule forecast deviation of the forward plan, and the schedule forecast deviation of the overall control plan with the corresponding schedule buffers to determine the schedule warning result. Compare the cost deviation of the first cycle plan, the cost forecast deviation of the forward plan, and the cost forecast deviation of the overall control plan with the corresponding cost buffers to determine the cost warning result.

[0041] In this embodiment, the progress warning result is used to characterize the risk level of the construction project in the progress dimension, and the cost warning result is used to characterize the risk level of the construction project in the cost dimension. Specifically, the progress deviation of the first cycle plan is compared with the progress buffer of the first cycle plan, the progress prediction deviation of the forward plan is compared with the progress buffer of the forward plan, and the progress prediction deviation of the overall control plan is compared with the progress buffer of the overall control plan; simultaneously, the cost deviation of the first cycle plan is compared with the cost buffer of the first cycle plan, the cost prediction deviation of the forward plan is compared with the cost buffer of the forward plan, and the cost prediction deviation of the overall control plan is compared with the cost buffer of the overall control plan. Based on the comparison results, the corresponding warning results for the current project in the progress and cost dimensions can be determined.

[0042] Optionally, in one implementation, the warning results are divided into multiple levels. For example, when the deviation of the first cycle plan is greater than or equal to zero, it can be determined that no warning is required; when the deviation of the first cycle plan is less than zero but its absolute value does not exceed the buffer amount corresponding to the first cycle plan, it can be determined as a lower-level warning; when the deviation of the first cycle plan has exceeded the buffer amount of the first cycle plan, and further causes the forward planning forecast deviation or the overall control plan forecast deviation to exceed its corresponding buffer amount layer by layer, it can be determined as a higher-level warning. The cost warning results can adopt a similar judgment logic as the schedule warning results, so that the warning level corresponds to the degree of consumption of the buffer amount at different levels by the deviation.

[0043] Step S108: Generate and output the overall early warning results for the construction project based on the progress early warning results and cost early warning results.

[0044] In this embodiment, the overall early warning result is used to comprehensively characterize the current overall risk status of the construction project in terms of both schedule and cost. The overall early warning result is generated based on the schedule and cost early warning results and output to the digital lean construction management platform, early warning display terminal, project management terminal, or other human-computer interaction interface, so that project managers can view it promptly and take subsequent action.

[0045] Optionally, in one implementation, when the progress warning result and the cost warning result are inconsistent, the higher warning level is taken as the overall warning result, so that the overall warning result reflects the higher risk level in both dimensions. Further optionally, different forms of warning output are triggered based on the overall warning result, such as message reminders, color coding, chart displays, or report generation.

[0046] In the digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment, the overall control plan, forward-looking plan, and cycle plan of the construction project are first obtained, along with the work objects, planned workload, planned start and end times, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload corresponding to each lean process. Then, the initial progress buffer and initial cost buffer corresponding to the overall control plan and forward-looking plan are determined, and the progress deviation and cost deviation of the cycle plan are calculated based on the lean process data. On this basis, according to the lean process data corresponding to the completed cycle plan, the progress prediction deviation and cost prediction deviation of the overall control plan or forward-looking plan are calculated, and the progress buffer and cost buffer of the target plan are updated. Subsequently, the progress buffer and cost buffer of the currently executed cycle plan are determined based on the buffer of the forward-looking plan. Finally, when the currently executed cycle plan is completed, the cycle plan deviation and the prediction deviation of the forward-looking plan and the overall control plan are compared with the corresponding buffers to obtain the progress early warning result and the cost early warning result, and the overall early warning result of the construction project is generated and output accordingly. The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment obtains the progress deviation and cost deviation of the current cycle plan based on the correlation between lean process data and the overall control plan, forward-looking plan and cycle plan. It further calculates the prediction deviation of higher-level plans and performs hierarchical comparison with the corresponding buffer amount. This enables dynamic identification and coordinated early warning of progress and cost risks of construction projects. The early warning results of construction projects no longer rely solely on post-event statistics or experience judgment, but are based on the execution data, prediction deviation and buffer capacity in the construction process to form quantitative results. This is conducive to the earlier detection of progress and cost execution deviations and improves the real-time performance of construction project progress and cost management.

[0047] Optionally, in one embodiment, the step of obtaining lean process data for a construction project includes: collecting lean process data through the construction project's progress management system, material management system, cost management system, and task management system.

[0048] Specifically, the schedule management system provides schedule data such as planned workload, planned start and end times, actual completed workload, and actual completion time for each lean process; the materials management system provides information on material input, material arrival, and material consumption related to the execution of lean processes, thereby helping to determine the execution status and resource supply of lean processes; the cost management system provides budgeted cost per unit of work, actual cost per unit of work, and settlement-related expense data; and the task management system provides information on task allocation, execution status, completion confirmation, and responsible parties for lean processes. By collecting data from the same lean process through these multiple systems, a complete data chain covering planning, execution, resources, and costs can be formed.

[0049] Optionally, the early warning platform can pre-establish a mapping relationship between lean process identifiers and task identifiers, cost identifiers, and material identifiers in various business systems, thereby linking and integrating data related to the same lean process from different business systems. Workload data collected by the progress management system, cost data collected by the cost management system, resource data collected by the material management system, and status data collected by the task management system are aggregated around the same lean process to form the underlying input data required for subsequent calculations of cycle plan deviations, target plan prediction deviations, and buffer amounts.

[0050] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment collects lean process data from the progress management system, material management system, cost management system and task management system together, avoiding information loss or deviation caused by relying on data from a single source, improving the data completeness and accuracy of progress and cost coordination early warning, and thus helping to improve the credibility of the early warning results.

[0051] Optionally, in one embodiment, the step of determining the progress warning result includes: when the progress deviation of the first cycle plan is greater than or equal to 0, determining the progress warning result as no warning is required; when the progress deviation of the first cycle plan is less than 0 and the absolute value of the progress deviation of the first cycle plan is less than or equal to the progress buffer of the first cycle plan, determining the progress warning result as a level one warning; when the progress deviation of the first cycle plan is less than 0, the absolute value of the progress deviation of the first cycle plan is greater than the progress buffer of the first cycle plan, and the absolute value of the progress prediction deviation of the forward-looking plan is less than or equal to the progress buffer of the forward-looking plan, determining the progress warning result as a level two warning; when the progress deviation of the first cycle plan is less than 0, the absolute value of the progress prediction deviation of the forward-looking plan is greater than the progress buffer of the forward-looking plan, and the absolute value of the progress prediction deviation of the overall control plan is less than or equal to the progress buffer of the overall control plan, determining the progress warning result as a level three warning; when the progress deviation of the first cycle plan is less than 0 and the absolute value of the progress prediction deviation of the overall control plan is greater than the progress buffer of the overall control plan, determining the progress warning result... The cost warning is classified as Level 4. The steps for determining the cost warning result include: when the cost deviation of the first cycle plan is greater than or equal to 0, the cost warning result is determined to be no warning required; when the cost deviation of the first cycle plan is less than 0 and the absolute value of the cost deviation of the first cycle plan is less than or equal to the cost buffer of the first cycle plan, the cost warning result is determined to be Level 1; when the cost deviation of the first cycle plan is less than 0, the absolute value of the cost deviation of the first cycle plan is greater than the cost buffer of the first cycle plan, and the absolute value of the cost forecast deviation of the forward-looking plan is less than or equal to the cost buffer of the forward-looking plan, the cost warning result is determined to be Level 2; when the cost deviation of the first cycle plan is less than 0, the absolute value of the cost forecast deviation of the forward-looking plan is greater than the cost buffer of the forward-looking plan, and the absolute value of the cost forecast deviation of the overall control plan is less than or equal to the cost buffer of the overall control plan, the cost warning result is determined to be Level 3; when the cost deviation of the first cycle plan is less than 0 and the absolute value of the cost forecast deviation of the overall control plan is greater than the cost buffer of the overall control plan, the cost warning result is determined to be Level 4.

[0052] Specifically, progress and cost warnings are automatically determined by comparing deviation values ​​with corresponding buffer amounts at each level. For the progress dimension, the progress deviation of the first-cycle plan reflects the immediate execution status of the current construction cycle, the progress forecast deviation of the forward-looking plan reflects the execution trend over several future cycles, and the progress forecast deviation of the overall control plan reflects the overall project performance trend. By comparing the deviation values ​​at different levels with the corresponding progress buffer amounts level by level, it is determined whether the current deviation is limited to the absorbable range of the current cycle or has already propagated to the forward-looking plan level or even the overall control plan level, thus forming a progressive progress warning level. The warning determination process for the cost dimension is the same as that for the progress dimension, both following a layer-by-layer judgment logic of "first look at the current cycle, then look at the forward-looking plan, and finally look at the overall control plan."

[0053] The four warning levels—No Warning Required, Level 1 Warning, Level 2 Warning, Level 3 Warning, and Level 4 Warning—correspond to different levels of risk. Specifically, No Warning Required indicates that the current deviation does not pose a risk to the current cycle, forward-looking plan, or overall control plan; Level 1 Warning indicates that the deviation is still within the current cycle's own buffer capacity; Level 2 Warning indicates that the current cycle cannot fully absorb the deviation, but the forward-looking plan can still absorb it; Level 3 Warning indicates that the deviation has significantly affected the forward-looking plan level, but is still controllable at the overall control plan level; and Level 4 Warning indicates that the buffer capacity corresponding to the overall control plan level is also insufficient to absorb the deviation, and the overall project performance risk has significantly increased. Through this method, the impact range of deviations at different levels is transformed into a structured warning level result.

[0054] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment automatically determines the progress early warning result and the cost early warning result based on the degree of consumption of the buffer capacity at different levels by the deviation. This makes the early warning result correspond to the risk transmission relationship of the current construction cycle, forward-looking plan and overall control plan, thereby improving the hierarchy and interpretability of the early warning judgment and facilitating subsequent hierarchical management and early warning output.

[0055] Optionally, in one embodiment, the step of generating an overall early warning result for a construction project includes: taking the higher early warning level between the progress early warning result and the cost early warning result as the overall early warning result; the method further includes: triggering different early warning output instructions according to different early warning levels.

[0056] Specifically, the overall early warning result is used to uniformly represent the comprehensive risk status of a construction project in terms of both schedule and cost dimensions. Since schedule and cost early warning results may be at different levels—for example, a level two schedule warning and a level three cost warning—a method for generating early warning results that integrates schedule and cost is needed. The higher early warning level is used as the overall early warning result; that is, the higher risk level is selected as the final output from the two dimensions. This ensures that the overall early warning result reflects the risk areas that require the most focused attention in the current project.

[0057] Building upon this foundation, to ensure the overall early warning results can be further utilized, different early warning output instructions are triggered based on different early warning levels. For example, when the overall early warning result is a Level 1 warning, a general notification output instruction is triggered; when the overall early warning result is a Level 2 or Level 3 warning, an enhanced reminder output instruction is triggered, such as a pop-up window, color highlighting, or message push; when the overall early warning result is a Level 4 warning, a high-priority early warning output instruction is triggered, such as simultaneously sending high-level early warning information to the project management terminal, platform management terminal, or early warning display terminal, thus transforming different levels of early warnings into different forms of system output behavior.

[0058] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment unifies the higher early warning level in the two dimensions into an overall early warning result, and triggers different early warning output instructions through different early warning levels, so that the early warning result has a unified output standard and hierarchical presentation capability, thereby improving the practicality of the overall early warning result and the system response efficiency.

[0059] Optionally, in one embodiment, the step of calculating the schedule deviation of the cycle plan based on lean process data includes: calculating the sum of the actual completed workload of each lean process included in the cycle plan to obtain the actual completed workload of the cycle plan; calculating the sum of the planned workload of each lean process included in the cycle plan to obtain the planned workload of the cycle plan; and calculating the difference between the actual completed workload and the planned workload of the cycle plan to obtain the schedule deviation of the cycle plan.

[0060] The steps for calculating the cost deviation of the cycle plan based on lean process data include: calculating the product of the planned workload and the budgeted cost per unit workload for the lean process to obtain the planned workload budget cost for the lean process; calculating the product of the actual completed workload and the budgeted cost per unit workload for the lean process to obtain the completed workload budget cost for the lean process; calculating the product of the actual completed workload and the actual cost per unit workload for the lean process to obtain the completed workload actual cost for the lean process; summarizing the planned workload budget cost, completed workload budget cost, and completed workload actual cost for each lean process included in the cycle plan to obtain the planned workload budget cost, completed workload budget cost, and completed workload actual cost for the cycle plan; and calculating the difference between the completed workload budget cost and the completed workload actual cost for the cycle plan to obtain the cost deviation of the cycle plan.

[0061] Specifically, the deviation calculation at the cycle planning level is built upon data from the lean process level. First, workload, budgeted cost, and actual expenses are obtained at the lean process level. Then, these are aggregated to form the schedule deviation and cost deviation at the cycle planning level. The schedule deviation is the degree of deviation of the cycle plan in terms of workload. When the actual completed workload exceeds the planned workload, the schedule deviation is positive; when the actual completed workload is less than the planned workload, the schedule deviation is negative. The cost deviation is the degree of deviation of the cycle plan in terms of expenses. When the budgeted cost of the completed workload is greater than the actual expense of the completed workload, it indicates that the actual execution cost is lower than the budgeted cost, and the cost deviation is positive. Conversely, when the actual expense of the completed workload is higher than the budgeted cost of the completed workload, the cost deviation is negative.

[0062] Furthermore, cycle plans typically include multiple lean processes, each of which may belong to different construction locations, task types, or resource usage scenarios. Therefore, when calculating cycle plan deviations, the budgeted cost of planned workload, the budgeted cost of completed workload, and the actual cost of completed workload are first calculated at the lean process level, and then summarized separately according to the cycle plan. Through this process, not only can the fine-grained source of lean process data be maintained, but also the scattered process-level data can be elevated to the deviation results at the cycle plan level, providing a unified input for subsequent forward planning and overall control planning forecasts.

[0063] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment clarifies the specific calculation path of the cycle plan progress deviation and cost deviation, so that the deviation results of the cycle plan layer are directly derived from the workload and cost data of the lean process layer, which improves the clarity and feasibility of the deviation calculation process, and provides an accurate data basis for the deviation prediction and buffer update of the subsequent target plan.

[0064] Optionally, in one embodiment, the step of calculating the progress prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan includes: calculating the sum of the actual completed workload of each completed cycle plan included in the target plan to obtain the actual completed workload of the target plan; calculating the sum of the planned workload of each completed cycle plan included in the target plan to obtain the completed planned workload of the target plan; calculating the sum of the planned workload of all cycle plans included in the target plan to obtain the planned workload of the target plan; calculating the ratio of the actual completed workload of the target plan to the completed planned workload to obtain the average planned completion percentage; calculating the product of the planned workload of the target plan and the average planned completion percentage to obtain the predicted completed workload of the target plan; and calculating the difference between the predicted completed workload and the planned workload of the target plan to obtain the progress prediction deviation of the target plan.

[0065] The steps for calculating the cost forecast deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan include: calculating the sum of the budgeted costs of the completed workload of each completed cycle plan included in the target plan to obtain the budgeted cost of the completed workload of the target plan; calculating the sum of the actual costs of the completed workload of each completed cycle plan included in the target plan to obtain the actual costs of the completed workload of the target plan; calculating the sum of the budgeted costs of the planned workload of all cycle plans included in the target plan to obtain the budgeted costs of the planned workload of the target plan; calculating the ratio of the budgeted cost of the completed workload of the target plan to the actual costs of the completed workload to obtain the average cost performance index; calculating the ratio of the budgeted cost of the planned workload of the target plan to the average cost performance index to obtain the predicted cost of completion of the target plan; and calculating the difference between the predicted cost of completion of the target plan and the budgeted cost of the planned workload to obtain the cost forecast deviation of the target plan.

[0066] Specifically, the target plan can be a forward-looking plan or a master plan. The schedule forecast deviation at the target plan level is not a direct subjective estimate of future workload, but rather an inference of the overall future execution result based on the actual execution of completed periodic plans within the target plan. Specifically, the average percentage of planned completion corresponding to the current execution efficiency is obtained by comparing the actual completed workload of completed periodic plans with the planned completed workload. This average percentage of planned completion is then applied to the overall planned workload of the target plan to form the predicted workload of the target plan under the current execution efficiency. The difference between the predicted workload and the planned workload is the schedule forecast deviation of the target plan.

[0067] Similarly, in cost forecasting, the relationship between the budgeted cost of completed work and the actual cost of completed work in the completed cycle plan is used to determine the average cost performance index (ACI) for the current stage. Since the ACI reflects current cost execution efficiency, it is further used to discount the overall planned work budget cost of the target plan, yielding the projected completion cost of the target plan. The projected completion cost is then compared with the planned work budget cost to obtain the cost forecast deviation of the target plan. Thus, both the schedule forecast deviation and cost forecast deviation at the target plan level are calculated progressively from the lean process data of the completed cycle plan, rather than relying on subjective experience.

[0068] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment calculates the progress prediction deviation and cost prediction deviation of the forward plan or overall control plan based on the lean process data of the completed cycle plan. This allows the risk status of high-level plans to be derived from the real data of the executed stage, thereby improving the quantification and traceability of the prediction results at the target plan level, and thus enhancing the foresight of the coordination and early warning.

[0069] Optionally, in one embodiment, the step of obtaining the schedule buffer amount of the target plan based on the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviations of all completed periodic plans includes: calculating the sum of schedule deviations of all completed periodic plans in the target plan to obtain the cumulative amount of schedule deviations; calculating the sum of the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviations to obtain the schedule buffer amount of the target plan; the step of obtaining the cost buffer amount of the target plan based on the initial cost buffer amount of the target plan and the cumulative amount of cost deviations of all completed periodic plans includes: calculating the sum of cost deviations of all completed periodic plans in the target plan to obtain the cumulative amount of cost deviations; calculating the sum of the initial cost buffer amount of the target plan and the cumulative amount of cost deviations to obtain the cost buffer amount of the target plan.

[0070] Specifically, the schedule and cost buffers of the target plan are not fixed initial values, but are dynamically updated based on the execution results of completed periodic plans. Specifically, the initial schedule and cost buffers corresponding to the target plan represent risk absorption capacity reserved during the planning phase. During project execution, each completed periodic plan will continuously generate schedule and cost deviations. These deviations, accumulated at the target plan level, will cumulatively impact the remaining buffer capacity of the target plan. By summing the deviations of all completed periodic plans to form the cumulative schedule and cost deviations, and then combining them with the initial buffers, the current schedule and cost buffers corresponding to the target plan are obtained.

[0071] Optionally, when the schedule deviation or cost deviation of the completed cycle plan is positive, it indicates that the corresponding level deviation has not been consumed and may even help increase the buffer capacity of the upper-level plan; when the deviation is negative, it indicates that it will consume the buffer capacity of the target plan level. Through this dynamic update method, the buffer amount of the target plan can always reflect the actual remaining absorption capacity at the current execution time, rather than remaining at the initial set value.

[0072] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment dynamically updates the progress buffer and cost buffer of the target plan based on the cumulative deviation of the completed cycle plan. This enables the buffer capacity of the target plan layer to reflect the cumulative impact of deviations during project execution in real time, thereby improving the dynamism and accuracy of the subsequent early warning comparison process.

[0073] Optionally, in one embodiment, the step of calculating the schedule buffer of the first cycle plan based on the schedule buffer of the forward-looking plan includes: calculating the sum of the planned workloads of all unfinished cycle plans in the forward-looking plan to obtain the unfinished planned workload of the forward-looking plan; calculating the ratio of the schedule buffer of the forward-looking plan to the unfinished planned workload of the forward-looking plan to obtain a first coefficient; and calculating the product of the planned workload of the first cycle plan and the first coefficient to obtain the schedule buffer of the first cycle plan. The step of calculating the cost buffer of the first cycle plan based on the cost buffer of the forward-looking plan includes: calculating the sum of the budgeted costs of the planned workloads of all unfinished cycle plans in the forward-looking plan to obtain the budgeted costs of the unfinished planned workloads of the forward-looking plan; calculating the ratio of the cost buffer of the forward-looking plan to the budgeted costs of the unfinished planned workloads of the forward-looking plan to obtain a second coefficient; and calculating the product of the budgeted costs of the planned workloads of the first cycle plan and the second coefficient to obtain the cost buffer of the first cycle plan.

[0074] Specifically, the buffer amount for the first cycle plan, which is the currently executed cycle plan within the forward-looking plan, is not directly adopted as a fixed preset value. Instead, it is redistributed based on the remaining buffer capacity and unfinished workload of the forward-looking plan. For the schedule buffer amount, the total planned workload of all unfinished cycle plans in the forward-looking plan is first calculated. Then, the schedule buffer amount of the forward-looking plan is divided by this total unfinished planned workload to obtain the buffer allocation coefficient corresponding to each unit of workload. This coefficient is then multiplied by the planned workload of the first cycle plan to obtain the schedule buffer amount for the first cycle plan. The allocation process for the cost buffer amount is similar, except that the workload dimension is replaced by the planned workload-budget cost dimension.

[0075] This redistribution method ensures that the buffer capacity of the first-cycle plan aligns with the current remaining buffer capacity and unfinished work structure of the forward-looking plan. Instead of distributing the buffer capacity equally across all cycle plans, the forward-looking plan's buffer is allocated proportionally based on the current remaining work or budget cost, ensuring that the current execution cycle plan receives a buffer capacity commensurate with its workload or budget size. This approach better suits the dynamic adjustment needs of construction projects during rolling execution.

[0076] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment dynamically allocates the progress buffer and cost buffer of the forward planning layer to the currently executed first cycle plan, so that the early warning judgment of the current cycle plan is based on the compatibility between the remaining buffer capacity of the forward planning and the current task scale, thereby improving the rationality and pertinence of the early warning results of the cycle planning layer.

[0077] Optionally, in one embodiment, the steps of determining the initial schedule buffer and initial cost buffer of the overall control plan include: calculating the planned workload and budgeted cost of the planned workload of the overall control plan based on lean process data; calculating the initial schedule buffer of the overall control plan based on the planned workload and preset schedule buffer ratio of the overall control plan; and calculating the initial cost buffer of the overall control plan based on the budgeted cost of the planned workload and preset cost buffer ratio of the overall control plan.

[0078] Specifically, the initial schedule buffer and initial cost buffer of the overall control plan serve as the starting point for the allocation and updating of initial buffers in subsequent forward planning and the reallocation of buffers in periodic plans. The planned workload of the overall control plan can be obtained by summing the planned workloads of each lean process included in each periodic plan within the scope of the overall control plan. The budgeted cost of the planned workload of the overall control plan can be obtained by multiplying the planned workload of each lean process by the budgeted cost per unit workload, and then summing them within the scope of the overall control plan. After determining the planned workload and budgeted cost of the planned workload of the overall control plan, the initial schedule buffer and initial cost buffer of the overall control plan can be calculated by combining the preset schedule buffer ratio and preset cost buffer ratio, respectively.

[0079] The schedule buffer ratio and cost buffer ratio are preset, or configured by the user according to project type, construction complexity, resource availability, or risk appetite. In some implementations, the preset schedule buffer ratio and preset cost buffer ratio can be the same value; in other implementations, the schedule and cost dimensions can also use different preset ratios to adapt to the different priorities of project schedule control and cost control.

[0080] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment directly establishes the buffer capacity of the overall control plan layer on the basis of the planned workload and the planned workload budget cost formed by the summary of lean process data, thereby improving the calculability and feasibility of setting the initial buffer amount of the overall control plan.

[0081] Optionally, in one embodiment, the steps of calculating the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan and the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan include: calculating the planned workload and budgeted cost of the forward-looking plan based on lean process data; calculating the proportion of the planned workload of the forward-looking plan in the planned workload of the overall control plan to obtain the schedule proportion; calculating the product of the schedule proportion and the initial schedule buffer of the overall control plan to obtain the initial schedule buffer of the forward-looking plan; calculating the proportion of the budgeted cost of the planned workload of the forward-looking plan in the budgeted cost of the planned workload of the overall control plan to obtain the cost proportion; and calculating the product of the cost proportion and the initial cost buffer of the overall control plan to obtain the initial cost buffer of the forward-looking plan.

[0082] Specifically, the initial schedule buffer and initial cost buffer of the forward planning are not set independently, but are proportionally allocated from the initial buffer at the overall control plan level. Based on the lean process data within the scope of the forward planning, the planned workload and budgeted cost of the forward planning are calculated separately. Then, the planned workload of the forward planning is compared with the planned workload of the overall control plan to obtain the progress percentage of the forward planning within the overall control plan. This progress percentage is then used to allocate the initial schedule buffer of the overall control plan, thus obtaining the initial schedule buffer of the forward planning. The allocation of the cost buffer is similar; that is, the initial cost buffer of the overall control plan is allocated based on the proportion of the budgeted cost of the forward planning's planned workload in the overall control plan, thus obtaining the initial cost buffer of the forward planning.

[0083] In this way, the initial buffer size of the forward planning layer can correspond to its task scale and budget scale in the overall control plan. That is to say, forward plans with a larger workload can obtain a relatively larger initial schedule buffer size, and forward plans with higher budget costs can obtain a relatively larger initial cost buffer size, so that the deviation prediction and buffer size update of the subsequent forward planning layer are more in line with the actual construction task scale.

[0084] The digital lean construction progress and cost coordination dynamic early warning method provided in this embodiment allocates the initial progress buffer and initial cost buffer of the overall control plan layer according to the proportion of planned workload and budget cost of the forward plan, so that the initial buffer setting of the forward plan layer matches its task scale and budget scale, thereby improving the rationality of subsequent deviation prediction and early warning judgment of the forward plan layer.

[0085] Optionally, in one embodiment, the progress monitoring and prediction indicator system is as follows: Figure 2 As shown, where: (1) Lean Workpackage (P) level: Primarily monitors the actual quantity (AQ) of lean workpackages each week, controlling the planned time span of lean workpackages within a weekly range, and obtaining the weekly workload of lean workpackages on a weekly basis. This represents the actual workload completed by the lean process numbered n in week i. (2) Weekly Plan (W) Level: Primarily monitors percentage of plan completed (PPC) and schedule variance (SV), using This represents the percentage of the weekly plan completed in week u. This indicates the weekly schedule deviation for week u. (3) Look-ahead Planning (L) level: Primarily monitors percentage of plan completion (PPC), schedule variance (SV), and forecasted schedule variance (FSV). This represents the percentage of completion for the v-th forward-looking plan. This indicates the progress deviation of the v-th forward-looking plan. This indicates the deviation from the projected schedule of the v-th forward-looking plan; (4) Master Plan (M) level: Primarily monitors percentage of plan completed (PPC), schedule variances (SV), and predicted schedule variances (FSV), with... This indicates the percentage of the overall control plan completed. This indicates a deviation from the overall control plan's progress. This indicates a deviation from the overall control plan's projected progress.

[0086] After each day's lean process is completed, its progress data is dynamically collected through an early warning platform. Using the weekly plan as the minimum data review period, the percentage of progress completed for each lean process corresponding to the weekly plan is calculated by measuring its execution progress. For example, the lean process for concrete in section Y of floor X requires pouring 100 cubic meters of concrete. If the weekly plan calls for 50 cubic meters of pouring work, and only 40 cubic meters are actually completed, then the weekly PPC for this lean process is 80%. When a weekly plan includes multiple lean processes, a weighted average or equivalent unit method is used for conversion. For instance, if a weekly plan includes three types of lean processes—reinforcement, formwork, and concrete—the workload is weighted according to the amount of man-days invested. This way, the workload of all three types of lean processes included in that week can be calculated using the "man-day" calculation method of this scheme, thus unifying the statistical calculation of weekly workload.

[0087] Based on the above progress measurement method, assuming the weekly plan contains n lean processes, the actual workload completed in weekly plan i is... and planned workload These are the actual workloads of the lean processes included in weekly plan i. and planned workload The sum of the percentages of the weekly work plan completed. It is expressed as the ratio of actual completed quantity to planned completed quantity, as shown in the following formula: .

[0088] Compare the actual workload completed in the weekly plan With planned workload Calculate the progress deviation of the weekly plan. This is the difference between the actual completed quantity and the planned completed quantity. The formula is as follows: .

[0089] >0 indicates that the weekly progress is ahead of schedule. <0 indicates that the weekly progress is behind schedule. A value of 0 indicates that the weekly progress is in line with the plan.

[0090] Forward-looking plans are developed on a rolling basis, for example, outlining work tasks for the next 4-6 weeks. During project implementation, these plans are iterated weekly. Assuming a forward-looking plan includes work tasks for the next *u* weeks, the planned workload of the first forward-looking plan... Includes work tasks from week 1 to week u, and the planned workload for the second forward-looking plan. Includes work tasks from week 2 to week 2+u-1, and the planned workload for the k-th forward-looking plan. This includes work tasks from week k to week k+u-1. The PPC metric in LPS is a post-hoc indicator, calculating the percentage of work actually completed compared to the promised work completed after a work cycle ends. The actual work completed in forward planning k is... The results will only be available after the work in week k+u-1 is completed, and only then can the percentage of completion of the forward-looking plan k be calculated. Percentage of completion of the Forward-Looking Infrastructure Development Program and the progress deviation of the Forward-looking plan This can be expressed as the ratio of actual completed work to planned completed work (after all weekly work is completed), as shown in the following formula: , .

[0091] The PPC of the master control plan is calculated based on the actual and planned workloads of all weekly plans it includes. Assuming the master control plan contains *r* weekly plans, the actual workload completed under the master control plan can be calculated. Compare the planned workload of the overall control plan. The overall control plan Schedule deviation It can be represented as: , .

[0092] The schedule deviation forecast for each level of the plan is obtained by predicting the estimated amount of work that can be completed in the forward-looking plan or the overall control plan based on the progress of the weekly plan, thereby obtaining the schedule cost forecast deviation between the forward-looking plan and the overall control plan. When obtaining the estimated amount of work that can be completed, optionally, in one embodiment, the remaining work is carried out at the efficiency of the already completed work to predict the future estimated amount of work that can be completed; in another embodiment, the remaining work is still carried out at the original planned speed, and the completion time of the remaining work is postponed accordingly to obtain the estimated amount of work that can be completed.

[0093] During the execution of forward-looking plan k, when existing weekly plans are completed, the overall progress of the forward-looking plan is predicted based on the percentage of completion of the completed weekly plans. This represents the average percentage of weekly plans completed in forward-looking plan k. Assume the k-th forward-looking plan contains u weekly plans, where the j-th (k... The weekly plan has been completed. This can be expressed as the ratio of the actual amount completed in the completed week to the planned amount completed in the completed week, as shown in the following formula: .

[0094] This represents the planned workload of the forward-looking plan, and the estimated workload of the k-th forward-looking plan. This can be expressed as the product of planned completion and average planned completion percentage, as shown in the following formula: .

[0095] To achieve early warning and predict potential deviations, a schedule forecast deviation is introduced to represent the difference between the estimated completion date and the planned completion date. The deviation in the progress forecast for the k-th forward-looking plan is represented by the following formula: .

[0096] Similarly, based on the average percentage of weekly plans completed in the overall control plan... Combined with the planned workload Calculate the expected workload The schedule forecast deviation of the overall control plan was calculated. : .

[0097] Cost deviation prediction for each level of the plan also divides the monitoring hierarchy into four levels, with the lean process as the smallest monitoring unit. The actual cost of the completed work in each lean process is monitored, thereby calculating the cost execution deviation of the weekly plan, forward-looking plan, and overall control plan level by level. The cost monitoring indicators are used to predict future cost execution, thus obtaining the cost prediction deviation. The cost monitoring and deviation prediction indicator system is as follows: Figure 3 As shown, where: (1) Lean process level: mainly monitors the actual cost of completed work (ACWP) of lean processes each week, in order to This represents the actual cost of the amount of work completed in the lean process numbered n in week i. (2) Weekly planning level: mainly monitors the actual cost (ACWP) and cost deviation (CV) of the completed work, in order to This represents the actual cost of the work completed in week u. This indicates the cost deviation in week u; (3) Forward-looking planning level: Primarily monitors the actual cost of completed work (ACWP), cost variance (CV), and forecasted cost variance (FCV) to... This represents the actual cost of the work completed in the v-th forward-looking project. This represents the cost deviation of the v-th forward-looking plan. This indicates the cost deviation of the v-th forward-looking plan; (4) Overall control plan level: mainly monitors the actual cost (ACWP), cost variance (CV), and predicted cost variance (FCV) of the completed work, in order to This indicates the actual cost of the work completed under the overall control plan. This indicates the deviation in the overall control plan cost. This indicates a deviation in the overall control plan's predicted cost.

[0098] Specifically, the basic parameters are first calculated: the budgeted cost of planned work (BCWS), the actual cost of completed work (ACWP), and the budgeted cost of completed work (BCWP). Then, the cost variance (CV) is calculated. From the cost monitoring indicators of the lean process, the indicators for the weekly plan are calculated, and then the cost monitoring indicators for the forward planning and overall control plan are calculated. The planned work of the j-th lean process in the i-th week's plan is used as the basis for this calculation. Actual workload Budget unit cost Actual unit cost It can calculate the budgeted cost of the planned work completed in a lean process. Budgeted costs of completed work Actual cost of completed work .in, and Obtained through a digital lean construction management platform. and Obtained from progress monitoring data. The calculation formula is as follows: , , .

[0099] Budgeted cost of work completed in week i Actual cost of completed work , which are the budgeted costs of the lean processes completed in week i. Actual cost of completed work The sum. Assume the weekly plan contains n lean processes. The cost variance for week i. This is the difference between the budgeted cost of the work completed in week i and the actual cost of the work completed. It can be expressed as: .

[0100] A value greater than 0 indicates that the actual cost for the week was lower than the budget. <0 indicates that the actual cost for the week exceeded the budget. =0 indicates that the actual cost for the week equals the budget.

[0101] Similar to the calculation of schedule variances for weekly plans, assuming the k-th forward plan contains u weekly plans, we obtain the budgeted cost of the work completed in the k-th forward plan. and the actual cost of the work completed The cost deviation of the Forward-Looking Infrastructure Development Program was calculated. : .

[0102] Similar to progress monitoring indicators, cost deviations in the overall control plan It is calculated using the planned costs and actual costs of all the weekly plans it contains. Assume the overall control plan contains r weekly plans. It can be represented as: .

[0103] Cost deviation forecasting for each level of plan is based on the cost completion status of the weekly plan to predict the expected completion cost of the forward-looking plan and the overall control plan, thereby obtaining the cost forecast deviation of the forward-looking plan and the overall control plan.

[0104] Alternatively, in calculating the estimated cost of completion, in one embodiment, the cost of completion is estimated by assuming that the unfinished portion of the project will proceed at the current cost efficiency; in another embodiment, the cost of completion is calculated by assuming that the unfinished portion of the project will proceed at the planned efficiency; and in a third embodiment, all remaining work and costs are re-estimated.

[0105] The projected completion cost of forward-looking plans is predicted based on the cost performance index of completed weekly plans. Assume that the k-th forward-looking plan contains u weekly plans, where the j-th (k... The weekly plan has been completed. It represents the average cost performance index of the weekly plan that has been completed in the k-th forward planning phase, which is the ratio of the budgeted cost of the completed work to the actual cost of the completed work. It can be represented as: .

[0106] The estimated completion cost of the k-th forward-looking project Budgetary costs for completing the planned workload of the Forward-Looking Infrastructure Development Program Average cost performance index of completed weekly plans The ratio. The estimated completion cost of the kth forward-looking project. This is expressed as the ratio of the budgeted cost of the planned quantity to the average cost performance index of the completed weekly plan. The formula is as follows: .

[0107] Similar to schedule forecasting metrics, cost forecasting metrics also require prediction based on the completion status of their sub-plans. That is, the estimated completion cost of the forward-looking plan can only be predicted if at least one sub-plan is completed within the current week. To achieve early warning and predict potential deviations, cost forecasting deviation is introduced. Used to express the projected completion cost of forward-looking projects. Budgeted cost of the planned workload The deviation between the estimated cost of completion and the budgeted cost is the difference between the two. The calculation formula is as follows: .

[0108] Similarly, based on the average cost performance index of the completed weekly plans in the overall control plan... Calculate the cost forecast deviation of the overall control plan. : .

[0109] The above content enables the prediction of schedule and cost deviations. The following details the dynamic calculation and allocation of schedule and cost buffers at each level. In this embodiment, a dynamic buffer allocation based on workload is established for each level of the plan. After initially calculating the overall control plan buffer, the buffer is allocated according to the workload of each level of the plan, distributed to the forward planning and weekly plans. The allocation of buffers at each level is as follows: Figure 4 As shown.

[0110] The buffer capacity of the Forward-Looking Infrastructure Development Program is a constantly changing process, such as... Figure 5 As shown, before the forward planning begins execution, the initial schedule and cost buffers are PSBl and PCBl. The accumulation and consumption of the weekly buffer by the weekly plan will cause the increase and decrease of the buffer of the next higher-level forward planning, so that the available buffer for the subsequent weekly plans will also change, and these buffers need to be reallocated.

[0111] Taking the schedule buffer management process as an example, the weekly schedule buffer consumption is the schedule deviation. , >0 indicates that the workload exceeds expectations, and the buffer accumulates to the forward planning buffer amount; =0 indicates that the actual workload is equal to the planned workload, and has no impact on the forward planning buffer. A value less than 0 indicates that the work has not met expectations and has depleted the buffer capacity of the forward-looking plan.

[0112] Optionally, the buffer consumption generated during the execution of each weekly plan can be controlled to within 25%, i.e. When the target is >75%, this is to minimize the adverse impact on the reserve buffer for subsequent weekly plans. When developing the plan, PQ represents the corresponding workload, and PSB represents the schedule buffer reserved during plan development, calculated as 25% of the workload included in each plan level. The formula for calculating the schedule buffer is: .

[0113] SC represents the budgeted unit cost, and PCB represents the cost buffer reserved when formulating the plan. The formula for calculating the planned cost buffer is: .

[0114] Taking the calculation of schedule buffer as an example, assume that the k-th forward plan contains u weekly plans, where the j-th (k The weekly plan has been completed, with the initial progress buffer from the k-th forward plan. The accumulated or consumed buffer amount generated by the completed weekly plan. To obtain the progress buffer of the k-th forward-looking plan when the j-th weekly plan is completed. This is the sum of the initial buffer size and the accumulated bias. The formula is as follows: .

[0115] At this point, the k-th forward-looking plan still has k+u-1-q weekly plans yet to be completed, and this forward-looking plan still has a buffer. The buffer space for subsequent weekly plans needs to be redistributed according to the workload ratio, in order to Indicates the m-th subsequent ( The weekly plan corresponds to the planned workload, and therefore the schedule buffer that can be allocated to that weekly plan. The formula is the ratio of the current progress buffer to the total unfinished weekly planned workload, multiplied by the planned workload for that week, as shown below: .

[0116] Similarly, the accumulation and depletion of the weekly plan's buffer will also dynamically affect the overall control plan's buffer. Using the above method, assuming h weekly plans have been completed, the current progress buffer of the overall control plan can be calculated. : .

[0117] The dynamic allocation calculation process for the cost buffer is similar to that for the schedule buffer, and will not be elaborated here.

[0118] By comparing the schedule and cost forecast deviations at each level of the plan with the buffer amounts at each level, the schedule and cost warning levels are determined. When a negative deviation occurs in schedule or cost execution, the weekly plan buffer is consumed first. If the deviation exceeds the weekly plan buffer, the forward-looking plan buffer is consumed after the weekly plan buffer is exhausted, and finally the overall control plan buffer. The level of buffer consumption due to deviation represents the severity and scope of the deviation. The schedule and cost warning levels are determined sequentially based on this pattern of buffer consumption due to deviation. (1) No warning: Progress deviation caused by the execution of the weekly plan Cost deviation All values ​​are positive, indicating that progress is faster than planned and costs are lower than planned. This accumulates as a buffer, which is then allocated to subsequent weekly plans. The threshold is represented as: .

[0119] (2) Mild warning: Progress deviation caused by the execution of the weekly plan Cost deviation All values ​​are negative, and their absolute values ​​have not yet exceeded the current progress buffer of the weekly plan. and cost buffer Deviations can be absorbed within the weekly plan buffer and will not consume the plan buffer of subsequent weekly plans. The threshold is expressed as: ,and ; ,and .

[0120] (3) Moderate warning: Progress deviation caused by the execution of the weekly plan Cost deviation All values ​​are negative, and their absolute values ​​have exceeded the current progress buffer of the weekly plan. and cost buffer This indicates that the deviation cannot be absorbed within the weekly plan buffer. Based on this, forward planning is performed to predict schedule and cost. The absolute value of the predicted schedule deviation for the i-th forward plan is... The absolute value of the deviation from the predicted cost It has not yet exceeded the current progress buffer of the Forward-Looking Infrastructure Development Program. and cost buffer This indicates that the deviation can be absorbed within the buffer capacity of forward planning and will not consume the buffer capacity of subsequent forward planning. The threshold is expressed as: ,and ; ,and .

[0121] (4) Severe warning: Based on the forecast, the absolute value of the deviation of the forecast progress of the forward-looking plan. The absolute value of the deviation from the predicted cost It has exceeded the current progress buffer of the Forward-Looking Infrastructure Development Program. and cost buffer This indicates that the deviation cannot be absorbed by the forward planning buffer. Based on this, the schedule and cost deviations of the overall control plan are predicted, and the absolute value of the predicted schedule deviation is calculated. and the absolute value of predicted costs It has not yet exceeded the current progress buffer of the overall control plan. and cost buffer This indicates that the deviation can be absorbed within the overall control plan's buffer, and the achievement of the overall control plan's objective is controllable. The threshold is expressed as: ,and ; ,and .

[0122] (5) Critical Warning: The absolute value of the predicted progress deviation of the overall control plan. The absolute value of the deviation from the predicted cost It has exceeded the current progress buffer of the overall control plan. and cost buffer This indicates that the deviation cannot be absorbed within the overall control plan's buffer, thus affecting the completion of the overall control plan. The threshold is expressed as: ,and ; ,and .

[0123] In determining the overall project warning level, if the warning levels for schedule and cost are inconsistent, the higher level will prevail. For example, if the schedule warning is "moderate warning" and the cost warning is "mild warning," the overall warning level will be "moderate warning." There are 25 possible combinations of overall project warning levels, forming a comprehensive warning level matrix, such as... Figure 6 As shown.

[0124] In this embodiment, the current warning level is first determined by collecting lean process data and monitoring progress, cost, and deviations; then, the warning information is pushed to the corresponding management level in real time through the digital lean construction management platform; corresponding response measures are initiated according to the warning level; if the warning is lifted, the process is closed; if it is not lifted, the response process is re-entered.

[0125] The embodiments provided by this invention were applied to a residential community project with a shear wall structure and a project area of ​​295,000 square meters. Two buildings, 4-1# and 4-2#, with essentially the same design, schedule, and budget, were selected for comparative verification. Construction of 4-1# began first, and a traditional lean construction system was used for early warning. The method provided in this embodiment was used for early warning of construction work on 4-2#.

[0126] Taking the concrete construction of the main structure of two buildings as an example, using the concrete volume as the measure of workload, the weekly plan as the monitoring cycle, and lean processes as the monitoring unit, the lean process planning and execution data of the concrete project are continuously collected and monitored. The schedule and cost targets for each level of the plan for Building 4-2# are shown in the table below. Based on the schedule targets, cost targets, planned workload, and planned cost, the initial schedule buffer and cost buffer for each level of the plan are calculated. When Building 4-2# completed its work in week 19, it was found that the actual progress and cost of its work execution deviated from the planned progress and cost. The execution status and deviations for weeks 19 and earlier in this forward-looking plan are shown in the table below.

[0127]

[0128] The remaining schedule buffer for the forward-looking plan 2-1, when completed in week 18, is calculated to be 453.25 m³ of concrete, and the remaining cost buffer is 526,900 yuan. Upon completion in week 18, the schedule buffer allocated for week 19 is 195.63 m³, and the cost buffer is 969,000 yuan. Comparing the schedule deviation in week 19 with the allocated schedule buffer, it is found that the absolute value of the schedule deviation is greater than the allocated buffer at that time. ),Right now Therefore, it is necessary to predict the schedule deviation of the 2-1 forward-looking plan. The average weekly plan completion percentage of the 2-1 forward-looking plan at the end of week 19 is calculated. The projected progress deviation is: m3, which is less than the buffer capacity of 767.25 m3 in Forward-looking Plan 2-1, therefore we can obtain: ,and The progress warning level is determined to be a moderate warning (II).

[0129] Comparing the cost deviation generated in week 19 with the allocated cost buffer, the absolute value of the cost deviation is smaller than the allocated buffer at this time. ),Right now: The cost warning level was determined to be a mild warning (Ⅰ). The overall progress and cost coordination warning level for week 19 was determined to be a moderate warning (Ⅱ). The forward-looking plan was updated based on the reasons for the deviation.

[0130] Based on a comprehensive comparison of the progress and cost data of Buildings 4-2 and 4-1, the method described in this embodiment can output early warning information in a timely manner during construction, preventing further escalation of progress and cost issues. The overall construction progress of the main structure is saved by 10 days, and the cost is reduced by approximately 230,000 yuan.

[0131] Example 2 Corresponding to Embodiment 1 above, Embodiment 2 of the present invention provides a digital lean construction progress and cost coordination dynamic early warning device. The corresponding technical features and effects can be referred to Embodiment 1 above, and will not be repeated in this embodiment. Figure 7 This is a block diagram of the digital lean construction progress and cost coordination dynamic early warning device provided in Embodiment 2 of the present invention, as shown below. Figure 7 As shown, the device includes: a first acquisition module 201, a second acquisition module 202, a first determination module 203, a first calculation module 204, a second calculation module 205, a third calculation module 206, a second determination module 207, and a generation module 208.

[0132] The first acquisition module 201 is used to acquire the overall control plan, forward-looking plan, and cycle plan of the construction project. The cycle plan corresponds to a construction cycle, which includes several lean processes. The forward-looking plan includes multiple construction cycles, and the overall control plan includes all construction cycles of the construction project. The second acquisition module 202 is used to acquire lean process data of the construction project. The lean process data includes the work object, planned workload, planned start and end times, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload for each lean process. The first determination... Module 203 is used to determine the initial schedule buffer and initial cost buffer of the overall control plan, and calculate the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan, and calculate the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan; the first calculation module 204 is used to calculate the schedule deviation and cost deviation of the cycle plan based on the lean process data; the second calculation module 205 is used to calculate the schedule prediction deviation and cost prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plan in the target plan, and calculate the initial schedule buffer and initial cost buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan. The first calculation module 206 is used to calculate the progress buffer amount of the target plan based on the progress buffer amount of the first cycle plan and the cumulative amount of the progress deviation of the completed cycle plan, and to calculate the cost buffer amount of the target plan based on the initial cost buffer amount of the target plan and the cumulative amount of the cost deviation of the completed cycle plan, wherein the target plan is the overall control plan or the forward-looking plan; the third calculation module 206 is used to calculate the progress buffer amount of the first cycle plan based on the progress buffer amount of the forward-looking plan, and to calculate the cost buffer amount of the first cycle plan based on the cost buffer amount of the forward-looking plan, wherein the first cycle plan is the cycle plan currently being executed in the forward-looking plan; the second determination module 207 is used to compare the progress deviation of the first cycle plan, the progress prediction deviation of the forward-looking plan, and the progress prediction deviation of the overall control plan with the corresponding progress buffer amounts when the first cycle plan is completed, so as to determine the progress warning result, and to compare the cost deviation of the first cycle plan, the cost prediction deviation of the forward-looking plan, and the cost prediction deviation of the overall control plan with the corresponding cost buffer amounts, so as to determine the cost warning result; the generation module 208 is used to generate and output the overall warning result of the construction project based on the progress warning result and the cost warning result.

[0133] Optionally, in one embodiment, the second acquisition module is used to collect the lean process data through the construction project's progress management system, material management system, cost management system, and task management system.

[0134] Optionally, in one embodiment, the second determining module includes: a first determining unit, configured to determine that the progress warning result is no warning required when the progress deviation of the first periodic plan is greater than or equal to 0; a second determining unit, configured to determine that the progress warning result is a level one warning when the progress deviation of the first periodic plan is less than 0 and the absolute value of the progress deviation of the first periodic plan is less than or equal to the progress buffer amount of the first periodic plan; and a third determining unit, configured to determine that the progress warning result is a level one warning when the progress deviation of the first periodic plan is less than 0, the absolute value of the progress deviation of the first periodic plan is greater than the progress buffer amount of the first periodic plan, and the progress of the forward planning... The fourth determining unit is configured to determine the progress warning result as a Level II warning when the absolute value of the prediction deviation of the first periodic plan is less than 0, the absolute value of the prediction deviation of the forward-looking plan is greater than the progress buffer of the forward-looking plan, and the absolute value of the prediction deviation of the overall control plan is less than or equal to the progress buffer of the overall control plan; the fifth determining unit is configured to determine the progress warning result as a Level III warning when the absolute value of the prediction deviation of the first periodic plan is less than 0 and the absolute value of the prediction deviation of the overall control plan is greater than the progress buffer of the overall control plan. The first determination unit determines the cost warning result as Level 4 when the cost deviation of the first cycle plan is greater than or equal to 0; the second determination unit determines the cost warning result as Level 1 when the cost deviation of the first cycle plan is less than 0 and the absolute value of the cost deviation of the first cycle plan is less than or equal to the cost buffer of the first cycle plan; the third determination unit determines the cost warning result as Level 1 when the cost deviation of the first cycle plan is less than 0, the absolute value of the cost deviation of the first cycle plan is greater than the cost buffer of the first cycle plan, and the absolute value of the cost prediction deviation of the forward-looking plan is less than... The ninth determining unit is used to determine the cost warning result as a level two warning when the cost deviation of the first periodic plan is less than 0, the absolute value of the cost prediction deviation of the forward-looking plan is greater than the cost buffer of the forward-looking plan, and the absolute value of the cost prediction deviation of the overall control plan is less than or equal to the cost buffer of the overall control plan; the tenth determining unit is used to determine the cost warning result as a level four warning when the cost deviation of the first periodic plan is less than 0 and the absolute value of the cost prediction deviation of the overall control plan is greater than the cost buffer of the overall control plan.

[0135] Optionally, in one embodiment, the generation module is further configured to use the higher warning level between the progress warning result and the cost warning result as the overall warning result; the device further includes a triggering module, configured to trigger different warning output instructions according to different warning levels.

[0136] Optionally, in one embodiment, the step of calculating the schedule deviation of the cycle plan based on the lean process data includes: calculating the sum of the actual completed workload of each lean process included in the cycle plan to obtain the actual completed workload of the cycle plan; calculating the sum of the planned workload of each lean process included in the cycle plan to obtain the planned workload of the cycle plan; and calculating the difference between the actual completed workload and the planned workload of the cycle plan to obtain the schedule deviation of the cycle plan.

[0137] Optionally, in one embodiment, the step of calculating the cost deviation of the cycle plan based on the lean process data includes: calculating the product of the planned workload and the budgeted cost per unit workload of the lean process to obtain the planned workload budgeted cost of the lean process; calculating the product of the actual completed workload and the budgeted cost per unit workload of the lean process to obtain the completed workload budgeted cost of the lean process; calculating the product of the actual completed workload and the actual cost per unit workload of the lean process to obtain the completed workload actual cost of the lean process; summing up the planned workload budgeted cost, completed workload budgeted cost, and completed workload actual cost corresponding to each lean process included in the cycle plan to obtain the planned workload budgeted cost, completed workload budgeted cost, and completed workload actual cost corresponding to the cycle plan; and calculating the difference between the completed workload budgeted cost and the completed workload actual cost of the cycle plan to obtain the cost deviation of the cycle plan.

[0138] Optionally, in one embodiment, the step of calculating the progress prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan includes: calculating the sum of the actual completed workload of each completed cycle plan included in the target plan to obtain the actual completed workload of the target plan; calculating the sum of the planned workload of each completed cycle plan included in the target plan to obtain the completed planned workload of the target plan; calculating the sum of the planned workload of all cycle plans included in the target plan to obtain the planned workload of the target plan; calculating the ratio of the actual completed workload of the target plan to the completed planned workload to obtain the average planned completion percentage; calculating the product of the planned workload of the target plan and the average planned completion percentage to obtain the predicted completed workload of the target plan; and calculating the difference between the predicted completed workload and the planned workload of the target plan to obtain the progress prediction deviation of the target plan.

[0139] Optionally, in one embodiment, the step of calculating the cost prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan includes: calculating the sum of the budgeted costs of the completed workload of each completed cycle plan included in the target plan to obtain the budgeted cost of the completed workload of the target plan; calculating the sum of the actual costs of the completed workload of each completed cycle plan included in the target plan to obtain the actual costs of the completed workload of the target plan; calculating the sum of the budgeted costs of the planned workload of all cycle plans included in the target plan to obtain the budgeted costs of the planned workload of the target plan; calculating the ratio of the budgeted cost of the completed workload of the target plan to the actual costs of the completed workload to obtain the average cost performance index; calculating the ratio of the budgeted cost of the planned workload of the target plan to the average cost performance index to obtain the predicted cost of completion of the target plan; and calculating the difference between the predicted cost of completion of the target plan and the budgeted cost of the planned workload to obtain the cost prediction deviation of the target plan.

[0140] Optionally, in one embodiment, the step of obtaining the progress buffer of the target plan based on the initial progress buffer of the target plan and the cumulative progress deviation of all completed periodic plans includes: calculating the sum of the progress deviations of all completed periodic plans in the target plan to obtain the cumulative progress deviation; and calculating the sum of the initial progress buffer of the target plan and the cumulative progress deviation to obtain the progress buffer of the target plan.

[0141] Optionally, in one embodiment, the step of obtaining the cost buffer of the target plan based on the initial cost buffer of the target plan and the cumulative cost deviation of all completed periodic plans includes: calculating the sum of the cost deviations of all completed periodic plans in the target plan to obtain the cumulative cost deviation; and calculating the sum of the initial cost buffer of the target plan and the cumulative cost deviation to obtain the cost buffer of the target plan.

[0142] Optionally, in one embodiment, the step of calculating the schedule buffer of the first cycle plan based on the schedule buffer of the forward-looking plan includes: calculating the sum of the planned workload of all unfinished cycle plans in the forward-looking plan to obtain the unfinished planned workload of the forward-looking plan; calculating the ratio of the schedule buffer of the forward-looking plan to the unfinished planned workload of the forward-looking plan to obtain a first coefficient; and calculating the product of the planned workload of the first cycle plan and the first coefficient to obtain the schedule buffer of the first cycle plan.

[0143] Optionally, in one embodiment, the step of calculating the cost buffer of the first cycle plan based on the cost buffer of the forward-looking plan includes: calculating the sum of the budgeted costs of the planned workload of all unfinished cycle plans in the forward-looking plan to obtain the budgeted cost of the unfinished planned workload of the forward-looking plan; calculating the ratio of the cost buffer of the forward-looking plan to the budgeted cost of the unfinished planned workload of the forward-looking plan to obtain a second coefficient; and calculating the product of the budgeted cost of the planned workload of the first cycle plan and the second coefficient to obtain the cost buffer of the first cycle plan.

[0144] Optionally, in one embodiment, the steps of determining the initial schedule buffer and initial cost buffer of the overall control plan include: calculating the planned workload and planned workload budget cost of the overall control plan based on the lean process data; calculating the initial schedule buffer of the overall control plan based on the planned workload and preset schedule buffer ratio of the overall control plan; and calculating the initial cost buffer of the overall control plan based on the planned workload budget cost and preset cost buffer ratio of the overall control plan.

[0145] Optionally, in one embodiment, the steps of calculating the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan and calculating the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan include: calculating the planned workload and budgeted cost of the forward-looking plan based on the lean process data; calculating the proportion of the planned workload of the forward-looking plan in the planned workload of the overall control plan to obtain the schedule proportion; calculating the product of the schedule proportion and the initial schedule buffer of the overall control plan to obtain the initial schedule buffer of the forward-looking plan; calculating the proportion of the budgeted cost of the planned workload of the forward-looking plan in the budgeted cost of the planned workload of the overall control plan to obtain the cost proportion; and calculating the product of the cost proportion and the initial cost buffer of the overall control plan to obtain the initial cost buffer of the forward-looking plan.

[0146] Example 3 This embodiment also provides a computer device, such as a smartphone, tablet computer, laptop computer, desktop computer, rack server, blade server, tower server, or cabinet server (including a standalone server or a server cluster composed of multiple servers), etc., capable of executing programs. Figure 8 As shown, the computer device 01 in this embodiment includes, but is not limited to, a memory 012 and a processor 011 that are communicatively connected to each other via a system bus. It should be noted that... Figure 8 Only a computer device 01 with component memory 012 and processor 011 is shown; however, it should be understood that it is not required to implement all of the components shown, and more or fewer components may be implemented instead.

[0147] In this embodiment, the memory 012 (i.e., the readable storage medium) includes flash memory, hard disk, multimedia card, card-type memory (e.g., SD or DX memory), random access memory (RAM), static random access memory (SRAM), read-only memory (ROM), electrically erasable programmable read-only memory (EEPROM), programmable read-only memory (PROM), magnetic memory, disk, optical disk, etc. In some embodiments, the memory 012 may be an internal storage unit of the computer device 01, such as the hard disk or memory of the computer device 01. In other embodiments, the memory 012 may also be an external storage device of the computer device 01, such as a plug-in hard disk, smart media card (SMC), secure digital (SD) card, flash card, etc., equipped on the computer device 01. Of course, the memory 012 may include both the internal storage unit and the external storage device of the computer device 01. In this embodiment, the memory 012 is typically used to store the operating system and various application software installed on the computer device 01, such as the program code of the digital lean construction progress and cost coordination dynamic early warning device in Embodiment 2. In addition, memory 012 can also be used to temporarily store various types of data that have been output or will be output.

[0148] In some embodiments, processor 011 may be a central processing unit (CPU), controller, microcontroller, microprocessor, or other data processing chip. This processor 011 is typically used to control the overall operation of computer device 01. In this embodiment, processor 011 is used to run program code stored in memory 012 or process data, such as a dynamic early warning method for digital lean construction progress and cost coordination.

[0149] Example 4 This embodiment also provides a computer-readable storage medium, such as flash memory, hard disk, multimedia card, card-type memory (e.g., SD or DX memory), random access memory (RAM), static random access memory (SRAM), read-only memory (ROM), electrically erasable programmable read-only memory (EEPROM), programmable read-only memory (PROM), magnetic memory, disk, optical disk, server, App application store, etc., which stores a computer program. When the program is executed by a processor, it implements the corresponding function. The computer-readable storage medium of this embodiment is used to store a dynamic early warning device for digital lean construction progress and cost coordination. When executed by a processor, it implements the dynamic early warning method for digital lean construction progress and cost coordination of Embodiment 1.

[0150] It should be noted that, in this document, the terms "comprising," "including," or any other variations thereof are intended to cover non-exclusive inclusion, such that a process, method, article, or apparatus that comprises a list of elements includes not only those elements but also other elements not expressly listed, or elements inherent to such a process, method, article, or apparatus. Unless otherwise specified, an element defined by the phrase "comprising one..." does not exclude the presence of other identical elements in the process, method, article, or apparatus that includes that element.

[0151] The sequence numbers of the above embodiments of the present invention are for descriptive purposes only and do not represent the superiority or inferiority of the embodiments.

[0152] Through the above description of the embodiments, those skilled in the art can clearly understand that the methods of the above embodiments can be implemented by means of software plus necessary general-purpose hardware platforms. Of course, they can also be implemented by hardware, but in many cases the former is a better implementation method.

[0153] The above are merely preferred embodiments of the present invention and do not limit the scope of the patent. Any equivalent structural or procedural transformations made based on the description and drawings of the present invention, or direct or indirect applications in other related technical fields, are similarly included within the scope of patent protection of the present invention.

Claims

1. A digital lean construction progress and cost coordination dynamic early warning method, characterized in that, include: Obtain the overall control plan, forward-looking plan, and cycle plan for the construction project. The cycle plan corresponds to a construction cycle, which contains several lean processes. The forward-looking plan includes multiple construction cycles, and the overall control plan includes all construction cycles of the construction project. Obtain lean process data for the construction project, wherein the lean process data includes the work object, planned workload, planned start and end time, budgeted cost per unit workload, actual completed workload, actual completion time, and actual cost per unit workload for the lean process; Determine the initial schedule buffer and initial cost buffer of the overall control plan, and calculate the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan, and calculate the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan. Calculate the schedule deviation and cost deviation of the cycle plan based on the lean process data; The schedule prediction deviation and cost prediction deviation of the target plan are calculated based on the lean process data corresponding to the completed cycle plans in the target plan. The schedule buffer amount of the target plan is calculated based on the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviation of the completed cycle plans. The cost buffer amount of the target plan is calculated based on the initial cost buffer amount of the target plan and the cumulative amount of cost deviation of the completed cycle plans. The target plan is the overall control plan or the forward-looking plan. The schedule buffer of the first cycle plan is calculated based on the schedule buffer of the forward-looking plan, and the cost buffer of the first cycle plan is calculated based on the cost buffer of the forward-looking plan, wherein the first cycle plan is the cycle plan currently being executed in the forward-looking plan. When the first cycle plan is completed, the schedule deviation of the first cycle plan, the schedule prediction deviation of the forward-looking plan, and the schedule prediction deviation of the overall control plan are compared with the corresponding schedule buffers to determine the schedule warning result. The cost deviation of the first cycle plan, the cost prediction deviation of the forward-looking plan, and the cost prediction deviation of the overall control plan are compared with the corresponding cost buffers to determine the cost warning result. Based on the progress warning results and cost warning results, generate and output the overall warning results for the construction project.

2. The digital lean construction progress and cost coordination dynamic early warning method according to claim 1, characterized in that, The steps for obtaining lean process data for the construction project include: The lean process data is collected through the project's progress management system, material management system, cost management system, and task management system.

3. The digital lean construction progress and cost coordination dynamic early warning method according to claim 1, characterized in that, The steps for determining the progress warning result include: when the progress deviation of the first cycle plan is greater than or equal to 0, the progress warning result is determined to be no warning required; when the progress deviation of the first cycle plan is less than 0 and the absolute value of the progress deviation of the first cycle plan is less than or equal to the progress buffer of the first cycle plan, the progress warning result is determined to be a Level 1 warning; when the progress deviation of the first cycle plan is less than 0, the absolute value of the progress deviation of the first cycle plan is greater than the progress buffer of the first cycle plan, and the absolute value of the progress prediction deviation of the forward-looking plan is less than or equal to the progress buffer of the forward-looking plan, the progress warning result is determined to be a Level 2 warning; when the progress deviation of the first cycle plan is less than 0, the absolute value of the progress prediction deviation of the forward-looking plan is greater than the progress buffer of the forward-looking plan, and the absolute value of the progress prediction deviation of the overall control plan is less than or equal to the progress buffer of the overall control plan, the progress warning result is determined to be a Level 3 warning; when the progress deviation of the first cycle plan is less than 0 and the absolute value of the progress prediction deviation of the overall control plan is greater than the progress buffer of the overall control plan, the progress warning result is determined to be a Level 4 warning. The steps for determining the cost warning result include: when the cost deviation of the first cycle plan is greater than or equal to 0, the cost warning result is determined to be no warning required; when the cost deviation of the first cycle plan is less than 0 and the absolute value of the cost deviation of the first cycle plan is less than or equal to the cost buffer of the first cycle plan, the cost warning result is determined to be a Level 1 warning; when the cost deviation of the first cycle plan is less than 0, the absolute value of the cost deviation of the first cycle plan is greater than the cost buffer of the first cycle plan, and the absolute value of the cost prediction deviation of the forward-looking plan is less than or equal to the cost buffer of the forward-looking plan, the cost warning result is determined to be a Level 2 warning; when the cost deviation of the first cycle plan is less than 0, the absolute value of the cost prediction deviation of the forward-looking plan is greater than the cost buffer of the forward-looking plan, and the absolute value of the cost prediction deviation of the overall control plan is less than or equal to the cost buffer of the overall control plan, the cost warning result is determined to be a Level 3 warning; when the cost deviation of the first cycle plan is less than 0 and the absolute value of the cost prediction deviation of the overall control plan is greater than the cost buffer of the overall control plan, the cost warning result is determined to be a Level 4 warning.

4. The digital lean construction progress and cost coordination dynamic early warning method according to claim 3, characterized in that, The steps for generating an overall early warning result for a construction project include: using the higher warning level between the progress early warning result and the cost early warning result as the overall early warning result; The method also includes triggering different warning output commands according to different warning levels.

5. The digital lean construction progress and cost coordination dynamic early warning method according to claim 1, characterized in that, The steps for calculating the schedule deviation of the cycle plan based on the lean process data include: The actual completed workload of each lean process included in the cycle plan is calculated to obtain the actual completed workload of the cycle plan. Calculate the sum of the planned workloads for each lean process included in the cycle plan to obtain the planned workload of the cycle plan; The difference between the actual completed workload and the planned workload in the periodic plan is calculated to obtain the schedule deviation of the periodic plan; The steps for calculating the cost deviation of the cycle plan based on the lean process data include: Calculate the product of the planned workload and the budgeted cost per unit workload of the lean process to obtain the budgeted cost of the planned workload of the lean process; Calculate the product of the actual completed workload of the lean process and the budgeted cost per unit workload to obtain the budgeted cost of the completed workload of the lean process; Calculate the product of the actual completed workload of the lean process and the actual cost per unit workload to obtain the actual cost of the completed workload of the lean process; The planned workload budget cost, completed workload budget cost, and completed workload actual cost corresponding to each lean process included in the cycle plan are summarized to obtain the planned workload budget cost, completed workload budget cost, and completed workload actual cost corresponding to the cycle plan. The cost deviation of the periodic plan is obtained by calculating the difference between the budgeted cost of the completed work and the actual cost of the completed work in the periodic plan.

6. The digital lean construction progress and cost coordination dynamic early warning method according to claim 5, characterized in that, The steps for calculating the schedule prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan include: calculating the sum of the actual completed workload of each completed cycle plan included in the target plan to obtain the actual completed workload of the target plan; calculating the sum of the planned workload of each completed cycle plan included in the target plan to obtain the completed planned workload of the target plan; calculating the sum of the planned workload of all cycle plans included in the target plan to obtain the planned workload of the target plan; calculating the ratio of the actual completed workload to the completed planned workload of the target plan to obtain the average planned completion percentage; calculating the product of the planned workload of the target plan and the average planned completion percentage to obtain the predicted completed workload of the target plan; and calculating the difference between the predicted completed workload and the planned workload of the target plan to obtain the schedule prediction deviation of the target plan. The steps for calculating the cost forecast deviation of the target plan based on the lean process data corresponding to the completed cycle plans in the target plan include: calculating the sum of the budgeted costs of the completed workload of each completed cycle plan included in the target plan to obtain the budgeted cost of the completed workload of the target plan; calculating the sum of the actual costs of the completed workload of each completed cycle plan included in the target plan to obtain the actual costs of the completed workload of the target plan; calculating the sum of the budgeted costs of the planned workload of all cycle plans included in the target plan to obtain the budgeted costs of the planned workload of the target plan; calculating the ratio of the budgeted cost of the completed workload of the target plan to the actual costs of the completed workload to obtain the average cost performance index; calculating the ratio of the budgeted cost of the planned workload of the target plan to the average cost performance index to obtain the predicted cost of completion of the target plan; and calculating the difference between the predicted cost of completion of the target plan and the budgeted cost of the planned workload to obtain the cost forecast deviation of the target plan.

7. The digital lean construction progress and cost coordination dynamic early warning method according to claim 6, characterized in that, The step of obtaining the schedule buffer amount of the target plan based on the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviations of all completed periodic plans includes: calculating the sum of the schedule deviations of all completed periodic plans in the target plan to obtain the cumulative amount of the schedule deviations; calculating the sum of the initial schedule buffer amount of the target plan and the cumulative amount of schedule deviations to obtain the schedule buffer amount of the target plan. The step of obtaining the cost buffer amount of the target plan based on the initial cost buffer amount of the target plan and the cumulative amount of cost deviations of all completed periodic plans includes: calculating the sum of cost deviations of all completed periodic plans in the target plan to obtain the cumulative amount of cost deviations; and calculating the sum of the initial cost buffer amount of the target plan and the cumulative amount of cost deviations to obtain the cost buffer amount of the target plan.

8. The digital lean construction progress and cost coordination dynamic early warning method according to claim 7, characterized in that, The steps for calculating the schedule buffer of the first cycle plan based on the schedule buffer of the forward-looking plan include: calculating the sum of the planned workload of all unfinished cycle plans in the forward-looking plan to obtain the unfinished planned workload of the forward-looking plan; calculating the ratio of the schedule buffer of the forward-looking plan to the unfinished planned workload of the forward-looking plan to obtain a first coefficient; and calculating the product of the planned workload of the first cycle plan and the first coefficient to obtain the schedule buffer of the first cycle plan. The steps for calculating the cost buffer of the first cycle plan based on the cost buffer of the forward-looking plan include: calculating the sum of the budgeted costs of the planned workload of all unfinished cycle plans in the forward-looking plan to obtain the budgeted cost of the unfinished planned workload of the forward-looking plan; calculating the ratio of the cost buffer of the forward-looking plan to the budgeted cost of the unfinished planned workload of the forward-looking plan to obtain a second coefficient; and calculating the product of the budgeted cost of the planned workload of the first cycle plan and the second coefficient to obtain the cost buffer of the first cycle plan.

9. The digital lean construction progress and cost coordination dynamic early warning method according to claim 1, characterized in that, The steps for determining the initial schedule buffer and initial cost buffer of the overall control plan include: Calculate the planned workload and budgeted cost of the overall control plan based on the lean process data. The initial progress buffer of the overall control plan is calculated based on the planned workload and the preset progress buffer ratio of the overall control plan. The initial cost buffer of the overall control plan is calculated based on the planned workload budget cost and the preset cost buffer ratio of the overall control plan.

10. The digital lean construction progress and cost coordination dynamic early warning method according to claim 9, characterized in that, The steps of calculating the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan, and calculating the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan, include: Calculate the planned workload and budgeted cost of the forward-looking plan based on the lean process data. Calculate the proportion of the planned workload of the forward-looking plan in the planned workload of the overall control plan to obtain the schedule proportion; The initial schedule buffer of the forward-looking plan is obtained by multiplying the progress percentage by the initial schedule buffer of the overall control plan. Calculate the proportion of the planned workload budget cost of the forward-looking plan in the planned workload budget cost of the overall control plan to obtain the cost proportion; The initial cost buffer of the forward-looking plan is obtained by multiplying the cost percentage by the initial cost buffer of the overall control plan.

11. A digital lean construction progress and cost coordination dynamic early warning device, characterized in that, include: The first acquisition module is used to acquire the overall control plan, forward-looking plan and cycle plan of the construction project. The cycle plan corresponds to a construction cycle, and the construction cycle has several lean processes. The forward-looking plan includes multiple construction cycles, and the overall control plan includes all construction cycles of the construction project. The second acquisition module is used to acquire lean process data of the construction project, wherein the lean process data includes the work object, planned workload, planned start and end time, budgeted cost per unit workload, actual completed workload, actual completion time and actual cost per unit workload of the lean process; The first determining module is used to determine the initial schedule buffer and initial cost buffer of the overall control plan, and to calculate the initial schedule buffer of the forward-looking plan based on the initial schedule buffer of the overall control plan, and to calculate the initial cost buffer of the forward-looking plan based on the initial cost buffer of the overall control plan. The first calculation module is used to calculate the schedule deviation and cost deviation of the cycle plan based on the lean process data. The second calculation module is used to calculate the schedule prediction deviation and cost prediction deviation of the target plan based on the lean process data corresponding to the completed cycle plan in the target plan, calculate the schedule buffer amount of the target plan based on the initial schedule buffer amount of the target plan and the cumulative amount of the schedule deviation of the completed cycle plan, and calculate the cost buffer amount of the target plan based on the initial cost buffer amount of the target plan and the cumulative amount of the cost deviation of the completed cycle plan. The target plan is the overall control plan or the forward-looking plan. The third calculation module is used to calculate the schedule buffer of the first cycle plan based on the schedule buffer of the forward-looking plan, and to calculate the cost buffer of the first cycle plan based on the cost buffer of the forward-looking plan, wherein the first cycle plan is the cycle plan currently being executed in the forward-looking plan. The second determining module is used to compare the progress deviation of the first periodic plan, the progress prediction deviation of the forward-looking plan, and the progress prediction deviation of the overall control plan with the corresponding progress buffer amounts when the first periodic plan is completed, so as to determine the progress warning result; and to compare the cost deviation of the first periodic plan, the cost prediction deviation of the forward-looking plan, and the cost prediction deviation of the overall control plan with the corresponding cost buffer amounts, so as to determine the cost warning result. The generation module is used to generate and output the overall early warning results of the construction project based on the progress early warning results and cost early warning results.

12. A computer device comprising a memory, a processor, and a computer program stored in the memory and executable on the processor, characterized in that, When the processor executes the computer program, it implements the steps of the method according to any one of claims 1 to 10.

13. A computer-readable storage medium having a computer program stored thereon, characterized in that: When the computer program is executed by a processor, it implements the steps of the method according to any one of claims 1 to 10.

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