Lean Construction Concept Used to Develop Infrastructure Facilities for Tourism Clusters

Abstract

The relevance of the article is conditioned on tourist infrastructure problems and underdevelopment when creating and developing territorial clusters, for which there is not enough research materials in the context of tourism cluster facilities construction, despite the fact that the issues of lean construction (LC) are widely covered. Based on the relevance, the main hypothesis of the study was determined. It consists of the fact that the use of lean construction can increase the efficiency of construction megaprojects in the field of tourism clusters. The objective of this study is to develop a mechanism for the development of tourism clusters based on the lean construction concept that will be aimed at increasing the efficiency of construction projects taking into account the accumulated world experience. Within the framework of the tasks set, the analysis of the lean construction methodological base was carried out, methodological recommendations aimed at increasing the efficiency of construction megaprojects of tourism clusters based on the lean construction concept were developed, a model for the implementation of lean construction in infrastructure projects of tourism clusters, as well as a checklist of the analysis technology were elaborated. The proposed methodological approach to the implementation of tourism cluster megaprojects based on the lean construction concept is the basis for organizing and planning development activities at the tactical and operational levels. To assess the effectiveness of lean construction tool introduction to implement infrastructure projects of tourism clusters, a comparative analysis was carried out and the construction time and lifecycle cost of a typical guest house were calculated without taking into account the lean construction methodology and after its introduction. The results obtained, namely, the duration of the project and costs at life cycle stages made it possible to conclude that the proposed methodological approach is effective.

1. Introduction

Today, in construction and tourism clusters development, there are strong lags in the introduction of new technologies, management methods, and the latest building materials [1].

The lean construction philosophy can be one of the tools for improving the sale of construction products and upgrading management skills. It consists of a set of modern management tools and methods [2,3].

Lean construction is a method of designing production systems that allows for minimizing the loss of materials, time, and effort in order to create the highest possible value [4].

The methodology and philosophy of lean construction is used at all stages of the product manufacturing life cycle (from the design to liquidation stage), elimination of various production losses. Everything that does not create value for the consumer and contributes to the rise in price of the product reduces, and a system aimed at meeting the needs of the consumer is created [5].

Based on the world experience of research in the field of lean construction [6,7,8,9,10,11], the negative impact of large-scale infrastructure projects of tourism clusters on the environment was studied. In the overwhelming majority of cases, tourism clusters are located in special natural and recreational zones for the purposes of ensuring the greatest comfort for tourists. These are ecologically clean regions that attract tourists, since they can have there a proper healthy rest and get aesthetic impressions from communicating with nature [12,13].

Being an example of an investment and construction megaproject, the tourist cluster has a number of specific features, such as complex management, risks of exceeding the cost, and failure to meet the deadlines for the implementation, which shall also be taken into account when developing the concept of tourist clusters [13].

The relevance of the article is substantiated by problems and underdevelopment of the tourist infrastructure when creating and developing territorial clusters, for which there is not enough research materials in the context of tourism cluster facilities’ construction, despite the fact that the issues of lean construction and reproduction in general are widely covered [14,15,16,17,18].

Based on the relevance, the main hypothesis of the study was determined. It consists of the fact that the use of lean construction can increase the efficiency of construction megaprojects in the field of tourism clusters.

Thus, the objective of this study is to develop a mechanism for the development of tourism clusters based on the lean construction concept and aimed at increasing the efficiency of construction megaprojects taking into account the accumulated world experience.

In turn, the main tasks of the study are as follows: analysis of the lean construction methodological base, development of methodological recommendations aimed at increasing the efficiency of construction megaprojects of tourism clusters based on the lean construction concept, LC implementation models for infrastructure projects of tourism clusters, a checklist of the analysis technology, and application of the developed methodological approach on the example of a real tourism cluster.

When studying the main problems, it was established that the concept of lean construction in relation to tourism clusters should be considered in a broader sense. In addition to the development and construction itself, this concept must also include the operational stage [19].

Moreover, barriers to the implementation of lean construction in the construction industry were investigated [20,21]. For example, tourism cluster projects’ implementation is characterized by the presence of a large number of participants involved in the implementation of a tourism cluster project, one or more participants are often more active, while others are rather passive, which leads to a decrease in the overall cumulative effect.

At the same time, it is necessary to understand that lean construction is the tool that needs much time for its introduction, so one should not expect quick results. However, it is the only high-performance approach to the implementation of large-scale projects that allows for reducing potential losses both at the construction stage and at the operational stage [22,23,24].

The object of the research is a tourism cluster that represents a group of geographically adjacent interacting companies, real estate objects for various purposes (hotels, public real estate, social and transport infrastructure, etc.), public organizations and related government authorities that form and serve tourist flows using the recreational potential of the territory [25,26].

This article is a continuation of research in the area of implementation of megaprojects for the creation and development of tourism clusters, as a result of which special attention is paid to the use of environmentally friendly and energy efficient technologies that reduce the cost of construction and operation and the load on the unique natural component.

After analyzing all the above problems, it is possible to draw the conclusion that it may be expedient to use lean construction during the implementation of infrastructure projects in the tourism industry. In the authors’ opinion, it is this approach that will help solve most of the problems arising during the construction of facilities, increase information equipment, ensure reliable relationships between all participants involved in the project, reduce the construction time, and improve the environmental component both during construction and during the operational stage [27,28].

2. Materials and Methods

The methodological basis for writing this article includes methods of comparison and generalization within the framework of a literature review, previous studies of the authors in the field of implementation of tourism cluster megaprojects, LCC methodology in construction, and methods of financial and economic modeling of construction projects [29,30,31]. In addition, the authors’ expertise in the field of development of tourism cluster megaprojects, modeling of sustainable development of construction, best use analyses, project life cycle management, etc. were used in the article [32,33].

The following two main components of efficiency are distinguished within the framework of a megaproject: megaproject efficiency from the standpoint of the state and society, as well as its efficiency for private capital. Based on the proposed model, the efficiency from the standpoint of the state will be formed at the strategic and tactical levels, while the economic efficiency for a particular investor will be determined at the operational level [34,35,36].

Tourism clusters predominantly represent investment and construction megaprojects, during the implementation of which it is necessary to take into account interests of a large number of participants, as well as developing special organizational and managerial decisions considering their specificity and scale, including life cycle contracts [37,38,39]. The implementation of investment and construction megaprojects, as a rule, is fraught with such problems as an increased implementation period, exceeded estimated costs, complex management, and efficiency evaluation [40,41,42].

Considering the indispensable link between the tourism industry and the environment, and, consequently, the attraction of tourists, it is necessary to consider the methodology and philosophy of lean construction in a broader sense. It is necessary to consider not only the period of project creation and construction of buildings and structures, but also the period of their operation. The conceptual foundations of lean construction, as applied to the tourism sector, will first of all help solve most of the problems arising during the formation and implementation of development projects for the creation and development of tourism clusters [43,44].

There are a few specific approaches towards the management of the above areas in lean construction, and there are a number of special tools that help competently and effectively manage even large investment and construction projects. The main ones are presented below [45,46,47]:

• Last planner^®
• Building information modeling (BIM)
• 5S—instructions how to organize and maintain a workplace
• Just-in-time (JIT)
• First In, First Out (FIFO)
• Andon—a Japanese loanword originally meaning paper lantern
• Kaizen—continuous improvement
• Fail safe for quality and safety—preventive actions for quality and safety
• Total productive maintenance (TPM).

All these tools will allow for meeting the deadlines for the construction of buildings and structures, while maintaining high quality, preserving environmental friendliness and reducing the cost of these products and operating costs through the reduction of “unnecessary” losses and emissions, which will help increase the company’s profits.

A combination of tools and methods used in lean construction will improve the activities of a construction organization by creating a flexible management system, increasing labor productivity, improving the quality of construction products and thereby leading to an increase in the competitiveness of the organization [48].

Let us take a closer look at some lean construction operational planning tools. The composition of Last planner^® mechanism is presented below (Figure 1).

As you can see in the figure above, the first step is drawing up an overall construction schedule. The project duration, start, and end dates of the main phases are determined. Then, detailed planning of each phase is carried out a few months before the start of it (main types of work, resources are determined). At the third stage, it is necessary to check if there are any obstacles to works performance (it covers, as a rule, an interval of six weeks). When obstacles are determined, they are recorded in the log and a person responsible for their elimination is appointed. This approach allows the team to focus on the works that shall be ready for performance as soon as possible. Coordination and check of the works performed are carried out at weekly meetings attended by site managers, work supervisors, and supplier representatives [47,48,49].

Weekly daily plans are developed in accordance with the developed phase plan. Planning is done bottom-up. In case of problems that prevent the completion of works on time, planners are faced with the task of making management decisions to close the gap. Such problems are solved at daily/weekly short meetings. Identification of reasons for failure to complete tasks on time is one of the operational planning objectives.

Thus, last planning is operational planning, i.e., designing a project so as to contribute to the improvement of project performance and management of production units, which in turn represents the completion of individual tasks at the operational level.

Warehouse stocks reduction is one of the tasks the lean construction technology is focused on. In connection with this, it is necessary to develop a logistics system that will allow for quickly responding to changes in the schedule of construction and installation works. This task can be accomplished by providing feedback to obtain information about the current state of the system and quickly make changes in the schedules and delivery plans [50]. BIM technology is used to provide quick feedback [51]. For this purpose, all suppliers and contractors are united into a single information system. It allows for avoiding inconsistencies with a shortage or excess of materials and incomplete supplies.

In case of LEAN system successful operation, the customer may face the following problem—the time needed to implement a specific work (for example, installation of pipelines) decreases; however, unfortunately, the entire project schedule remains the same. It is due to the fact that the timeframe of the subsequent work is fixed (for example, the contractor involved in the next stage cannot start working before the date specified in the contract) [52,53,54,55,56,57,58,59]. This issue is very difficult to resolve on the first pilot project; therefore, the objective of LEAN is to prevent an increase in the project duration [53].

3. Results

Taking into account the peculiarities of tourism clusters, it should be borne in mind that financial costs at the construction phase may be slightly higher, since it is necessary to introduce energy efficient technologies. However, it must be remembered that the introduction of such technologies will help reduce the harmful impact on the environment and significantly reduce costs during the operational phase. Timely implementation of the lean construction technology and its correct application contribute to the elimination or minimization of typical construction problems, including the ones contributing to making correct management decisions. The lean construction implementation model can be roughly divided into three key stages: analysis technology implementation, improvement technology, and engagement technology (Figure 2).

The first step towards the successful implementation of the lean construction philosophy is to assess the current state of the organization. Such an assessment is necessary for an accurate understanding of what needs to be corrected or improved. At this stage, a team is assembled. It consists of employees from different departments. They analyze the following characteristics: internal and external communication, workplace organization, standard operations, performance indicators, inventory management systems, work with suppliers and consumers. The simplest tool for the analysis is to draw up a checklist (

Table 1. Analysis technology checklist.

Control Area	Required State
Standardization of processes	Compliance with the standards is paramount
Process safety	The scale of manufacturing defects occurrence is created, as well as possible final impacts of this result on future operations are considered.
Internal and external communication	Well-established communication contributes to organizational effectiveness.
Workplace organization	Equipment and layout of workplaces are the basis of their organization.
Flexibility	Manufacturing can adapt to orders of different volumes and deadlines, to expansion or changes in the range of products
Monitoring	Modern CRM systems are used for the prompt preparation of various types of reports and the collection of high-quality indicators at the production site.
Transparency	Every business process must be clear to every worker involved in the production chain and until the achievement of certain strategic goals.
Systematic implementation	All stages should be implemented in accordance with the strategic goals of management and supported by orders from management.
Qualification	All employees and managers received the appropriate training
Visual management	Graphic illustrations are used to guide planned processes and improve motivation of employees.
Reduced transportation costs	Routes and methods of materials and products transportation were revised (logistics operators may be attracted)

).

If such checklists are filled out by specialists, one will be able to monitor possible production sites. Each unit of the checklist represents the ideal state of the company (the required state may vary depending on the goals of the company). Tracking the dynamics of organization development according to the checklist allows to compare its state with the previous periods of assessment.

At this stage, it is necessary to consider the implementation of already completed projects to analyze main delays and losses. Moreover, it is necessary to look at this process “from the end” according to the method of the “kanban” system (to consider all works one by one “to the left” from the moment of operation). This method pulls the schedule of the investment and construction project and allows to balance the work and analyze the mistakes made.

Each production step is necessary to carry out evaluation from the point of view of the nature and impact on the process—it adds value, contributes to the creation of value or does not add value (

Table 2. Typology of operations in construction according to the criterion of value creation.

Value-Creating Operations	Operations Contributing to Value Creation	Useless Operations
Basic cycle operations	Construction and installation operations; organization of work of technical and transport vehicles	Poor performance of works; works to eliminate defects; re-performance of works; waiting for the supply of materials or equipment
Logistics operations	Ordering material resources and equipment; delivery of materials from suppliers or from the warehouse to the construction site; movement of materials on site as required	Irrational movement of materials between sites; irrational movement of materials to the warehouse instead of direct delivery to the sites; incomplete deliveries; supply of surplus resources
Auxiliary operations	Analysis and accounting of the volume and composition of construction waste in order to identify types of operational losses	Moving waste on site

). If a construction process does not add value, then it should be excluded from the production process.

The essence of lean construction technology implementation is to monitor possible losses in advance and eliminate negative actions of responsible persons through the accumulation of a construction processes analysis base.

The next stage after drawing up and analyzing the checklists is the improvement of internal processes using progressive lean construction methods (5C, Just-in-time, Kaizen, etc.). It is necessary to use lean construction tools at this stage, since they will help find ways to eliminate shortcomings and losses that were identified at the first stage of system implementation. The main thing here is to remember that the lean construction methodology works effectively only if all participants in the construction interact.

In the last, third, stage, it is necessary to develop the ideology of lean construction, not to forget about its main ideas and constantly focus on the continuous improvement of all processes, even the most perfect ones.

When a construction company decides to use lean methods, it is necessary to develop a project management algorithm using this concept—the customer, personnel, minimization of losses, ongoing improvement. An example of a project management chart is presented below (Figure 3).

Many people think that lean construction is cost-free. Just like in the case of any other methodology, personnel training and the implementation of lean construction methods itself need money. It is also a misconception that the process of lean construction implementation is an easy task. Statistics shows that many enterprises could not cope with it on the first attempt.

An attempt to introduce this technology on impulse is also a mistake. The system must be implemented step by step, stage by stage, constantly checking the effectiveness of each stage implementation in practice. Successful implementation presupposes following all stages of implementation exclusively step by step. Concept misunderstanding entails misunderstanding of the systematization of lean construction tools and the sequence of stages of their implementation.

The reason for the lack of a positive effect of implementation may be the requirement to draw up a plan for such a long period. Such a requirement often results in going into a tailspin and the schedule is drawn up pro forma. If there is no really working schedule, then there is nothing to compare the fact of performance with, there is no effect from the timing of works performance, and the accumulated statistics loses its value.

In the case of lean construction system successful operation, the customer may face the following problem—the time needed to implement a specific work (for example, installation of pipelines) decreases; however, unfortunately, the entire project schedule remains the same. It is due to the fact that the time of the subsequent work is fixed (for example, the contractor involved in the next stage cannot start working before the date specified in the contract). This issue is very difficult to resolve on the first pilot project; therefore, the objective of lean construction is to prevent an increase in project duration. Thus, when developing subsequent projects involving pull scheduling, it is necessary to remember that works on the installation of pipelines can be done faster and thus shift the schedule “to the right”.

It is necessary to introduce lean construction methods into construction as early as possible, because it takes much time, at least several years. However, in case of successful implementation of the lean approach, it is possible to significantly reduce the volume of cost overruns on projects, the project life—by 10% to 20%, which is an impressive figure considering the general economic difficulties in Russia for the coming years. Constant delays in the implementation of such an approach will lead to the lack of a positive effect of its implementation. The peak of lean manufacturing system implementation is a topic for the near future.

In the course of research that was carried out at production sites on various projects, it was shown that the main waste generated during the construction process is various defects, unnecessary movements, excessive energy consumption, and waste production. The causal relationship between lean construction and environmental losses can be presented as follows (Figure 4).

The bold lines mean environmental losses that may be hidden behind the corresponding lean construction losses, and the thin lines mean a potential hazard.

After analyzing the chart below, one can draw the following conclusion: excessive energy consumption is the most important environmental loss, which affects each of the losses that lean construction can eliminate.

Overproduction and defects directly affect the overuse of resources. In addition, a potential increase in time is due to unnecessary and excessive movement, unnecessary handling, and expectations. Depending on the specifics of the processes, resource and energy consumption can be expressed in too much water or can potentially cause indirect harm to people and the environment in the previous and subsequent stages of the product life cycle (for example, the extraction of raw materials).

Waste and various emissions (greenhouse gases, pollution or etherification) affect the health and safety of workers. Negative health effects and neglect of safety can negatively affect human potential, which is something special and can be singled out as one of the losses.

Losses arising during the construction phase and during the operational phase must be minimized, which becomes possible thanks to lean construction tools.

The use of the lean construction methodology at the construction stage allows for improving construction processes and the quality of labor by several times. One can find the following indicators of construction processes improvement using the considered methodology in the public domain on the Internet (

Table 3. Indicators of construction processes improvement according to the lean construction methodology.

Indicator	Improvement Percentage (%)
Increase in labor productivity	30–40
Project implementation period reduction	10–40
Time of equipment operation in good condition	5–30
Risk manageability improvement	5–20
Costs reduction or increased profits	20–60

).

Thus, a key approach to calculating the effectiveness of any activity is to determine the difference between the amount spent by an organization on innovative activities and the amount of profit it will receive.

Generally speaking, economic efficiency can be determined by the following Formula (1):

E = f(T,C,Q) = f(r1, r2, r3… rn)

(1)

T—project implementation period;

C—cost of the project

Q—qualitative characteristics of the project (compliance with standards, customer requirements, etc.);

r1…rn—assessment of the quality and availability of resources for the implementation of the construction project.

In addition, one can use traditional indicators to calculate the economic efficiency of implementation of measures for the organization of lean manufacturing.

Costs (expenses) at the operational stage per year are calculated using the following Formula (2):

CO = (ELC + HE + FUE + WAT + SEW) × 12

(2)

where:

CO—costs (expenses) for the operation of the designed building for 12 months;

ELC—average monthly costs (expenses) for the purchase of electricity;

HE—average monthly costs for heat energy (for the purpose of hot water supply and heating);

FUE—average monthly expenses for the purchase of fuel (gas, coal, etc.);

WAT—average monthly costs for cold and hot water supply;

SEW—average monthly costs for water disposal (sewerage).

There is a chart describing the improvement of development projects’ implementation based on lean construction (Figure 5).

Considering the presented mechanism for the implementation of infrastructure projects of tourism clusters, calculations were carried out and economic justification of lean construction methods effectiveness using a specific example was provided. One of the typical projects of a guest house within the framework of a tourism cluster in the city of Glazov, Russian Federation, was considered as a local example. It should be noted that it is planned to build a sufficiently large number of such facilities within the framework of a tourism cluster (min. 100). Further calculations are given using the example of one facility.

Engineering networks laying is an integral part of any construction project. In this regard, the efficiency and reduction of terms if the method of lean construction is applied was considered using the example of heat pipeline network construction (

Table 4. Temporary indicators of pipeline laying.

Description of Work	Duration
Trenching	8.23 h
Preparing the base for the pipe	2.11 h
Pipe assembly and welding	6.34 h
Pipeline testing	1.41 h
Backfilling	0.7 h

).

According to the project, the heat pipeline under consideration has the following characteristics: pipe diameter—279 mm, length—125 running meters, trench depth—2 m, trench width—4 m, and trench length 65 m, the angle between the trench wall and the horizon—60 degrees. The pipeline is planned to be laid within a straight-line section.

When laying the heat pipeline, the following types of losses were noticed: downtime of workers and equipment, problems with the supply of materials, uneven resource utilization. All losses were carefully examined, and the work schedule was revised.

According to the project, the average time needed to lay one running meter of pipes is as follows: design number of days × work time of personnel/number of running meters = 25 × 8/125 = 1.6 h/running meter.

From this, it follows that 1.6 × 8 = 12.8 m of pipes can be laid per shift. Since one pipe is 11 m long, one should focus on laying one pipe per shift. The process of pipeline laying consists of the following characteristics:

When analyzing works using the lean construction method, it was revealed that all works, except for trenching and backfilling, can be executed at the same time (Figure 6a,b), and, since there is one spare worker, there is no need to provide a time allowance. Being focused on the continuous loading of the excavator, the following is received: 8.23 + 0.7 = 8.93 h. Taking into account delays, this value can be increased to 10 h. The remaining works can also be done in 10 h; even a small cushion of time remains: (2.11 + 6.34 + 1.41 = 9.86).

One can see in Figure 6 that it is possible to lay three pipes instead of two in 36 h. Thus, it will take 10 h to lay 11 running meters of the pipes using the lean construction methodology plus 10 h are needed for the first stage. Thus, the number of hours per shift × length/number of running meters per shift × time spent during the first shift on trenching = 10 × 125/11 + 10 = 123.64 h or 15 days and 4 h. For clarity, the calculated indicators before and after methodology implementation are presented in

Table 5. Calculated indicators before and after methodology implementation.

Indicator	Unit	Indicators According to the Project	Estimated LC Performance	Difference
Time spent	hours	200	123.64	76.36 (38%)
Payroll	USD	13,523	8906	4617 (30%)
Operation of machines and mechanisms	USD	17,584	10,921	6663 (38%)
Components and materials	USD	25,694	25,694	0
Total net	USD	56,801	45,521	11,280 (20%)

.

As one can see from the table above, the construction time reduced by 76.36 h (9 days and 4 h) and the economic costs decreased by 11,280 USD. Using the tools, methods, and technologies of lean construction at all stages, one can achieve significant reductions in both finances and the construction time.

The considered tourism cluster includes several sites for temporary residence of tourists (guest houses, small low-rise hotels). A number of guest houses are envisaged at one of these sites. It is planned to build them by analogy with the guest house for 10 persons.

Due to the peculiarities of a tourism cluster and preferences of the population, the considered hotels are planned to be improved to ensure more environmentally efficient and modern use at the operational phase.

The following energy efficient installations were used to construct this building:

-

use of a hot water supply system based on solar-cell arrays for year-round heating of water;

-

use of solar photovoltaic batteries as an alternative source of electricity generation;

-

use of LED lamps for lighting;

-

installation of motion sensors;

-

a heat pump for heating and air conditioning.

The total area of a cottage is 214 m², the building volume is 650 m³. A typical cottage represents a rectangular, 2-storey building with a double-pitch roof.

A typical building is skeleton-type. The skeleton and the concrete floor slab of the first floor are made of in-situ reinforced concrete. The outer walls of the first floor are cast-in-situ, insulated with mineral wool plates 150 mm thick (under the ventilated facade system with cementitious panel cladding) and extruded polystyrene foam 150 mm thick (in the slope). The second floor is the usable roof level made of wooden structures. External walls are a load-bearing timber framework with a double-sided oblique lathing and an internal insulation made of mineral wool plates with a thickness of 150 mm and cladding with cementitious panels along the ventilated facade system.

The technical and economic indicators of the building are presented in the table below (

Table 6. Technical and economic indicators of the building.

Parameter	Value
Build-up area	192.57 m2
Total area of the building	214 m2
Usable area	203 m2
Building volume	650 m3
Number of places	10 persons

).

The indicators of the water supply and sewerage system are shown in

Table 7. Water supply and sewerage system flow rates.

System Name	Design Flow Rate
	m3/day	m3/h	L/s
Water pipeline (service and drinking)	10.80	2.07	1.038
Hot water	3.36	1.16	0.60
Domestic sewage system	10.80	2.07	1.638

.

To install a solar collector for hot water supply and heating, first of all, one should determine how much solar energy falls on the surface located perpendicular to the sun’s rays. Initially, 700 to 1350 watts of solar thermal energy falls on 1 m² of surface per hour, depending on the state of the atmosphere. An average value of 1000 W/m² is used for calculations.

It takes about 1.16 watts to heat 1 L (kilogram) of water by 1 degree. If you imagine that the solar collector has an area of 1 m², then it can heat by 1 degree:

1000 W/1.16 W = 862.07 kg of water

In addition, 862 kg is exactly the amount of water that a solar collector with an area of 1 m² heats by 1 degree per hour.

According to construction regulations, one resident of a hotel with a shower in each room spends 140 L of water per day [56]. The guest house under consideration can accommodate up to 10 persons (5 rooms with showers). Consequently, up to 1400 L of water will be consumed per day.

Let us calculate the required amount of heat that needs to be spent to heat water in the boiler:

Q = G × Cp × (tb − tx)

(3)

Q—the amount of heat required for heating the boiler, kW·h

G—hot water consumption (m³).

Cp—specific heat capacity of water, Cp = 1.161 kW/kg·°C

Let us assume that the desired temperature for heating is 50 °C and the temperature of cold water is 10 °C; then:

Q = 1.4 × 1.161 × (50 − 10) = 65 kW·h/day

Let us calculate the required number of Atmosfera CBK-Twin Power-30 collectors (collector characteristics are specified in the data sheet): the absorber area of one collector is F1 = 3.1 m², the optical efficiency of the collector is η = 0.95.

The average monthly level of solar radiation (solar constant) (k·Wh/m²/day) is presented in the table below (

Table 8. Average monthly level of solar radiation.

	January	February	March	April	May	June	July	August	September	October	November	December	Average Value
kW·h/m2	1.76	2.78	4.15	5.04	5.95	6.26	6.11	5.13	3.90	2.66	1.85	1.58	3.94

).

Let us find the required area of the heliopole:

Ftot = Q/(q × η)

Q—Average monthly radiation level, kW·h/m²/day (according to the Table)

Ftot = 65/(3.94 × 0.95) = 17.5 m²

The required number of solar collectors:

n = Ftot/F1 = 17.5/3.1 = 5.6 ≈ 6 pcs

Energy saving technologies do not work to generate additional profit, but they work to save and reduce costs throughout the life cycle of the property. To summarize, the operating costs with no solar systems installed and taking into account the use of these solutions will be compared.

The cost of one collector (Atmosfera CBK-Twin Power-30) is 2000 USD. One cottage needs six such solar collectors. Therefore, the acquisition cost is 12,000 USD.

According to the tariffs for hot water in the city of Glazov for 2021, 1 cubic meter of hot water costs 2.5 USD. For the guest house under consideration, 1.4 m³ of water per day are needed (1.4 × 30 = 42 cubic meters of water per month and 42 × 12 = 504 cubic meters per year). Then, the costs for hot water are as follows: 1.4 × 2.5 USD = 3.5 USD per day and 504 × 3.5 = 1754 USD per year.

Despite the high cost of purchasing and installing a solar collector, it helps to save 1754 USD per year during the operational stage. It turns out that eight such installations will fully pay off in 8 years. Considering its service life—more than 25 years—much money will be saved.

The approximate electricity consumption by the guest house under consideration is 5040 W/day or 5.04 KW.

Calculation of the required number of panels. The following data are required for the calculation:

-

Amount of consumed energy

-

Level of insolation in the region

-

Power of one battery

An ASolar 260 M solar battery (EU certified) worth 300 USD will be used for the calculation. The minimum power of this battery is 260 W.

The following formula is used for the calculation:

W = Pw × E

where

Pw—power;

E—insolation value for the selected period.

For a more accurate result, it is necessary to adjust the value of the consumed daily energy taking into account the need for the inventory, battery, and energy conversion (30%). Thus, it is necessary to generate 5040 × 1.3 = 6552 W of energy per day.

The average insolation value is 3.94

W = 260 × 3.94 = 1024

If the total amount of electricity consumed is divided by the amount of electricity generated by a solar battery, the required number of batteries will be received. Thus, 6552/1024 = 6 batteries are needed to provide the guest house with electricity.

It is also necessary to select a battery for the operation of the electrical network when there is no sun. The battery capacity can be found by dividing the consumed amount of electricity by 12V. Thus, the required capacity of the battery bank is 6552 W·h/12 V = 546 Ah, i.e., 3 batteries 200 Ah each. A SunStonePower ML12-200 battery with a service life of up to 10 years and a cost of 400 USD was chosen.

When choosing an inverter, it is important to understand that some devices have inrush currents that appear for a short time when the equipment is started. These inrush currents can be 5–7 times higher than the rated ones. This is important to consider when choosing an inverter. Fortunately, each inverter has a safety margin—the peak load and often this characteristic is 2 times higher than the rated power. Hybrid solar inverter SILA 4000P (PF 1.0) was also chosen. It can convert 4000 W and costs 700 USD. Two such inverters are needed for the facility under consideration.

The total cost of a solar installation is 300 × 6 + 400 × 3 + 700 × 2 = 4400 USD. 0.15 USD is charged per k·Wh at tariffs for 2021 in the city of Glazov. In addition, 5.04 kW is consumed per day (5.04 × 30 = 151.2 kW of energy is consumed per month and 151.2 × 12 = 1814.4 kW per year). It turns out that the annual fee is 1,814.4 × 0.15 USD = 271.8 USD. The use of this system will pay off in 16 years, provided that the tariffs for electricity remain unchanged.

Energy efficient technologies do not work to generate additional profit, but they work to save and reduce costs throughout the life cycle of real estate and to reduce harmful emissions into the atmosphere. To summarize, the operating costs with no solar systems and solar panels installed and taking into account the use of these solutions will be compared (

Table 9. Comparison of the cost of alternative sources.

Value	Costs, If No Systems Are Used (USD)		Costs, If Systems Are Used (USD)
	Per Month	Per Year	Per Month	Per Year
Solar system	146.2	1754	80.4	964.9
Solar electric panels	22.6	271.8	12.4	149.2
Other expenses	72.5	870	39.9	478.5
Total	241.3	2895.8	132.7	1592.6

).

When operating a guest house for 10 persons, the total saving if alternative sources are used amounts to 1303.2 USD per year.

Having analyzed the required number of alternative energy sources and their cost, one can calculate costs for the construction of the facility. As noted earlier, the guest house under consideration was taken from cost-effective design documentation for reuse.

According to the documentation under consideration, the duration of the construction of a two-story building is 7 months.

According to the documentation, the cost of construction and installation works is 355,764.8 USD (taking into account prices of 2021).

Table 10. Construction cost estimate.

No.	Names of Chapters, Facilities, Works, and Costs	Total Estimated Cost $	Total Estimated Cost According to the LEAN Methodology $
1.	Chapter 1. Preparation of the construction site.	1000	1000
2.	Chapter 2. Main construction facilities.	217,525.50	173,820.40
3.	Chapter 3. Auxilliary and service facilities	621.4	490.9
4.	Chapter 4. Power facilities	26,237.80	21,470.30
5.	Chapter 5. Transportation and communication facilities	23,492.40	18,093.90
6.	Chapter 6. External networks and constructions	18,494.00	15,035.20
7.	Chapter 7. Landscaping and site finishing	28,114.80	22,491.80
8.	Chapter 8. Temporary construction facilities	568	446.4
9.	Chapter 9. Other works and costs.	8678.50	6942.80
10.	Chapter 10. Content of the service of the owner	4873.10	3896.90
11.	Chapter 12. Design and survey works	17,482.00	13,985.60
12.	Emergency expenses	8677.30	6941.80
	Total according to the consolidated cost estimate in prices of 2021	355,764.8	284,616.0

compares the cost of construction according to the design and taking into account changes in tourism cluster “Glazov—the city of festivals” according to the adapted methodology of lean construction.

As described above, the lean construction methodology can reduce the construction time by 10–40%. According to SNIP, the construction of a guest house takes 7 months. The use of lean construction technologies from the initial stages of construction can reduce the construction time by 7 × 10% = 0.7 months.

In addition, this methodology allows for reducing the amount of unforeseen costs by 5–20%. The result is a 0.2% reduction of unforeseen costs from 2.5% to 2.3%. The total profit increases by 20–60%. Taking into account the introduction of energy-efficient installations, the total costs will be reduced by 71,148.8 USD.

The table below (

Table 11. Comparison of indicators for the period of the life cycle.

	Construction Cost of 1 m2, USD	Total Area, m2	Construction Time, Days	Operating Costs per Month, USD/m2	Life Cycle Cost Indicator for 1 Year of Operation, USD/m2
Excluding the LC methodology	1662.4	214	240	23.7	284.2
Taking into account the LC methodology	1330	214	180	15.04	173.2

) contains a comparison of the original data and the data obtained taking into account the implementation of the lean construction philosophy.

4. Discussion

The presented results of work can be used by participants in investment and construction megaprojects for the creation and development of clusters at the private and state levels to form a sustainable concept for territory development, as well as to analyze the efficiency of the implementation of various technical innovative solutions. At the same time, taking into account the specifics of each cluster, an individual strategic basis for a specific investment and construction megaproject should be formed considering the format of the facility, climatic, environmental, technical, and other construction conditions.

Further research based on a larger number of tourist infrastructure facilities is needed to apply the proposed methodological approach and obtain additional scientific and practical results, as well as to clarify the methodology given in this article.

The implementation of a detailed algorithm to develop the concept of a tourism cluster that provides for value innovation should result in more competitive and efficient tourism clusters that create value for the consumer and ensure sustainable development of territories.

5. Conclusions

The methodological approach to the implementation of megaprojects of tourism clusters based on the lean construction concept proposed in this article is the basis for organizing and planning development activities at the tactical and operational levels.

To assess the effectiveness of lean construction tool introduction in infrastructure projects of tourism clusters, a comparative analysis was carried out and the construction time and lifecycle cost of a typical guest house were calculated without taking into account the lean construction methodology and after its introduction. The results obtained, namely, the duration of the project and costs at life cycle stages, made it possible to conclude that the proposed methodological approach is effective.

The peculiarity of the lean construction concept for tourism clusters in contrast to the classical one is taking into account desires of consumers, losses, and loss reduction not only at the construction stage, but also at the operational stage.

The application of the lean construction concept and methodology for the implementation of infrastructure tourism clusters contributes to the improved quality of products and services, reduced costs, improved environmental component of the regions, reduced construction time, and improved image of construction companies.

The results obtained in the work can be used in the future for the implementation of infrastructure projects of tourism and recreational clusters.