A convergence of lean management and quality management thinking has taken place in organizations across many industries, including construction. Practices in procurement, design management and construction management are all evolving constantly and understanding these changes and how to react is essential to successful management. This book provides valuable insights for owners, designers and constructors in the construction sector.
Starting by introducing the language of total quality, lean and operational excellence, this book takes the reader right up to the latest industry practice in this sector, and demonstrates the best way to manage change. Written by two of the world's leading experts, Total Construction Management: Lean quality in construction project delivery offers a clearly structured introduction to the most important management concepts and practices used in the global construction industry today.
This authoritative book covers issues such as procurement, BIM, all forms of waste, construction safety, and design and construction management, all explained with international case studies. It is a perfect guide for managers in all parts of the industry, and ideal for those preparing to enter the industry.
John S. Oakland is both Chairman and Head of Research and Education at Oakland Consulting LLP. He is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK. He is the author of numerous texts on Quality Management. Marton Marosszeky retired from a full-time professorship at UNSW, Australia, in 2006 and has been working as a lean consultant since then. Between 2007 and 2012 he was the leader of the lean consulting service line within Evans and Peck. He has worked with major project teams and company executives supporting them in developing and implementing lean/quality-based management strategies in the infrastructure (road and rail), building construction, and oil and gas industries across four continents.
Part One - The Foundations of lean quality 1. Understanding lean construction 2. Further concepts of lean quality 3. Models and Frameworks for total lean quality management 4. Leadership and commitment Part Two - Planning 5. Policy, strategy and goal deployment 6. Partnerships and resources 7. The planning and execution of work 8. Design for quality Part Three - Performance 9. Performance measurement frameworks 10. Self-assessment, audits and reviews 11. Benchmarking and Change Management Part Four - Processes 12. Process management 13. Process re-design/engineering 14. Quality management systems 15. Continuous improvement Part Five - People 16. Human resource management 17. Culture change through teamwork 18. Communication, innovation and learning Part Six- Implementation 19. Implementing lean quality Case Studies Case 1. Boulder Associates-implementing lean thinking in design Case 2. VNGC delivered through IPD (IFOA) contract for Sutter Health Case 3. ConXtech reengineers the structural steel frame using lean thinking Case 4. Multinational high-tech manufacturer deploys lean Case 5. Continuous improvement and growth at Graniterock Case 6. BIM and lean practices drive lean transformation at Southland industries Case 7. Crossrail elevated focus on quality to match safety Case 10. Quality & Operational Excellence in Heathrow Development Case 11. Lean deployment at Rosendin Electric Case 12. The development of the Costain Way Case 13. Reengineering the timber floor Case 14. Highways England develops it suppliers using a lean framework