Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 6 results ...
Aje, I (2012) The impact of contractors' prequalification on construction project delivery in Nigeria. Engineering, Construction and Architectural Management, 19(02), 159-72.
Gluch, P and Räisänen, C (2012) What tensions obstruct an alignment between project and environmental management practices?. Engineering, Construction and Architectural Management, 19(02), 127-40.
Hare, B and Cameron, I (2012) Health and safety gateways for construction project planning. Engineering, Construction and Architectural Management, 19(02), 192-204.
Ling, F Y Y and Lee, S Y (2012) Careers development in construction firms: application of Sun Tzu's Art of War principles. Engineering, Construction and Architectural Management, 19(02), 173-91.
Meiling, J, Backlund, F and Johnsson, H (2012) Managing for continuous improvement in off-site construction: Evaluation of lean management principles. Engineering, Construction and Architectural Management, 19(02), 141-58.
- Type: Journal Article
- Keywords: continuous improvement; lean management; lean production; manufacturing industries; off-site manufacturing; Sweden
- ISBN/ISSN: 0969-9988
- URL: https://doi.org/10.1108/09699981211206089
- Abstract:
Purpose - Several off-site manufacturing companies in Sweden have attempted to apply lean management to improve process effectiveness and efficiency. A state of continuous improvement is a key goal of lean management, as described in, e.g. Likers 4P model. The aim of this study is to test a method to measure the degree to which lean management principles have been adopted by companies that base their production on off-site manufacturing, as a prerequisite for a sustainable approach to continuous improvement. Design/methodology/approach - A survey is applied as research method, using a questionnaire based on the authors' perceptions of best practices corresponding to each lean management principle. Two questionnaires were distributed to both management and factory production personnel in two off-site manufacturing firms in Sweden. Findings - The Likert scores regarding the degree to which lean principles have been applied in the two studied companies showed similar patterns (and similar differences between the management and production personnel's responses), indicating that the results can be generalised within an off-site construction context. The study shows that continuous improvements must emerge and evolve simultaneously with a focus on processes, people and long-term thinking. Research limitations/implications - In order to obtain more generalised and detailed results a more extensive survey covering several companies, as well as more detailed case studies and more questions regarding each principle, are needed. A multivariate analysis will also scan the material for further dependences. Originality/value - The paper highlights several aspects that are important for management to be aware of when aiming for continuous improvements in off-site manufacturing.
White, D and Fortune, J (2012) Using systems thinking to evaluate a major project: The case of the Gateshead Millennium Bridge. Engineering, Construction and Architectural Management, 19(02), 205-28.