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Arditi, D, Elhassan, A and Toklu, Y C (2002) Constructability Analysis in the Design Firm. Journal of Construction Engineering and Management, 128(02), 117–26.

Battikha, M G (2002) QUALICON: Computer-Based System for Construction Quality Management. Journal of Construction Engineering and Management, 128(02), 164–73.

Fredericks, T, Abudayyeh, O, Palmquist, M and Torres, H N (2002) Mechanical Contracting Safety Issues. Journal of Construction Engineering and Management, 128(02), 186–93.

Glagola, C R and Sheedy, W M (2002) Partnering on Defense Contracts. Journal of Construction Engineering and Management, 128(02), 127–38.

Gomar, J E, Haas, C T and Morton, D P (2002) Assignment and Allocation Optimization of Partially Multiskilled Workforce. Journal of Construction Engineering and Management, 128(02), 103–9.

Hajjar, D and AbouRizk, S M (2002) Unified Modeling Methodology for Construction Simulation. Journal of Construction Engineering and Management, 128(02), 174–85.

Kumaraswamy, M M and Morris, D A (2002) Build-Operate-Transfer-Type Procurement in Asian Megaprojects. Journal of Construction Engineering and Management, 128(02), 93–102.

Kwak, Y H (2002) Analyzing Asian Infrastructure Development Privatization Market. Journal of Construction Engineering and Management, 128(02), 110–6.

Que, B C (2002) Incorporating Practicability into Genetic Algorithm-Based Time-Cost Optimization. Journal of Construction Engineering and Management, 128(02), 139–43.

Thomas, H R, Horman, M J, de Souza, U E L and ZavÅ™ski, I (2002) Reducing variability to improve performance as a lean construction principle. Journal of Construction Engineering and Management, 128(02), 144–54.

  • Type: Journal Article
  • Keywords: construction projects; variability; personnel management; project management; civil engineering; project management; performance index; costing
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2002)128:2(144)
  • Abstract:

    Variability is common on construction projects and must be managed effectively. New management thinking, like that of lean production, has suggested that better labor and cost performance can be achieved by reducing output variability. Efforts to utilize lean thinking in construction, so far, have generated limited evidence to support this claim. This paper investigates the relationship between variability and project performance to test the notion that reducing output variability will result in improved labor performance. Using productivity data from concrete formwork activities on multiple projects, various measures of output variability are tested against construction performance. It is shown that variability in output is inevitable and that there is little correlation between output variability and project performance, but that variability in labor productivity is closely correlated to project performance. It is concluded that lean improvement initiatives should be redirected to adaptable workforce management capabilities to reduce variability in labor productivity instead of output in order to improve project performance.

     

Zhang, X Q, Kumaraswamy, M M, Zheng, W and Palaneeswaran, E (2002) Concessionaire Selection for Build-Operate-Transfer Tunnel Projects in Hong Kong. Journal of Construction Engineering and Management, 128(02), 155–63.