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Anand, K B and Ramamurthy, K (2003) Laboratory-Based Productivity Study on Alternative Masonry Systems. Journal of Construction Engineering and Management, 129(03), 237–42.

Bashford, H H, Sawhney, A, Walsh, K D and Kot, K (2003) Implications of Even Flow Production Methodology for U.S. Housing Industry. Journal of Construction Engineering and Management, 129(03), 330–7.

Chua, D K H, Shen, L J and Bok, S H (2003) Constraint-Based Planning with Integrated Production Scheduler over Internet. Journal of Construction Engineering and Management, 129(03), 293–301.

Eldin, N and Hikle, V (2003) Pilot Study of Quality Function Deployment in Construction Projects. Journal of Construction Engineering and Management, 129(03), 314–29.

Frutos, J D and Borenstein, D (2003) Object-Oriented Model for Customer-Building Company Interaction in Mass Customization Environment. Journal of Construction Engineering and Management, 129(03), 302–13.

Huang, X and Hinze, J (2003) Analysis of Construction Worker Fall Accidents. Journal of Construction Engineering and Management, 129(03), 262–71.

Pheng, L S and Pong, C Y (2003) Integrating ISO 9001 and OHSAS 18001 for Construction. Journal of Construction Engineering and Management, 129(03), 338–47.

Seydel, J (2003) Evaluating and Comparing Bidding Optimization Effectiveness. Journal of Construction Engineering and Management, 129(03), 285–92.

Thomas, H R, Horman, M J, Minchin, R E and Chen, D (2003) Improving Labor Flow Reliability for Better Productivity as Lean Construction Principle. Journal of Construction Engineering and Management, 129(03), 251–61.

  • Type: Journal Article
  • Keywords: Productivity; Bridge construction; Labor; construction industry; performance index; production control; personnel; civil engineering;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2003)129:3(251)
  • Abstract:
    New management thinking, like that of lean production, has suggested that better labor and cost performance can be achieved by improving the reliability of flows. In this context, lean thinking portrays reliable flows as the timely availability of resources, i.e., materials, information, and equipment. Little attention has been given to labor as a flow. Further, little discussion can be found related to flexible capacity management strategies. Efforts to utilize lean thinking in construction, so far, have generated limited evidence to support the need for more reliable labor flows. This paper investigates the lean principle that more reliable flows lead to better labor performance. Actual data from three bridge construction projects are examined to document the instances of poor flow (resource) reliability and its effect on labor performance. Inefficient labor hours are calculated. The results show that there is strong support that more reliable material, information, and equipment availability contributes to better performance. However, the projects showed considerable deficiencies in the utilization of the labor resource. It is concluded that lean improvement initiatives should focus more on workforce management strategies to improve labor utilization that will lead to better labor performance.

Tischer, T E and Kuprenas, J A (2003) Bridge Falsework Productivity—Measurement and Influences. Journal of Construction Engineering and Management, 129(03), 243–50.

Touran, A (2003) Probabilistic Model for Cost Contingency. Journal of Construction Engineering and Management, 129(03), 280–4.

Wilmot, C G and Cheng, G (2003) Estimating Future Highway Construction Costs. Journal of Construction Engineering and Management, 129(03), 272–9.