Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 11 results ...
Cheng, E W L, Li, H, Shen, L Y and Fong, P S W (2002) Ranking of construction information for various functions of the general contractors: a preliminary study. Journal of Construction Research, 3(01), 181–91.
Chew, A T W and Ling, F Y Y (2002) Increasing Singapore's construction productivity through construction process re-engineering. Journal of Construction Research, 3(01), 123–45.
Formoso, C T, Santos, A D and Powell, J A (2002) An exploratory study on the applicability of process transparency in construction sites. Journal of Construction Research, 3(01), 35–54.
- Type: Journal Article
- Keywords: process transparency; visual systems; visual devices; lean construction; production management
- ISBN/ISSN: 1609-9451
- URL: http://www.worldscinet.com/jcr/03/0301/S1609945102000102.html
- Abstract:
The Several industrial sectors have recently experienced important changes on the organization of their production activities, indicating that a new production management paradigm is emerging. Although there is no consensus in the literature about the meaning of this new paradigm, an opportunity has been created for establishing a coherent body of shared principles for the management of production systems. This paper discusses the increase of process transparency, which has been pointed out as one of the core principles of the new production management paradigm. It is concerned with making the production process observable in order to facilitate control and improvement. The main objective of this article is to investigate how this principle can be applied in construction sites, and to identify existing barriers for its implementation in this industry. It is based on a literature review, and on six exploratory case studies carried out in Brazil and England. The practical and theoretical implications of the principle are discussed and a number of examples from construction are used to illustrate its main points. The study has indicated that it is feasible and worthwhile to apply this principle in construction sites. It can bring direct benefits for the performance of production systems, and it can also be used as a support principle that enables other principles to be effectively implemented. The case studies also indicated that there is much potential for increasing process transparency in construction sites.
Green, S D (2002) The human resource management implications of lean construction: critical perspectives and conceptual chasms. Journal of Construction Research, 3(01), 147–65.
Kim, Y-W and Ballard, G (2002) Earned value method and customer earned value. Journal of Construction Research, 3(01), 55–66.
Koskela, L, Huovila, P and Leinonene, J (2002) Design management in building construction: From theory to practice. Journal of Construction Research, 3(01), 1–16.
Miles, R S and Ballard, G (2002) Problems in the interface between mechanical design and construction: A research proposal. Journal of Construction Research, 3(01), 83–95.
Miller, C J M, Packham, G A and Thomas, B C (2002) Harmonization between main contractors and subcontractors: a prerequisite for lean construction?. Journal of Construction Research, 3(01), 67–82.
Seydel, A, Wilson, O D and Skitmore, M R (2002) Financial evaluation of waste management methods: a case study. Journal of Construction Research, 3(01), 167–79.
Singh, A (2002) Lean engineering for mass housing - design, manufacture and site erection. Journal of Construction Research, 3(01), 97–122.
Whelton, M G and Ballard, G (2002) Decriptive design study: a building facility renewal planning study. Journal of Construction Research, 3(01), 17–33.