ABSTRACT
The construction of the project is the most interesting phase when work actually starts on site and some highly visible progress is made in one of the last major stages of the project life cycle. Construction however can start too soon because there is an over eagerness to proceed with the demon - stration of progress on the project and to make reassuring promises about the programme completion. It is vital though to have properly completed the planning stages for production, so that value can be optimised in the construction process and necessary resource planning allowing for lead-in time can be in place. Construction also needs to prove that it is value for money by having efficient systems and continuous improvements in its outputs. Construction companies, to remain competitive, need to eliminate waste, benchmark their performance and keep themselves abreast of the expectations of their clients following recent reports in the industry. This chapter concentrates on the lean performance of construction and the potential for continuous improvements. Case studies will be used for best practice.
