ABSTRACT

A convergence of lean management and quality management thinking has taken place in organizations across many industries, including construction. Practices in procurement, design management and construction management are all evolving constantly and understanding these changes and how to react is essential to successful management. This book provides valuable insights for owners, designers and constructors in the construction sector.

Starting by introducing the language of total quality, lean and operational excellence, this book takes the reader right up to the latest industry practice in this sector, and demonstrates the best way to manage change. Written by two of the world's leading experts, Total Construction Management: Lean quality in construction project delivery offers a clearly structured introduction to the most important management concepts and practices used in the global construction industry today.

This authoritative book covers issues such as procurement, BIM, all forms of waste, construction safety, and design and construction management, all explained with international case studies. It is a perfect guide for managers in all parts of the industry, and ideal for those preparing to enter the industry.

part I|80 pages

The foundations of lean quality

chapter 1|20 pages

Understanding lean construction

chapter 2|17 pages

Further concepts of lean quality

chapter 4|18 pages

Leadership and commitment

section |3 pages

Part I Discussion questions

part II|88 pages

Planning

chapter 5|19 pages

Policy, strategy and goal deployment

chapter 6|16 pages

Partnerships and resources

chapter 7|17 pages

The planning and execution of work

chapter 8|32 pages

Design for quality

section |3 pages

Part II Discussion questions

part III|76 pages

Performance

chapter 9|34 pages

Performance measurement frameworks

chapter 10|22 pages

Self-assessment, audits and reviews

chapter 11|16 pages

Benchmarking and change management

section |3 pages

Part III Discussion questions

part IV|104 pages

Processes

chapter 12|23 pages

Process management

chapter 13|16 pages

Process re-design/engineering

chapter 14|29 pages

Quality management systems

chapter 15|33 pages

Continuous improvement

section |2 pages

Part IV Discussion questions

part V|76 pages

People

chapter 16|24 pages

Human resource management

chapter 17|27 pages

Culture change through teamwork

chapter 18|22 pages

Communication, innovation and learning

section |2 pages

Part V Discussion questions

part VI|24 pages

Implementation

chapter 19|20 pages

Implementing lean quality

section |3 pages

Part VI Discussion questions

chapter |3 pages

Case studies

chapter Case Study 1|10 pages

Boulder Associates – implementing lean thinking in design

chapter Case Study 5|14 pages

Continuous improvement and growth at Graniterock

chapter Case Study 7|13 pages

Crossrail: elevated focus on quality to match safety

chapter Case Study 8|12 pages

Worker empowerment transforms operations at JB Henderson

chapter Case Study 9|11 pages

Safety, quality and BIM drive lean transformation at DPR

chapter Case Study 10|16 pages

Quality and operational excellence in Heathrow Development

chapter Case Study 11|10 pages

Lean deployment at Rosendin Electric, Inc.

chapter Case Study 12|5 pages

The development of the Costain Way

chapter Case Study 14|14 pages

Highways England