ABSTRACT
This chapter proposes the set of principles specifically designed to guide enterprises in the construction sector towards the implementation of a lean business framework. The recognition that total quality management is a broad culture change vehicle with internal and external focus embracing behavioural and service issues as well as quality assurance and process control prompted the United States to develop in the late 1980s one of the most famous and widely used frameworks, the Malcolm Baldrige National Quality Award. Basing management decisions on a long-term philosophy will ensure stability and sustainability. It is essential to operate in a co-operative culture with long-term supply chain relationships and to structure agreements to allow for flexibility in response to changes that may occur during project delivery. A key aspect of lean quality is that targets are set for key inputs and outcomes, and performance is measured as a means of driving continuous improvement.
