6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page i Total Construction Management 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 John S Oakland is both Chairman and Head of Research and Education at Oakland Consulting LLP He is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK He is the author of numerous texts on Quality Management Marton Marosszeky retired from a full-time professorship at UNSW, Australia, in 2006 and has been working as a lean consultant since then Between 2007 and 2012 he was the leader of the lean consulting service line within Evans and Peck He has worked with major project teams and company executives supporting them in developing and implementing lean/quality-based management strategies in the infrastructure (road and rail), building construction, and oil and gas industries across four continents 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page ii ‘This new edition from John and Marton provides an excellent “one stop shop” for anyone wanting to make a difference to quality in the construction industry The case studies really bring the topic to life and help the reader to transition from the theory through to how total quality management can work in real life situations.’ Ian Mitchell, Network Rail UK and Chair of the Chartered Quality Institute, UK ‘This book is a must read for those who live and work in a construction industry that is in many ways broken Merging lean and quality in the concept “lean quality”, the authors construct on that foundation a compelling diagnosis of construction industry ills and equally excellent treatments Readers can see the desired future for the construction industry in detailed case studies of advanced practitioners, ranging from worker empowerment at J.B Henderson Constructors to Boulder Associates’ implementation of lean into their architectural practice The authors give us hope that industry transformation is possible and is actually underway.’ Glenn Ballard, University of California Berkeley, USA ‘Oakland and Marosszeky have successfully presented in this book the practical application of Lean quality principles within the construction industry with great examples one can relate to the day to day business environment Engaging reading I would recommend to both quality and non quality professionals interested to enhance effectiveness in their organisations.’ Carlos Vazquez Travieso, Head of Quality at Transport for London, UK ‘John Oakland and Marton Marosszeky have proved that significant improvements in the way we design and construct can only come through looking at what we through the lens of safety and quality, as opposed to focusing first on cost, schedule and workflow or the use of information technologies They this by describing and explaining the value realized by applying Lean thinking, management and methods, BIM and project integration from the perspective of producing well designed and safely built products Total Construction Management: Lean quality in construction project delivery is hard to put down because it is so well written and full of insights It is a must read for owners, designers, construction managers and constructors wherever they work.’ Dean Reed, DPR Construction Director for Lean Construction and co-author of Integrating Project Delivery ‘It’s rare for a book to be able to combine big picture thinking about the major productivity issues facing the construction industry with in depth analysis of the various initiatives being adopted around the world The authors’ integrated view of Lean Processes, BIM, Collaborative Contracting (IPD) and Quality Management make this compelling reading for those interested in industry reform and competitive advantage The case studies included clearly evidence the analysis and demonstrate the significant advances that clear thinking leadership can achieve.’ Richard Morwood, Industry Director - Integrated Project Delivery, AECOM, Australia and New Zealand 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page iii Total Construction Management Lean quality in construction project delivery John S Oakland and Marton Marosszeky 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page iv First published 2017 by Routledge Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 711 Third Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2017 John S Oakland and Marton Marosszeky The right of John S Oakland and Marton Marosszeky to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988 All rights reserved No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data Names: Oakland, John S., author | Marosszeky, Marton, author Title: Total construction management : lean quality in construction project delivery / John S Oakland and Marton Marosszeky Description: Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, [2017] | Includes bibliographical references and index Identifiers: LCCN 2016034978| ISBN 9781138908536 (hbk : alk paper) | ISBN 9781138908543 (pbk : alk paper) | ISBN 9781315694351 (ebk : alk paper) Subjects: LCSH: Construction industry––Quality control | Building––Cost control | Project management––Case studies Classification: LCC TH438.2 O35 2017 | DDC 624.068/4––dc23 LC record available at https://lccn.loc.gov/2016034978 ISBN: 978-1-138-90853-6 (hbk) ISBN: 978-1-138-90854-3 (pbk) ISBN: 978-1-315-69435-1 (ebk) Typeset in Palatino and Univers by Florence Production Ltd, Stoodleigh, Devon, UK 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page v CONTENTS List of figures List of tables Preface PART I: THE FOUNDATIONS OF LEAN QUALITY CHAPTER Understanding lean construction Lean quality in construction Distinguishing features of construction projects Today’s industry Common construction challenges Lean production Understanding lean quality in construction 12 The concept of waste in construction 12 The lean quality triangle for construction 14 Bibliography 18 Chapter highlights 19 xi xix xxi CHAPTER Further concepts of lean quality Product quality through the eyes of the customer 22 Managing lean quality 31 Lean quality starts with understanding the needs 33 Leam quality in all functions 35 Bibliography 36 Chapter highlights 37 22 CHAPTER Models and frameworks for total lean quality management Early TQM frameworks 39 Quality award models 41 The four Ps and three Cs – the basis for a new model for lean quality 46 The principles of lean quality in construction 48 Bibliography 57 Chapter highlights 58 39 CHAPTER Leadership and commitment The lean quality management approach 60 Commitment and policy 63 Creating or changing the culture 65 Effective leadership 70 Excellence in leadership 73 Bibliography 76 Chapter highlights 76 60 PART I Discussion questions 78 v 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page vi PART II: PLANNING CHAPTER Policy, strategy and goal deployment Integrating lean quality into policy and strategy 83 Aligning strategy and action 84 The development of policies and strategies 98 Bibliography 100 Chapter highlights 100 83 CHAPTER Partnerships and resources Partnering and collaboration 101 Global outsourcing 104 Supply chain effectiveness in the global economy 105 The role of procurement/purchasing in partnerships 107 Lean quality in partnerships and the supply chain 110 Resources 111 Collaborative business relationships (BS 11000) 113 Bibliography 114 Chapter highlights 114 101 CHAPTER The planning and execution of work The unreliability of work 117 Traditional strategies for stabilizing work on site 119 Historic changes in the planning and management of construction 119 The Last Planner® System 121 Process efficiency through work structuring and work study 124 Location-based planning and Takt time planning 125 BIM (Building Information Modelling) 130 Bibliography 132 Chapter highlights 132 117 CHAPTER Design for quality Design, innovation and improvement 134 The design process 136 Design management with ADePT 147 Standardization vs development 153 Quality in the service sector 155 Failure mode, effect and criticality analysis (FMECA) 157 The links between good design and managing the business 160 Bibliography 162 Chapter highlights 163 134 PART II Discussion questions 166 PART III: PERFORMANCE CHAPTER Performance measurement frameworks Performance measurement and the improvement cycle 171 Costs of quality 177 The process model for quality costing 182 vi 81 Contents 169 171 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page vii A performance measurement framework (PMF) 187 The implementation of performance measurement systems 197 Bibliography 200 Chapter highlights 201 CHAPTER 10 Self-assessment, audits and reviews Assessments of lean quality in construction 204 Frameworks for self-assessment 204 Methodologies for lean quality-assessment 213 Capability Maturity Model Integration (CMMI) assessments 216 Securing lean quality by audit and review of the management system 219 Internal and external management system audits and reviews 221 Bibliography 223 Chapter highlights 224 204 CHAPTER 11 Benchmarking and change management The why and what of benchmarking 226 The purpose and practice of benchmarking 229 The role of benchmarking in change 233 Communicating, managing stakeholders and lowering barriers 234 Choosing benchmarking-driven change activities wisely 236 A framework for organizational change 238 Bibliography 240 Chapter highlights 240 226 PART III Discussion questions 242 PART IV: PROCESSES 245 CHAPTER 12 Process management The process management vision 247 Process modelling 253 Process flowcharting 257 Leadership, people and implementation aspects of process management 264 Bibliography 267 Chapter highlights 267 247 CHAPTER 13 Process re-design/engineering Re-engineering the organization? 269 What is BPR and what does it do? 272 The redesign process 277 Assumption busting 279 BPR – the people and the leaders 281 Bibliography 282 Chapter highlights 283 269 CHAPTER 14 Quality management systems Why a quality management system? 285 Quality management system design and ISO 9000 291 285 Contents vii 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page viii Quality management system requirements 293 Other management systems 309 Bibliography 311 Chapter highlights 311 CHAPTER 15 Continuous improvement Approaches, methodologies and tools 314 DRIVER: a context-dependent process view of Lean 316 The need for data and some basic tools and techniques 325 Statistical process control (SPC) 337 Additional tools for process improvement 338 Six Sigma 342 Bibliography 344 Chapter highlights 345 314 PART IV Discussion questions 347 PART V: PEOPLE viii 349 CHAPTER 16 Human resource management Strategic alignment of HRM policies 351 Effective communication 355 Employee empowerment and involvement 358 Training and development 360 Teams and teamwork 362 Organizing people for lean quality 363 Quality circles or Kaizen teams 367 Review, continuous improvement and conclusions 370 Bibliography 371 Chapter highlights 371 351 CHAPTER 17 Culture change through teamwork The need for teamwork 374 Running process management and improvement teams 376 Teamwork and action-centred leadership 380 Stages of team development 385 Personality types and the MBTI 388 Interpersonal relations – FIRO-B and the Elements 390 Bibliography 398 Chapter highlights 399 374 CHAPTER 18 Communication, innovation and learning Communicating the lean quality strategy 401 Communicating the lean quality message 405 Communication, learning, education and training 406 A systematic approach to education and training for lean quality 411 Starting where and for whom? 414 Turning education and training into learning 416 The practicalities of sharing knowledge and learning 419 401 Contents 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:20 Page ix Bibliography 420 Chapter highlights 421 PART V Discussion questions 423 PART VI: IMPLEMENTATION 425 CHAPTER 19 Implementing lean quality Lean quality and the management of change 427 Planning the implementation of lean quality improvement 430 Change curves and stages 433 Using consultants to support change and implementation 437 Sustained improvement 439 Bibliography 443 Chapter highlights 443 427 PART VI Discussion questions 446 CASE STUDIES Reading, using and analysing the cases 449 Case study Boulder Associates – implementing lean thinking in design 452 Case study VNGC delivered through IPD (IFOA) contract for Sutter Health 462 Case study ConXtech re-engineers the structural steel frame using lean thinking 476 Case study Multinational high-tech manufacturing company deploys lean 488 Case study Continuous improvement and growth at Graniterock 495 Case study BIM and lean practices drive lean transformation at Southland Industries 509 Case study Crossrail: elevated focus on quality to match safety 517 Case study Worker empowerment transforms operations at JB Henderson 530 Case study Safety, quality and BIM drive lean transformation at DPR 542 Case study 10 Quality and operational excellence in Heathrow Development 553 Case study 11 Lean deployment at Rosendin Electric, Inc 569 Case study 12 The development of the Costain Way 579 Case study 13 Re-engineering timber floors in the Australian housing sector: an example of process innovation 584 Case study 14 Highways England 588 449 Index 602 Contents ix 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 596 FIGURE CS14.6 Plot of typical supplier assessment results From there, Highway England provides its suppliers with extensive training opportunities and learning resources – such as workshops, seminars, webinars, and online materials on innovative new construction practices – all at Highway England’s expense The underlying philosophy of Highway England’s overall strategy is to create a community of companies practicing Lean at a high level Having its suppliers use a common vocabulary and set of management tools makes it easier to share improvements and innovations, and to work together on those areas that cut across the work of many suppliers HE has also built an extensive online library of articles, helpful templates for the various Lean tools, write-ups of successful Lean projects and innovative construction techniques (many with instructive YouTube videos), and other resources The ‘Major Projects’ side of Highway England’s work, which accounts for the almost a 50 per cent share of its budget illustrates how the organisation has rolled out its program Highway England selected five ‘tier 1’ suppliers through a bidding process weighted 70 per cent on quality and 30 per cent on cost Rather than bidding on specific projects, the cost side of the bids were for the rates (including ‘normal’ profits) they would charge for specific classifications of labour, equipment, materials and overhead – the components that make up every project Large multi-year contracts were then assigned to each Tier supplier under contractual conditions which encouraged Lean practices Historical performance data from similar projects were used as a starting point to negotiate each contract price based on existing standards A scheme which shared savings rewarded suppliers for improving on those standard rates and for sharing their learnings with each other All savings from the negotiated base price are split 40/60 between HE and the contractors, the 60 per cent going into a pool to be shared by all ‘tier 1’ suppliers The improved performance standard becomes the new base standard for the next round of contracts An important aspect of the division of savings is that the contractor creating the innovation and making the saving keeps one-third of the saving, and the remaining two-thirds are shared between the other four contractors in the pool This incentivises both innovation and collaboration between the contractors in the pool It means that every contractor 596 Case studies 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 597 has a stake in the improvements the other contractors make, and they deploy these improvements on their own jobs as quickly as possible The drive for efficiency is ongoing and Highway England are now moving rapidly towards a philosophy which embraces Building Information Modelling (BIM) and ‘Factory thinking’ This allows all the aspect of the Lean thinking to be deployed Also since 2014 the Highway England Executive decided, based on the huge success of the supply chain deployment, to embrace Lean thinking across the entire business of 3,600 employees EXAMPLES OF LEAN PROJECTS Example 1: Lean sigma ‘DMAIC’ blacktop from Dishforth to Leeming Encouraged by the success of Lean at the M6 Guards Mill project, which saved £4.7m, both the HE and Carillion/Morgan Sindall Joint Venture were very keen to explore process improvement at A1 Dishforth to Leeming One of the first steps was to establish capability on site A Lean project team and a steering group were formed, made up of Lean practitioners with an overseeing master ‘black belt’ In October 2009, the scheme hosted a ‘Recognise’ workshop This gave staff the opportunity to identify opportunities that lay ahead in the project One concern was the logistical challenge; it was anticipated that delivering the scheme would require some 250,000 wagon loads of deliveries, averaging 60 vehicles per hour over the construction period Following considerable discussion, the Lean project team set about challenging the blacktop laying rates, with the intention of improving upon the 1,000 tonnes per day allowed for in the construction programme In line with DMAIC methodology, the first steps were to Define the problem This involved looking at the many factors behind the variation in asphalt laying rates, as well as identifying the common causes of delay Daily outputs were then Measured over a two-month period, and further Analysed with the aid of the statistical software Minitab FIGURE CS14.7 Lean driven productivity improvement in paving CS14 Highways England 597 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 598 This assisted in highlighting inefficiencies, as well as demonstrating bottlenecks within the process A time and motion study further showed that on a ‘perfect day’, faced with continuous supply of asphalt, the blacktop gangs’ capability could be doubled to 2,000 tonnes per day It was clear the project’s success hinged on establishing this continuous supply Improvements were then implemented These included: • • • • • the use of multiple batching plants within close proximity of the site, each producing the same type of asphalt rather than regularly changing; contingency plans to prevent plant breakdown, including night time maintenance and text alerts should an incident occur; changes in working patterns, i.e changing sequencing so that all pavement joints were cut the previous evening in order to prevent morning delays; first delivery on site at 7am, with continuous supply up to 5pm; and by using the old tank road through MOD Catterick instead of the A684, and therefore it was possible to extend daytime delivery times so that laying could be continuous from 7am to midnight The most achieved in any 24-hour period was 3,500 tonnes With the above improvements in place, daily outputs could exceed the 2,000 tonne output, with the end result that the programme’s critical path was reduced by 17 days Through the accompanying reduction in preliminaries and labour and plant costs requirement a total saving of £602,000 was made Example 2: collaborative planning On the M53 Bidston Moss Viaduct Strengthening project, over £1m of savings were realised because of Lean deployment on the scheme Through collaborative planning in the design and construction phases, a culture of continuous improvement was developed across the project The £89.9m scheme involved strengthening the multi-span box girder viaduct together with refurbishment works in order to restore the network to full capacity Costain was awarded the contract Detailed design and investigation was undertaken during Phase A of the Early Contractor Involvement Scheme (ECI) prior to main construction starting Collaborative planning was established early in the design phase and deployed on all further activities Integrated project meetings, weekly in design and daily for construction were used to set programme targets, establish which tasks in the plan were achieved and to identify key barriers to progress This process provided the PPC (commitment reliability) In design, collaborative planning drove better communication and transparency helping to improve commitment reliability by 34 per cent This helped the project meet an accelerated design programme and complete Phase A one month ahead of programme Commitment reliability in construction improved from 78 per cent to 90 per cent In addition, trends affecting production on site were identified and dealt with in a timely manner This approach ensured that the root causes of any problems were treated rather than a simple reaction to the symptoms Design efficiency (commitment reliability) chart Collaborative planning during Phase A and advanced construction works provided increased confidence of production capability enabling rates for certain activities to be reduced realising a reduction in target cost of over £300,000 During Phase B construction improved commitment reliability led to further labour efficiencies exceeding £380,000 598 Case studies 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 599 In construction, weekly collaborative planning was also used to improve short term look-ahead planning All key supply chain partners were engaged in examining the whole programme and challenging themselves to exceed targets by either reducing the time needed to complete individual tasks, or by running tasks in parallel This resulted in commitment reliability for look-ahead planning improving from 59 per cent to more than 85 per cent As a result of collaborative planning, significant programme benefits were realised, including programme savings in excess of £400,000 In parallel with these collaborative planning activities, standard work processes were also mapped and reviewed to identify and implement improvements Example 3: people and process Departures from Standard Departures from “Standard” may be granted by the Highways England if a proposed design is submitted which does not comply with current standards, but can be demonstrated to yield significant benefits and the adverse impacts, if any, remain tolerable However, with multiple stakeholders involved along the process, there is opportunity for delays to occur These delays can pose a risk to scheme delivery if they occur on the critical path The objective of this project was to reduce delay and waste in the process Both traditional Lean methods and data analysis were used to find common causes of delay and waste A workshop was held at which participants represented all the stakeholders along the process All participants were invited to use a common ‘fishbone’ diagram and the practice of Whys Doing so helped to expose reasons why delay might be occurring and did so in a way that represented the perspectives of all the participants To investigate the causes of delay in greater depth, analysis was also undertaken of a year’s worth of departures data From looking at a year’s worth of records (financial year 2008/2009), concentrating on road geometry departures, a rejection rate of 26 per cent was identified as contributing to delay within the process Rejection, or not getting the application ‘right first time’ represented waste within the system, especially since departures had to be resubmitted and delays in receiving approvals could impact the timing of the scheme associated with the proposed design Reasons for rejection were investigated, and common causes identified It was discovered that common causes of rejection tended to be basic errors such as not attaching a risk assessment (30 per cent of all rejected departures), not including an accident summary and commentary (22 per cent of all rejected departures) or not discussing cost and other benefits (21.4 per cent of all rejected departures) More complex errors also occurred, but the likelihood of these occurring was lower In response to these findings, the HE team that managed departures created a filter by which those departures that contain the most basic errors were immediately returned to the submitting designer This gave designers a chance to correct these errors and resubmit without the departure having to undergo further processing before review and certain rejection by the technical specialist This saved the time of a valuable staff resource, avoided delay in addressing a simple omission and the consequential delay to other departures that the technical specialist had to process Whereas, previously, internal reporting of the departures processes concentrated on time taken to deal with departures, a move towards also reporting the percentage of departures that were ‘right first time’ according to subject area helped to monitor the quality of departure submissions and identify waste which could be reduced This made better use of the capacity within the process and freed time within HE and its supply chain partners CS14 Highways England 599 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 600 Example 4: Lean visual management The first trial of Lean visual management took place in early 2009 on a bridge repair project (Lodge Lane) on the M6 Junction 23 It was undertaken by the Area 10 Managing Agent Contractor (MAC 10) Boards were put up in the site office, showing daily regularly updated information for the following categories: health and safety, minutes of the last meeting, site attendance per contractor, planned inductions, general comments, weekly measures, project plan and delay, project cost information, continuous improvement activity (including problem solving sheets), and traffic management for the week ahead Meetings of ten minutes were held every day, dealing with each of the categories one by one Because the boards acted as a focal point for team communication, all important issues could be captured there and discussed as a team during the daily meetings, saving time that otherwise might have been spent having to transfer knowledge via several informal discussions Rather than solving problems informally, they could instead be addressed using a formal problem-solving technique that used the knowledge and abilities of all attendees and sought to put in place countermeasures to the root causes of the problems As an overall result, teamwork improved and all staff had a clearer idea of what needed doing, who was doing what, and how well the work was progressing Since the trial took place, all sites on the MAC 10 construction management framework have employed Lean visual management The practice has proven very popular on site, to the extent that subcontractors have introduced it elsewhere, not just on highways projects Furthermore, Lean visual management boards and daily meetings are the first experience that many people have of Lean, so this is also a good way of demonstrating the benefits of Lean, and promoting a continuous improvement culture Visual management has also been trialled on routine maintenance works and in design offices CONCLUSION The above four examples were taken from over from the many hundreds held within the HE’s project tracking system to illustrate its strategy for Lean deployment Over the last seven years, Highways England has saved hundreds of millions of pounds by using a different strategy for dealing with its suppliers The traditional approach used to ensure that fair value is received in purchasing, is based on rules around the procurement process These are designed to create arms-length market-type transactions Requests for proposals are issued, and typically the provider submitting the lowest qualified bid is selected When there are many qualified bidders and the product or service is relatively standard and easily measured, this approach makes sense Experience has shown that many of the products and services purchased by Highways England not fit this mould, and in this case the traditional purchasing approach does not guarantee good value As the Highways England experience has demonstrated, public sector managers have to change how they work with the suppliers of these types of products and services In order to get the best value for money, they must be willing to invest in increasing their suppliers’ ability to improve, both in the short term and the long term Highways England estimates that for every £1 it has invested in its Lean supplychain initiative (e.g training, resources, personnel, etc.) it has received more than £25 back in savings so far, and the improved methods promise to generate additional savings well into the future And these are all savings that would not have occurred under the old purchasing paradigm The final Figure gives an overview of Highways England’s Lean implementation stra-tegy, goals and outcomes 600 Case studies 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 601 FIGURE CS14.8 Overview of Highways England Lean strategy ACKNOWLEDGEMENT The authors acknowledge the contribution of Derek Drysdale, the former head of the Lean construction initiative within Highways England, and the support of Paul Doney, the current head of the initiative and Lucia Fullalove and Andrew Wingrove (HE Lean practitioners) REFERENCES Highways England documents: Lean Support to Highways England 2015 to 2020 Lean Maturity Assessment (HELMA) Knowledge Transfer Packs for visual management, precast RCB installation Drysdale D, (2013) Introducing Lean improvement into the highways agency supply chain, Proc, 21st IGLC Conference Fortaleza, Brazil CS14 Highways England 601 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 602 INDEX Numbers in italics indicate tables or figures 3Cs (Commitment, Culture, Communication) 452–4 3D modelling 142–3, 154–5 3D steel frames 119 3Ps (People Preparation Process) 452–4 ‘A’ stages for teamwork 398 5S (housekeeping) 341–2 Whys 331–2 abilities see skills absenteeism 230 accountability 197–8 achievements see awards; performance measurement action-centred leadership 380–5, 399–400 activities 91–3 Activity-Based Costing (ABC) 176 adapt phase, benchmarking 232, 233 ADePT (Analytical Design Process) 147–52, 164 administration, benchmarking 227, 229, 269–70 affinity diagrams 334 American Productivity and Quality Center (APQC) 228, 250–3, 251 analyse phase, benchmarking 232, 233 analysis: business process re-design 278; continuous improvement 325–36; costs 146, 177–81, 184–90; failure mode, effect and criticality 157–60, 165; strategic 67, 90, 93; understanding needs 33–5; work structuring 120, 122, 125 Analytical Design Process (ADePT) 147–52, 164 appraisal costs 178–9, 182, 182–3 appraisals (staff) 194–6, 354 assembly lines 126, 127 assessment see auditing; performance measurement; selfassessment Assessment Phase, training 361 ‘assumption busting’ 279–81, 280, 284, 316 assurance see performance assurance; quality assurance attitudes: communication 401, 403, 405; leadership 72; personality types 388–90, 400 602 auditing 204; internal and external 221–3, 225; management systems 219–23, 225, 288, 293; performance measurement 198; total quality audit process 41; see also self-assessment Australian housing sector 274, 584–8 automobile industry 9, 269–70, 273–4; see also Toyota awards: human resource management 352, 360; management systems certification 110, 222–3; process management 249–50; quality awards 41–6, 58–9, 205, 508; reward mechanisms 195, 355, 359–60; Rosendin case study 575; see also quality awards awareness of quality 299–300 BA see Boulder Associates balanced scorecard model 111, 192 Baldrige National Quality Award (MBNQA) 41–2 Baldrige National Quality Program Criteria for Performance Excellence 42–5, 205 base line performance 236 BCIS (Royal Institution of Chartered Surveyors) 146 benchmarking 226–8, 240; administration 227, 229, 269–70; business process re-design 269–70, 276; change activities 236–8, 241; communication 234–6, 241; process of 230–3, 240; purpose 228, 229–30, 240; role in change management 233–4, 241 benefits packages, staff 355 BEP (BIM Execution Plan) 130–1 big data 460–1 BIM see Building Information Modelling Blanchard model 384, 385 Boulder Associates case study: achievements and conclusions 460–1; as integrated organization 15; lean principles in design 452–7; modelling 143; organizational innovation 458–60 BPR see business process re-design brainstorming 330 breakthrough (step) changes 233, 234, 272–3 BS 11000 113–14, 116 Building Information Modelling (BIM): communication 24; DPR case study 143, 544–6; Rosendin case study 577; Southland Industries case study 510–11, 514; supply chains 271–2; Sutter Health case study 471–2; workflow unreliability 130–2, 133 Built-In Quality 31 Built-In Quality and Safety (BIQS) 18 Business Excellence 204; see also lean quality business process improvement (BPI) 253 business process re-design/ engineering (BPR) 269–76, 283–4; ‘assumption busting’ 279–81, 280, 284; people and leaders 281–2, 284; process modelling 253; process of 276–9, 284 by-products 13 capability, continuous improvement 28, 325 Capability Maturity Model Integration (CMMI) assessments 216–19, 224–5 Carbon Stream Mapping (CSM) 342 case studies 449–50; Boulder Associates 143, 452–61; Commonwealth Bank of Australia 3–4, 4; ConXtech 119, 135, 273, 477–87; Costain Way 174, 249, 295, 579–84; Heathrow Airport 553–69; Highways England 83, 218–19, 588–601; Multinational High Technology Manufacturer 118, 122, 429, 488–95; order of 451; Rosendin 111, 125, 135, 569–78; Southland Industries 135, 509–17; Sutter Health 462–76; timber floor construction 274, 584–8; see also Crossrail; DPR; Graniterock; JB Henderson cause and effect analysis 330–6 cause and effect diagram with addition of cards (CEDAC) 330–1 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 603 CBA (choosing by advantages) 140–1, 457 certification, management systems 110, 222–3; see also awards change curves 433–4, 433–7, 444 change management: benchmarking 233–4, 241; change activities 236–8, 241; communication 401–2, 404–5; framework for 238–9, 241; implementation 427–9, 433–7, 443; ‘just-in-time’ training 93; Multinational High Technology Manufacturer 489–93; policy deployment process 94–8; quality management systems 297 Chartered Institute of Purchasing and Supply (CIPS) 107 check sheets 327 checking 30–1 choosing by advantages (CBA) 140–1, 457, 457 client driven policy 131 CMMI (Capability Maturity Model Integration) 216–19, 224–5 collaboration 15; Highways England case study 594–5; partnerships 101–4, 114; Sutter Health case study 465; teamwork 374–6; see also partnerships Collaborative Business Relationships, BS 11000 113–14, 116 collect phase, benchmarking 232 commercial interests, documentation 16–18 commitment: change to lean quality 403, 429, 440–1; integrated projects 16; leadership 75; lean quality management 63–5, 76; organization-wide 63; reliability of 11; staff 358–9, 416, 440–1; supplier performance 109; TQM model 46 commitment planning 122 Commonwealth Bank of Australia 3–4, communication: benchmarking 234–6; continuous improvement 323–5; human resource management 355–7, 372; leadership 75, 239, 355–7; lean quality message 405–6; quality management systems 300; service sector 156, 157; strategy 401–5, 421; supply chains 34, 405; TQM model 46; training and learning 406–10, 421; visual techniques 54 community see society competence, staff 299, 354 competitiveness: benchmarking 228; Japanese culture 39; lean production 9; reputation 23 complexity, lean quality triangle 14 computers, secondary design 137; see also technology concurrent engineering (CE) 141 conflict: lean quality management 31, 34, 36; loss of good will 180; quality chains 25; teamwork 385, 387 conformance, design 30–1, 38 constructability, design 137–8 construction industry 14–18; common challenges 7–8, 20; globalisation 5; lean production 9–12; lean quality 12, 19, 21; lean quality triangle 14–18; today’s industry 6–7, 19–20; unique features 5, 19; waste 12–14 consultants 437–9, 444 contact see communication context, continuous improvement 316–25 context, quality management systems 294 contingency 14 continuous flow production 11 continuous improvement: additional tools 338–42; approaches 314–16, 345; benchmarking 229, 234; business process re-design 272–3, 279; data 325–36, 345–6; DRIVER framework 316–25, 345; Graniterock case study 505–6; human resource management 366, 370–1, 373; implementation 436, 439–43, 445; ISO 9000 3, 46; JB Henderson case study 532–3, 540–2; Kaizen 367–8, 370; lean quality triangle 18; management systems 309, 310, 325–6; mission 83–4; performance measurement 172; Six Sigma 342–4, 346; statistical process control 337–8, 345–6; Sutter Health case study 465–7; TQM model 46–7 continuous process flow 56 control charts 333–4 control of quality 31, 33 control (management) 67–9 control (teamwork behaviours) 391–8 ConXtech case study 476; 3D steel frame 119; business process redesign 273; ConX system 476–82; design innovation 135; implementation 487; manufacturing benefits 482, 485–7; pipe rack example 482–5 cooperative structures 51 co-producers 110–11 core business processes: breaking down 91–3; identification 71; meaning of 33; mission 88–90, 91; quality management systems 432 core values 66, 497–8 corporate culture see culture corporate objectives see goals corporations see organizations corrective actions 223, 309 correctly, as term 31 cost of conformance (COC) 183–7 cost of non-conformance (CONC) 183–7 Costain Way case study 579; approaches to quality 579–84; performance measurement 174; process management 249; quality management systems 295; vision framework 579 costs: design 56–7; elemental cost planning 146–7; of failure 179–81; global outsourcing 104–5; innovative design 137; lowest tender 6; process model for 182–97, 202; procurement 107–8; of quality 177–9, 182–97, 201; Southland Industries case study 517; training 406; uncertainty 6–7; value for money 8, 105 critical processes see core business processes critical success factors (CSFs): Crossrail case study 521; identification 71; implementation 431–2; mission 86–8, 89; policy deployment process 94–8; quality costing 187–90, 193, 194 Crosby, Philip B 39, 40, 42 cross-functional quality 35–6, 38, 248–9 Crossrail case study 517; critical success factors 71, 521; current approach 518–19, 519–20; design innovation 135; driving change 84; human resource management 360; performance assurance 523–5; performance measurement 174, 522, 525–8, 527, 528; policy 83; quality dashboard 522; quality focus 521, 525–9; quality management systems 294 culture, corporate: continuous improvement 315; FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour) Index 603 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 604 390–8, 395–6; improvement teams 376–7; leadership 75; lean quality management 65–70, 76; Multinational High Technology Manufacturer 489–93; Rosendin case study 570; Sutter Health case study 465; TQM model 46; see also change management culture change programmes 359 customer audits 221–2 customer needs 24–8, 32, 33–5; change management 440; continuous improvement 319–20, 321; good design 160; leadership 75; marketing 33–5; perspectives 22–31; policy development 99; quality management systems 287; self-assessment to 210, 214–15 customer satisfaction: benchmarking 229, 230, 236; business process re-design 272, 273, 276; continuous improvement 83–4; delighting the customer 25; design 136, 156; importance of quality 177, 183, 192; lean principles 51; quality management systems 287–8, 291, 305, 309 customer service: Graniterock case study 498, 499, 503; process management 251, 269–70; Rosendin case study 570 customization, service sector 156, 157 daily crew plans, JB Henderson case study 533, 534, 536 data: Boulder Associates case study 460–1; continuous improvement 325–36, 345–6; Graniterock case study 502–3; Multinational High Technology Manufacturer 493 decision-making: change activities 236–7; choosing by advantages 140–1, 457, 457; construction industry 7; design 140–2; lean principles 53 defects see errors define phase, continuous improvement 319–21 delighting the customer 25 deliverables: Analytical Design Process (ADePT) 147–8; policy deployment process 96–8 Deming, W Edwards 39–40, 42 Deming Cycle see continuous improvement; Plan-Do-Check-Act cycle Deming Prize 41, 205 604 Index Dependency Structure Matrix 149–52, 150 design 134–6, 163; Analytical Design Process 147–52, 164; Boulder Associates case study 452–7; costs 56–7; failure mode, effect and criticality analysis 157–60, 165; globalisation 5–6; lean principles 54; lean quality 28–30; and management 160–2, 165; preconditions for work 13–14; process of 136–47, 139, 163–4; service sector 155–7, 164; Southland Industries case study 512–16; specifications 28–9; standardization vs development 153–5, 164; workflow unreliability 118 design conformance 30–1, 38 design and construction method (procurement) 84 designer driven policy 131 detection 31, 108 development, people 361–2, 407; see also training development, vs standardization 153–5, 164 discontinuous improvement 270, 272–3 discussion questions: implementation 446–7; lean quality 78–9; people 423; performance measurement 242–3; planning 166; processes 347–8 DMAIC stages: Define, Measure, Analyse, Improve and Control 314, 343, 343–4 documentation: BEP (BIM Execution Plan) 131; business process redesign 278; commercial interests 16–18; Commonwealth Bank of Australia 3–4; effective communication 403–4; implementation 430–1; lean quality policy 63–5; procurement 107; quality management systems 292, 300; specifications 28–9, 34, 153–4; training 413; use of technology 112–13; vision frameworks 70–3; see also specifications DPR case study 542–3; Building Information Modelling 143, 544–6; customer needs 61, 68; design 132, 135, 143–4; goals 543–4; human resource management 352; planning 548–9; quality focus 550–1; safety 549–50; self-performed work 551–2; society 552–3; sustainable building 546–7; use of technology 112 DRIVER framework: Define, Review, Investigate, Verify, Execute and Reinforce 316–25, 317–18, 345 eco-design 311 education see learning; training effectiveness, performance measurement 174–5 efficiency: benchmarking 227, 229; Boulder Associates case study 454–6; contingency 14; lean production 9, 12; performance measurement 175; process 124–5, 133 EFQM see European Foundation for Quality Management elemental cost planning 146–7 employee suggestion schemes 359 employees see people empowerment: leadership 72; staff 358–9; teamwork 374–5 enablers criteria 206–9 engineering 5, 509–10 environmental management systems 310–11, 313 EPC (engineering, procurement and construction) businesses errors: auditing 219–20; avoiding repetition 53; elimination of 16; production 25, 27; safety 25; training 411–13 European Foundation for Quality Management (EFQM): awards 205; Excellence Model 45–6, 46, 205–13, 206; implementation 432; process management 247; strategy 45–6 European Quality Award 45 Evaluation Phase, training 362 events, lean quality 406 example, leading by 408 Excellence Models 45–6, 83, 204, 205–13 execute phase, continuous improvement 323, 323–4 executive sponsors 221, 265 expressed behaviours 391 externalisation, knowledge 418, 419 extroverts 389 fabrication facilities 488 facilitation 362, 369 failure costs 179–80, 182, 182–3 failure mode, effect and criticality analysis (FMECA) 157–60, 165 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 605 failures see errors Federal Information Processing Standards (FIPS) 253 feedback 35, 370–1 feelings (group behaviours) 393 financial resources 111; see also costs FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour) 390–8, 397 first-party assessment 221–2, 223 flexibility 14, 57 flow see product flow; workflow flowcharts: cost models 183–4; process management 257–64, 258–60, 262–3, 268 flowlines 128 FMECA (failure mode, effect and criticality analysis) 157–60, 165 force field analysis 332, 332–3 Ford 269–70, 273–4 forming stage, team development 385 fragmentation of construction industry 6–7, 118 frameworks see models/ frameworks functional best practice 228 functional (line) managers 221, 265 future state maps 323 Gantt charts 120, 151–2, 431 general contractor driven policy 131 generic benchmarking 228 global organizations 8; see also Multinational High Technology Manufacturer global outsourcing 104–5, 114–15 globalisation 5–6 goal translation 94–8, 95, 97 goals: appraisals 354–5; benchmarking 236; culture 65–70; DPR case study 543–4; Graniterock case study 498–500; improvement teams 387; performance measurement 190; quality management systems 297; SMART 198; training 409; see also Key Performance Indicators; mission; vision frameworks goods, vs services 155 Graniterock case study 495–7; core purpose 498; core values 497–8; corporate objectives 498–500; design innovation 135; human resource management 352, 359, 360, 363, 407; implementation 428; people 499, 506–7; performance measurement 174; premium quality 61; products and services 503–6; quality in management 500–3; recognition of excellence 508; society 507 greenhouse gas (GHG) emissions 311 group dynamics 380, 388 guiding philosophy 65–6 handoff areas 127–8, 129 Head Office (HO) 84 health checks (operations) 102 healthcare see Boulder Associates case study; Sutter Health, VNGC project case study Heathrow Airport 553–4; development 555–7; governance 564, 565; improvement 565–9; key performance indicators 561–2, 563–4; programme delivery 558–9; quality structure 557–8; roles 560–1; vision 554, 555 help management 39–40 heterogeneity, service sector 156 high-rise buildings 126, 127 Highways England case study 588–601; implementation 588–90, 593, 600; lean projects 588, 590, 593–6, 597–600; policy 83; selfassessment 218–19, 594–5; supply chain 589–90, 592–7 Highways England Lean Maturity Assessment Tool kit (HELMA) 218–19, 589–90, 594, 595 histograms 327, 328 house of quality framework 143–5 housekeeping 341–2 housing sector, timber floor construction 274, 584–8 human resource management: communication 355–7, 358, 372; continuous improvement 370–1, 373; employee empowerment 358–60, 372; Graniterock case study 506–7; Kaizen 367–70, 373; for lean quality 363–7, 372–3; strategic alignment of policies 351–5, 352, 371–2; teamwork 362–3, 372; training and development 360–2, 372 IFOA (Integrated Form of Agreements) 17, 571 impact: benchmarking 229; performance measurement 176 implementation: change 238, 239; change curves 433–7, 444; change management 427–9, 443; communication 401–3, 406; consultant use 437–9, 444; continuous improvement 439–43, 445; ConX system 487; Highways England case study 589–90; planning 430–3, 444; process management 266–7, 268, 440; Rosendin case study 571–2 Implementation Phase, training 361–2 improvement: Crosby, Philip B 40; design 134–6; Heathrow Airport case study 565–9; Kaizen 367–8; performance measurement 171–81, 201; quality management systems 309; as value of lean production 9–10; see also continuous improvement improvement teams 62, 376–80 improvers 314–15 inclusion (teamwork behaviours) 391–8, 397 independent third-party audit 222, 223 individuals see people inductions 362 information: Analytical Design Process 148–9; continuous improvement 325–36, 345–6; reporting 176–7, 177, 181; training 417–18; use of technology 112–13; see also data; documentation information technology systems 112–13; see also technology infrastructure 299 initial planning 121 innovation 7, 418; Boulder Associates case study 458–60; business process re-design 278; design 134–7; Rosendin case study 575–7; Southland Industries case study 513–14; Sutter Health case study 472–3; timber floor construction case study 584–8; vs standardization 154 inspector’s role in detection 31, 108 intangibility, service sector 155 Integrated Computer-Aided Manufacturing (ICAM) 253 Integrated Form of Agreements (IFOA) 17, 571 Integrated Manufacturing (IDEF) Definition technique 148, 148 integrated organizations 15–16 Integrated Project Delivery (IPD) 17; Southland Industries case study 516–17; supply chains 24; Sutter Health case study 464–5; workflow unreliability 118 integrated projects 16–18 Index 605 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 606 Integration Definition for Information Modelling (IDEFIX) 253, 256 Integration DEFinition Function Modelling (IDEFØ) 253, 254–5, 254–6 interdependence, teams 375, 375 interested parties, quality management systems 294; see also stakeholders internal audit 221–2, 223, 293, 308, 582 internal benchmarking 228 internalisation, knowledge 418, 419, 419 International Standards Organization: ISO 10001 288; ISO 14001 310–11, 313; specifications 154; see also ISO 9000 interpersonal relations tools 390–8, 400 interrelationship diagraphs 334, 335 introverts 389 investigate phase, continuous improvement 321, 321–2 investment 111 IPDs see Integrated Project Delivery ISO 10000 series 288 ISO 14001 310–11 ISO 9000 series: audit 222–3; continuous improvement 3, 46; customer’s needs 23; history 285; mandatory compliance 3; overview 287–91 IT systems 112–13; see also technology Japanese model 9–10, 39; see also Toyota Japanese Union of Scientists and Engineers (JUSE) 368 JB Henderson case study 530–1; achievements 537–40; continuous improvement 532–3, 540–2; driving change 84; implementation 428; lean quality 531–7; performance measurement 174; planning 62; teamwork 376; vision framework 531 joint development programmes 11 Juran, Joseph M 39, 40, 42 Just in Time (JIT): avoiding overproduction 56; lean production 9, 11, 12; procurement 108–9 ‘just-in-time’ training 93 Kaizen Blitz events 370 Kaizen card concept 537 606 Index Kaizen teams 367–70, 373, 458–60 Key Performance Indicators (KPI): commercial interests 17; Heathrow Airport case study 561–2, 563–4; human resource management 359; implementation 431–2; mission 88; quality costing 187–90, 193; self-assessment 209–13, 214–15 key performance outcomes (KPOs) 190, 193 Key Result Areas (KRAs) 17, 195 knowledge, and information 417–20; see also training knowledge sharing 419–20, 422 Koskela, Lauri 49 KPIs see Key Performance Indicators labour intensity, service sector 156, 157 Last Planner system: Boulder Associates case study 458–60; Highways England case study 593; managing workflow 121–4, 133; Sutter Health case study 470, 470; teamwork 428 leadership: action-centred 380–5, 384, 399–400; business process redesign 281–2, 284; communication 75, 239, 355–7; and design 160; excellence in 73–5, 77; Graniterock case study 496–7, 500–1; improvement teams 376–7, 379, 380, 382–3, 387–8; JB Henderson case study 536; Kaizen teams 369; lean principles 54–5; lean quality management 70–5, 76–7; process management 264–5, 268; quality management systems 295–7; quality professionals 364–5; selfassessment 206–7, 214–15; see also lean quality management; senior management Lean Construction Institute 124–5 Lean Construction movement 3, 117, 120–1 lean design see design lean principles 48–57, 50 lean production 9–12, 20 lean quality 3, 9; in all functions 35–6, 38, 63, 248–9; communication 401–6; construction industry 12, 19, 21; customer’s perspective 22–31, 37; definition 10–11; design 28–31, 38; human resource management 363–7, 372–3; JB Henderson case study 531–7; managing 31–3, 38; partnerships 102, 110–11; principles of 48–57, 50, 59; quality chains 25–7, 37–8; understanding needs 24–5, 33–5, 37, 38 lean quality management 60–3, 76; commitment and policy 63–5, 76; culture 65–70, 76; and design 160–2, 165; Graniterock case study 500–3; Kaizen teams 368, 369; leadership 70–5, 76–7; management structure 72, 264–5; model for 441–3, 442; quality processes 31–3; see also change management; implementation lean quality policy: Building Information Modelling 131; communication 403; development of 98–100; human resource management 351–5, 371–2; lean quality management 63–5, 66, 76; procurement 109–10; quality management systems 296; and strategy 83–4, 100 lean quality triangle 14–18, 15, 21 lean visual management 593, 600 Lean-Six-Sigma 204, 314, 342–4, 346 learning: communication 406–10, 421; eliminating errors 16; internalisation of 416–19, 422; roles 414–16; sharing knowledge 419–20, 422; systematic approach 411–13, 421–2 light fitting example 125 Liker, Jeffrey 48–9 line managers 221, 265 location-based planning 125–30, 133 long-term philosophy 50–1 lookahead planning 121–2, 124 loyalty, customers 25 Management Consultancies Association (MCA) 328–9 management reviews 308 management structure 72, 264–5 management systems, non-quality 309–11, 313 management systems, quality see ISO 9000; quality management systems ‘Managing into the 90s’ programme 41 manufacturing systems: ConX system 482, 485–7; Multinational High Technology Manufacturer 118, 122, 429, 488–95 marketing 27, 33–5 materials 5, 13 matrix diagrams 334–5, 335–6 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 607 maturity model, self-assessment 216–19, 217–18, 224–5 Mazda 269 MBTI (Myers-Briggs Type Indicator) 388–90, 398 measurement see performance measurement mechanical, electrical and plumbing (MEP) 481–2 meeting discipline: Kaizen teams 369–70; Last Planner system 123–4; teamwork 374, 376, 378 metal decks, ConX system 480, 481 metrics 93; see also critical success factors; Key Performance Indicators middle management: change management 434–5; lean quality message 405, 406; training 415 milestones 121 mindset, lean quality 61–2 mission 68; core processes 88–90, 91; corporate culture 67; critical success factors (CSFs) 86–8, 87, 89; JB Henderson case study 531; policy 83, 84–5; process sponsorship 88–90; selfassessment 216 mission statements 85–6 models/frameworks: P’s and C’s 46–7, 59; Capability Maturity Model Integration (CMMI) 216–19, 217–18, 224–5; continuous improvement 316–25; design 142–6, 148–9; house of quality 143–6; interpersonal relations tools 388–98, 400; lean quality management 441–3, 442; for performance measurement 172, 187, 202; principles of lean quality 48–57, 59; process modelling 253–7, 268; quality awards 41–6, 58–9; quality costing 182–97, 184–6, 202; for selfassessment 204–13, 224; TQM 39–41, 58; see also Building Information Modelling modular buildings 119 Moments of Truth (MoT) 159–60 monitoring see performance measurement motivation 195, 355, 359–60, 407, 507 Motorola 272 Multinational High Technology Manufacturer case study: achievements and conclusions 494–5; change management 489–93; culture 489–93; data 493; Integrated Project Delivery (IPD) 118; Last Planner system 122; supply chains 429; waste 493–4 Myers-Briggs Type Indicator (MBTI) 388–90, 398 National Institute of Standards and Technology (NIST) 253 needs: lean quality 24–5, 33–5, 37, 38; quality management systems 294; see also customer needs Nominal group technique (NGT) 331–2 non-conformance 183–7, 305 norming stage, team development 385–6 Oakland, John: DRIVER framework 316; Six Sigma 343; total quality management 40, 46 Oakland Consulting 307, 311 Oakland Institute 104, 238, 351, 427 Oakland-Marosszeky model 74, 77, 78 objectives see goals openness (teamwork behaviours) 391–8, 397 operations: health checks 102; planning 98; quality management systems 300–5 opportunities, quality management systems 291, 297 optimization, Analytical Design Process 149–51 organizational culture see culture organizations: context 294, 316–25; continuous improvement 316–25; cooperative structures 51; implementation 428–9; performance review 196–7; quality across all functions 35–6, 38, 248–9; quality management systems 287, 296 organization-wide quality 35–6, 38, 63, 248–9 outsourcing 101, 104–5, 114–15 overproduction 56 P-A-F (prevention, appraisal, failure) model 178, 180–1, 182–3, 202 Pareto analysis 329 participation, leadership 72–3 partnerships: collaboration 101–4, 114; Collaborative Business Relationships 113–14; global outsourcing 104–5, 114–15; lean principles 54–5; lean quality 102, 110–11; policy development 99; procurement 107–10, 115; self- assessment 208–9, 214–15; supply chain 105–6, 110–11, 115 people: absenteeism 230; awareness 299–300; Boulder Associates case study 461; business process redesign 281–2, 284; change management 236–7, 239, 435; competence 299, 354; continuous improvement 314–15, 323–5; and design 160; empowerment 358–60, 372; Graniterock case study 499, 506–7; importance of 351; lean principles 54–5; lean quality commitment 403–4, 405, 406, 440–1; models for quality 46, 47; performance measurement 194–6; personality types 388–90, 400; policy development 99; process management 265–6, 268; quality management systems 296–7, 298; reward and recognition 195, 355, 359–60; selfassessment 208, 210, 214–15; skills 72, 354, 364, 377; see also human resource management; leadership; teamwork; training People Preparation Process (3P) 452–4 performance: appraisals 194–6, 354; benchmarking 233–6, 234; communication 401–2; consultant use 438; customer’s needs 23–4; individuals 194–6; leadership 74; models for quality 46, 47; quality management systems 305–9; suppliers 109 performance assurance 518, 523–5, 526, 527 Performance Evaluation Reviews, Graniterock case study 500–1 performance improvement 171 performance measurement: business process re-design 278–9; costs of quality 177–9, 201; Crossrail case study 522, 525–8, 527, 528; failure costs 179–81; framework for 172, 187, 202; Graniterock case study 500–1, 503–5; implementation 197–200, 202–3, 432; improvement cycle 171–81, 201; against mission 93; process management 248; process model for quality costing 182–97, 202; quality management systems 292, 293; service quality 157, 158; Southland Industries case study 515–16; training 410, 413 performance measurement systems 171–2 Index 607 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 608 performance review, individuals 194–6, 354 performance review, organizations 196–7 performance-based specifications 154 performing stage, team development 386 personal computers, secondary design 137 personality types 388–90, 400 phase planning 121, 122 philosophy, lean quality 364 philosophy, long-term 50–1 pipe racks, ConX system 481–5 Plan-Do-Check-Act cycle: human resource management 353, 356, 356–7; ISO 9000 290, 290; JB Henderson case study 531–2; performance measurement 172, 190; quality management systems 307; Six Sigma 343; Sutter Health case study 467 planning: benchmarking 230, 232; Boulder Associates case study 458–60; Crossrail case study 521; DPR case study 548–9; Graniterock case study 501–2; implementation 444; leadership 74; lean principles 55–7; models for quality 46, 47; operational 98; performance measurement 198–200; preconditions for work 13–14; project management 14, 119–24, 431; quality management systems 297; strategy 98; see also workflow unreliability Planning/Design Phase, training 361 PMBOK (the project management body of knowledge) 120 policy see lean quality policy policy deployment process 94–8 preconditions for work 13–14 predictability 54 prefabrication: managing workflow unreliability 119; Rosendin case study 576; Southland Industries case study 510, 512, 512 premium quality 22, 61 prevention costs 178, 182, 182–3 prevention programmes 219, 220 principles of lean quality 48–57, 50 principles of quality management 289 priorities, senior management 74 private sector: partnerships 101; vision frameworks 67, 68; see also case studies 608 Index problems see errors Process Classification Framework 250–3, 251 process control 171 process cost model 183–7 process efficiency 124–5, 133 process innovation 73, 136, 584–8 process management 31–3, 247–53, 267–8; flowcharting 257–64, 268, 327; good design 161; human resources 364; implementation 266–7, 268, 440; leadership 264–5, 268; modelling 253–7, 268; people 265–6, 268; performance measurement 191–2; systems approach 285–6, 286; teamwork 374, 376–80, 399; see also business process re-design process mapping 274–6, 274–6, 327 process modelling 142–3, 182–97, 202, 253–7 process owners 221, 264, 265, 377 process performance improvement teams 62, 376–80 process re-design/re-engineering see business process re-design process reliability 24, 175–6 process sponsorship 88–90 processes: benchmarking 230–3, 240; business process re-design 276–9, 284; design 136–47, 139, 163–4; leadership 74–5; lean principles 52–4; models for quality 46, 47; policy development 99; selfassessment 209, 214–15; see also core business processes process-management teams 427 procurement: costs 107–8; design and construction method 84; EPC businesses 5; lowest cost 6; partnerships 107–10, 115; policy 109–10; risk 107–8; Sutter Health case study 462–4 product flow 13 product reliability 24 production: lean 9–12, 20; lean principles 48–9; managing workflow unreliability 119; Sutter Health case study 467–70 productivity 7, 175; see also efficiency productivity index 7, products: Graniterock case study 503–6; quality management systems 301–5; self-assessment 209 professional development 361–2, 407; see also training professionals, quality 364–5 profit margins programme, Analytical Design Process 151–2 project management: implementation 431; Last Planner system 121–4; managing workflow unreliability 119–21; weaknesses in 14 project optimization 16 property market 61 psychology, teams 380, 388–98 public sector 3, 8, 41, 67, 68, 319 pull systems 56 purchasing see procurement purpose see mission quality: construction industry 7; costs of 177–9, 182–97, 201; lean production quality assurance 33 quality awards 41–6, 58–9, 205, 508 ‘Quality Campaign’ programme 41 quality chains 25–7, 37–8 quality circles (Kaizen teams) 367–70, 373, 458–60 quality control 31, 33 quality function deployment (QFD) 94, 143–6 quality management see lean quality management quality management principles 289 quality management systems (QMS) 285–91, 312; auditing 219–23, 225; benchmarking 237; certification 110; continuous improvement 309, 325–6; design of 291–3, 312–13; lean quality triangle 18; requirements 293–309, 313; see also ISO 9000 quality movement quality policy see lean quality policy quality professionals 364–5 quality revolution 342 RADAR self-assessment 212, 212–13 readiness for change 238, 238–9, 435, 437 reception 36 recipient of service 156, 157 records see documentation recruitment 353–4, 364–5 reinforce phase, continuous improvement 324, 324–5 relationships: joint development programmes 11; personality types 388–90, 400; quality chains 26–7; social cohesion 363–4; see also teamwork 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 609 reliability 24; commitments 11; construction industry 7; lean principles 52–4; process 24, 175–6; technology 52–3; see also workflow unreliability reporting 176–7, 181 reputation: customer’s perspective 23; delighting the customer 25; failure costs 180 request for proposal (RFP) 262 resource management diagrams 298, 298 resources: and design 160–1; financial 111; management of 111–13, 115; policy development 99; quality management systems 298–9, 306; self-assessment 208–9, 214–15 return on investment (ROI) 172, 589 return on value added (ROVA) 176 review phase, benchmarking 232, 233 review phase, continuous improvement 320, 321 reward mechanisms (staff) 195, 355, 359–60 risk: global outsourcing 104; procurement 107–8; quality management systems 290–1, 297; as term 31; workflow unreliability 119 roles: Heathrow Airport case study 560–1; process owners 221, 264, 265, 377; quality management systems 296–7; see also people; senior management root cause analysis 330, 330–2 Rosendin case study 569–70; culture 570; design innovation 135; lean quality 571–5; mobile app development 111; safety 578; sustainability 577–8; technical innovation 575–7; work structuring 125 safety: construction industry 7; DPR case study 549–50; failures 25; Graniterock case study 497, 499; Rosendin case study 578; Sutter Health case study 469–70, 470 safety management systems 310 scatter diagrams 327, 328 scheduling: Analytical Design Process 151–2; audits 221; Gantt charts 120, 151–2, 152, 431; phase planning 121, 122; project management 121–4, 151–2, 152; Takt time 125–30, 128–9, 133, 473–6 scope, quality management systems 294 scorecard model 192, 192 secondary design 136–7 second-party schemes (audit) 221–2, 223 selection: improvement teams 376–7; recruitment 353–4; sourcing 104–6; see also procurement self-assessment: framework for 204–13, 224; Highways England case study 218–19, 590–3; implementation 432; internal audit 221–3; maturity model 216–19, 224–5; methodologies 213–16, 224 self-concept 393 self-performed work 551–2 senior management: change management 427, 429, 434; lean quality message 405; policy commitment 63–4; priorities 74; process management 249, 264, 266; quality management systems 295–6; top management approach to design 136; training 414; see also leadership service quality 157 service reliability 24 service sector 155–7, 164 services: Graniterock case study 503–6; quality management systems 301–5; self-assessment 209 SERVQUAL assessment tool 157, 158 set-based design 141, 142 shareholders 99 Shingo Award 46 simultaneity, service sector 156 situational leadership 383–5, 384 Six Sigma 342–4, 346 skills: competence 354; improvement teams 377; leadership 72; lean quality 364 small and medium enterprises 111 SMART (Simple, Meaningful, Appropriate, Relevant and Timely) 198 social cohesion 363–4; see also teamwork socialisation, knowledge 418, 419, 419 society: DPR case study 552–3; good design 161; Graniterock case study 507; policy development 100; self-assessment 205, 211, 214–15 solar power 577–8 soufflé system example 285–6, 292 sourcing: global outsourcing 104–5; supply chain effectiveness 105–6; see also procurement Southland Industries case study 509; Building Information Modelling 510–11, 514; construction 510, 511–12; design 512–16; design innovation 135; engineering 509–10; Integrated Project Delivery 516–17 specifications 28–9, 34, 153–4 sponsors 88–90 staff see people stairs, ConX system 480, 480 stakeholders: benchmarking 234–6; continuous improvement 319–20; policy development 98–100; quality management systems 294; self-assessment 216 standard work 153 standardization: lean principles 52; vs development 153–5, 164; workflow unreliability 125 Statistical Process Control (SPC) 258, 261, 337–8, 345–6, 503 Statistically Based Continuous Improvement (SBCI) 343 steering committees 365–6 step changes 233, 234, 272–3 storming stage, team development 385 strategic balance 136 strategy: and action 84–98; development of 98–100; human resource management 351–5, 352, 371–2; performance measurement 190; and policy 83–4, 100; selfassessment 208, 214–15 stratification, data 327–9 Structured Analysis and Design Technique (SADT) 253 styling products 136–7 subcontractors 6–7 sub-processes 91–3 success factors see critical success factors supervisors 405, 406, 415–16 Supplier–Inputs–Process–Outputs–C ustomer (SIPOC) 253 suppliers: fragmentation of industry 6; lean quality commitment 441; performance 109; requirements of 28 supply chain effectiveness 105–6, 115 supply chains: ‘assumption busting’ 281; business process re-design 270–2; communication 34, 405; Index 609 6979 TOTAL CONSTRUCTION PT2_246 x 189 19/01/2017 10:22 Page 610 fragmentation 6; Highways England case study 590–3; Integrated Project Delivery (IPD) 24; lean principles 55; partnerships 105–6, 110–11, 115 support, quality management systems 298–9 sustainability, Rosendin case study 577–8 sustainable building, DPR case study 546–7 sustained improvement see continuous improvement Sutter Health, VNGC project case study: benchmarking 226; Building Information Modelling 131–2, 471–2; communication 407; continuous improvement 465–7; design 137; innovation 472–3; Integrated Project Delivery 15, 118, 464–5; Last Planner system 122; Plan-Do-Check-Act cycle 467; procurement 462–4; production 467–70; supply chains 429; Takt time 473–6; teamwork 472; use of technology 112 systems approach 285–6, 286; see also quality management systems Takt time 125–30, 133, 473–6 tally charts 327 Target Value Design (TVD) 18, 146–7 task forces 376 tasks 91–3 team development 385–8, 400 teams: Kaizen 367–70, 373; process performance improvement 62, 376–80; process-management 427; quality steering committees 365–7 teamwork: action-centred leadership 380–5, 399–400; business process re-design 277–8; core processes 91–3; design 136, 144–6, 147; human resource management 362–3, 372; implementation 428; importance of 374–6, 399; integrated organizations 15; interpersonal relations tools 390–8, 400; lean principles 55; personality types 388–90, 400; process management 261–4, 374, 376–80, 399; process modelling 256; stages of team development 385–8, 400; Sutter Health case study 472 610 Index technology: ‘assumption busting’ 281; business process re-design 270–2, 273–4, 282; design 136–8, 154–5; IT systems 112–13; procurement 107; project management 120; reliability 52–3; as resource 112–13 tendering third-party audit 222, 223 timber floor construction case study 274, 584–8 timeliness, procurement 108 top management see senior management top management approach 136 top quality 22, 61 total design processes 143 total quality see lean quality total quality audit process 41 Total Quality Management (TQM) 10, 39–41, 46, 58 total quality paralysis 430 touchpoints 321 Toyota 9, 12, 141–2 Toyota Production System (TPS): lean production 9–10; People Preparation Process 452–4; Takt time 128 Toyota Way 48–9 TQM (total quality management) 10, 39–41, 46, 58 training: business process re-design 278; communication 406–10, 421; continuous improvement 315, 325; data analysis 338; human resource management 360–2, 361, 372; internalisation of 416–19, 422; ‘just-in-time’ 93; Kaizen teams 369; roles 414–16; sharing knowledge 419–20, 422; systematic approach 411–13, 421–2 transformational philosophies Transformation-Value-Flow (TVF) production 49 transportation, waste 13 tree swing quality example 28, 29 truss companies 227 turtle diagrams 298, 298 validating 30–1 value, loss of 13 value added 174, 176, 216, 339, 490, 491 value chains 161 value for money 8, 105 value stream analysis 120, 125 Value Stream Mapping (VSM) 18, 321, 338–41, 572–5 values: corporate culture 65–6; Graniterock case study 497–8; lean production 9–10; long-term philosophy 50–1 variation in production 105, 314, 316 verbal communication 408 verify phase, continuous improvement 322–3 virtual reality (VR) technologies 154–5 virtuous processes 53 vision frameworks: business process re-design 281; corporate culture 65–6, 67, 68; Costain Way case study 579; Heathrow Airport case study 554, 555; JB Henderson case study 531; leadership 70–3; policy 83, 84–5 visual communication 54, 408 VNGC project see Sutter Health, VNGC project case study volunteered accountability 197–8 wall panels, ConX system 481 wanted behaviours 391–2 war rooms 176–7, 471 waste: auditing 220; construction industry 12–14, 21; lean principles 52; lean production 9; Multinational High Technology Manufacturer 493–4; vs workflow levelling approach 125 weather, workflow unreliability 119 weekly work planning 123 wind energy 577–8 Womack, Jim 9–10 work hand-over 11 work structuring 122, 124–5 work teams see teamwork workflow: lean quality 11; planning 55–6; waste 13 workflow levelling 125 workflow unreliability 117–18, 132; Building Information Modelling 130–2, 133; historic changes 119–21; Last Planner system 121–4, 133; location-based planning 125–30, 133; process efficiency 124–5, 133; Takt time planning 125–30, 133, 473–6; traditional strategies for 119, 132 workmanship 108 written communication 408 Xerox 269–70, 273–4 ... FOUNDATIONS OF LEAN QUALITY CHAPTER Understanding lean construction Lean quality in construction Distinguishing features of construction projects Today’s industry Common construction challenges Lean production... training for lean quality 411 Starting where and for whom? 414 Turning education and training into learning 416 The practicalities of sharing knowledge and learning 419 401 Contents 6979 TOTAL CONSTRUCTION. .. developing and implementing lean/ quality- based management strategies in the infrastructure (road and rail), building construction, and oil and gas industries across four continents 6979 TOTAL CONSTRUCTION