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Bon, R and Luck, R (1999) Outsourcing of property-related management functions in Europe and North America, 1993-1998. Construction Management and Economics, 17(04), 409-12.
Chau, K W (1999) On the issue of plan shape complexity: plan shape indices revisited. Construction Management and Economics, 17(04), 473-82.
Chinyio, E A and Olomolaiye, P O (1999) A needs based methodology for classifying construction clients and selecting contractors-a rejoinder. Construction Management and Economics, 17(04), 413-7.
Cox, I D, Morris, J P, Rogerson, J H and Jared, G E (1999) A quantitative study of post contract award design changes in construction. Construction Management and Economics, 17(04), 427-39.
Kale, S and Arditi, D (1999) Age-dependent business failures in the US construction industry. Construction Management and Economics, 17(04), 493-503.
Kein, A T T, Ofori, G and Briffett, C (1999) ISO 14000: its relevance to the construction industry of Singapore and its potential as the next industry milestone. Construction Management and Economics, 17(04), 449-61.
Love, P E D, Mandal, P and Li, H (1999) Determining the causal structure of rework influences in construction. Construction Management and Economics, 17(04), 505-17.
- Type: Journal Article
- Keywords: causal loop diagramming; quality management; rework; system dynamics
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/014461999371420
- Abstract:
One of the most perplexing issues facing organizations in the construction industry is their inability to become quality focused. As a result sub-standard products and services often emanate, which inadvertently result in rework. Typically, rework is caused by errors made during the design process. These errors appear downstream in the procurement process and therefore have a negative impact on a project’ s performance. The lack of attention to quality, especially during the design process, has meant that rework has become an inevitable feature of the procurement process, and the costs have been found to be as high as 12.4% of total project costs. Such costs could be even higher because they do not represent schedule delays, litigation costs and other intangible costs of poor quality. To reduce the cost and effect of rework, an understanding of its causal structure is needed so that effective prevention strategies can be identified and the effects of rework reduced or eliminated. A case study approach based upon deductive and inductive reasoning is used to identify the major factors that influence rework in projects. From the findings and with reference to recent literature, the concept of system dynamics is used to develop a series of influence diagrams, which are then integrated to develop a conceptual causal loop model that is used to determine the overall causal structure of rework. Once an understanding of the causal structure of rework events has been acquired, effective strategies for rework prevention can be designed and implemented in order to improve project performance. This paper contributes to study of quality in construction by capturing the complexity and dynamism of those factors that influence rework and project performance in a holistic manner.
Pietroforte, R and Tangerini, P (1999) From boom to bust: the case of Italian construction firms. Construction Management and Economics, 17(04), 419-25.
Runeson, G and Loosemore, M (1999) Gate-keepers or judges: peer reviews in construction management. Construction Management and Economics, 17(04), 529-36.
Shapira, A and Schexnayder, C J (1999) Selection of mobile cranes for building construction projects. Construction Management and Economics, 17(04), 519-27.
Shi, J J (1999) A neural network-based system for predicting earthmoving production. Construction Management and Economics, 17(04), 463-71.
Swaffield, L M and Pasquire, C L (1999) Examination of relationships between building form and function, and the cost of mechanical and electrical services. Construction Management and Economics, 17(04), 483-92.
Williams, T (1999) Allocation of contingency in activity duration networks. Construction Management and Economics, 17(04), 441-7.