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Best, R and Langston, C (2006) Evaluation of construction contractor performance: a critical analysis of some recent research. Construction Management and Economics, 24(04), 439-45.

Cheung, F K T and Skitmore, M (2006) A modified storey enclosure model. Construction Management and Economics, 24(04), 391-405.

Huang, Y-L and Chou, S-P (2006) Valuation of the minimum revenue guarantee and the option to abandon in BOT infrastructure projects. Construction Management and Economics, 24(04), 379-89.

Johnson, C, Lizarralde, G and Davidson, C H (2006) A systems view of temporary housing projects in post-disaster reconstruction. Construction Management and Economics, 24(04), 367-78.

Stewart, R A and Spencer, C A (2006) Six-sigma as a strategy for process improvement on construction projects: a case study. Construction Management and Economics, 24(04), 339-48.

  • Type: Journal Article
  • Keywords: Six-sigma; process improvement; total quality management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190500521082
  • Abstract:

    Significant expenditures of time, money and resources, both human and material, are wasted each year as a result of inefficient or non-existent quality management procedures. In an attempt to improve their market competitiveness, by limiting the extent of non-value-adding activities, some organizations are beginning to monitor the performance of internal and external engineering and construction processes. To achieve these bold aims, these organizations are looking to other industries such as manufacturing to examine the effectiveness of measuring and monitoring tools such as six-sigma. Only in recent years has the six-sigma method been utilized by some of the major players in the construction sector. To familiarize both researchers and practitioners on how to implement the six-sigma method and its potential benefits, the paper describes the outcomes of a six-sigma process improvement project (PIP) conducted for the construction of concrete longitudinal beams on the St Pancras raised railway station in London, UK. The outcome of the six-sigma PIP was the improved productivity of beam construction, enhanced interaction between project teams and reduced project delays. Moreover, interviews with key project participants were conducted to determine the success factors, barriers, suitability and advantages of the six-sigma approach compared with other TQM techniqes. In summary, the six-sigma approach provided the PIP team with a structured process improvement strategy to reduce waste and other non-value adding activities from the construction process.

Tang, C M, Wong, C W Y, Leung, A Y T and Lam, K C (2006) Selection of funding schemes by a borrowing decision model: a Hong Kong case study. Construction Management and Economics, 24(04), 349-65.

Thomas, A V, Kalidindi, S N and Ganesh, L S (2006) Modelling and assessment of critical risks in BOT road projects. Construction Management and Economics, 24(04), 407-24.

Wong, J T Y and Hui, E C M (2006) Construction project risks: further considerations for constructors' pricing in Hong Kong. Construction Management and Economics, 24(04), 425-38.