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Cheng, E W L, Li, H, Shen, L Y and Fong, P S W (2002) Ranking of construction information for various functions of the general contractors: a preliminary study. Journal of Construction Research, 3(01), 181–91.

Chew, A T W and Ling, F Y Y (2002) Increasing Singapore's construction productivity through construction process re-engineering. Journal of Construction Research, 3(01), 123–45.

Formoso, C T, Santos, A D and Powell, J A (2002) An exploratory study on the applicability of process transparency in construction sites. Journal of Construction Research, 3(01), 35–54.

Green, S D (2002) The human resource management implications of lean construction: critical perspectives and conceptual chasms. Journal of Construction Research, 3(01), 147–65.

Kim, Y-W and Ballard, G (2002) Earned value method and customer earned value. Journal of Construction Research, 3(01), 55–66.

Koskela, L, Huovila, P and Leinonene, J (2002) Design management in building construction: From theory to practice. Journal of Construction Research, 3(01), 1–16.

Miles, R S and Ballard, G (2002) Problems in the interface between mechanical design and construction: A research proposal. Journal of Construction Research, 3(01), 83–95.

  • Type: Journal Article
  • Keywords: construction; fast-track; value chain; production process; pull; lean construction; delivery process
  • ISBN/ISSN: 1609-9451
  • URL: http://www.worldscinet.com/jcr/03/0301/S1609945102000084.html
  • Abstract:
    As construction projects emerge from the traditional delivery processes to modern fast-track forms, stress has developed in the interface between the design professional's delivery process and effective construction production. This is no greater evidenced than at the specialty contractor level. The current attempts at fast-track team type projects remain largely a time-compressed form of the traditional processes with respect to the design-construct production flow. While many of these projects are comprised of a pre-selected "team" of design and construction firms, in most cases the role of the specialty contractor is limited to pricing exercises and perhaps some traditional "value engineering" suggestions during the design phases. Substantial improvements in production workflow, if any, have been generally limited to the area of cooperative construction activity sequencing and scheduling. Problems arising from this situation are illustrated and research is proposed for testing possible solutions.

Miller, C J M, Packham, G A and Thomas, B C (2002) Harmonization between main contractors and subcontractors: a prerequisite for lean construction?. Journal of Construction Research, 3(01), 67–82.

Seydel, A, Wilson, O D and Skitmore, M R (2002) Financial evaluation of waste management methods: a case study. Journal of Construction Research, 3(01), 167–79.

Singh, A (2002) Lean engineering for mass housing - design, manufacture and site erection. Journal of Construction Research, 3(01), 97–122.

Whelton, M G and Ballard, G (2002) Decriptive design study: a building facility renewal planning study. Journal of Construction Research, 3(01), 17–33.