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Al-Momani, A H (1996) Construction cost prediction for public school buildings in Jordan. Construction Management and Economics, 14(04), 311-7.

Bon, R and Yashiro, T (1996) Some new evidence of old trends: Japanese construction, 1960-1990. Construction Management and Economics, 14(04), 319-23.

Djebarni, R (1996) The impact of stress in site management effectiveness. Construction Management and Economics, 14(04), 281-93.

Handa, V K and Adas, A (1996) Predicting the level of organizational effectiveness: a methodology for the construction firm. Construction Management and Economics, 14(04), 341-452.

Low, S P and Tan, W (1996) Public policies for managing construction quality: the grand strategy of Singapore. Construction Management and Economics, 14(04), 295-309.

Shammas-Toma, M, Seymour, D E and Clark, L (1996) The effectiveness of formal quality management systems in achieving the required cover in reinforced concrete. Construction Management and Economics, 14(04), 353-64.

  • Type: Journal Article
  • Keywords: construction defect; operative; quality system
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/014461996373421
  • Abstract:

    Much attention has been given to ways of controlling quality through formalized management systems. A study has recently been completed at the University of Birmingham, funded by the Building Research Establishment, designed to establish the extent to which construction specifications are being achieved in reinforced concrete structures and correlation’s between the quality levels achieved and the site organization structure, and control procedures and supervisory and workmanship practices. The findings suggest that the existence of formal quality control systems do not have the intended, positive impact on quality. The implications of this are discussed in terms of the need to recognize the limitations of trying to remedy sporadic defects through checking and to institute procedures aimed at eliminating systemic or chronic defects. Such a strategy would involve developing greater coordination between participants and enabling a properly trained work force to do the work ’right first time’. It is recognized that for this strategy to be realized, considerable changes in attitude, culture and procurement arrangements would be necessary.

Tsai, D M and Chiu, H N (1996) Two heuristics for scheduling multiple projects with resource constraints. Construction Management and Economics, 14(04), 325-40.