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Baker, S, Ponniah, D and Smith, S (1999) Risk response techniques employed currently for major projects. Construction Management and Economics, 17(02), 205-13.
Baldwin, A N, Austin, S A, Hassan, T M and Thorpe, A (1999) Modelling information flow during the conceptual and schematic stages of building design. Construction Management and Economics, 17(02), 155-67.
Chan, A P C (1999) Modelling building durations in Hong Kong. Construction Management and Economics, 17(02), 189-96.
Goh, B-H (1999) An evaluation of the accuracy of the multiple regression approach in forecasting sectoral construction demand in Singapore. Construction Management and Economics, 17(02), 231-41.
Green, S D (1999) The missing arguments of lean construction. Construction Management and Economics, 17(02), 133--7.
- Type: Journal Article
- Keywords: critical theory; customer responsiveness; human resource management; lean construction; technocratic totalitarianism; total quality management
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/014461999371637
- Abstract:
The emerging concept of lean construction is concerned with the application of lean thinking to the construction industry. The ideas of lean thinking seem set to dominate the UK construction industry’ s quest to improve quality and efficiency. However, the current debate is based on a highly selective interpretation of the available literature. The extent to which the Japanese model of lean production is applicable in Western contexts remains hotly debated. An extensive body of critical opinion equates the Japanese model of lean production with technocratic totalitarianism. Whilst the claims of productivity achievements in Japanese manufacturing transplants are impressive, the rhetoric of flexibility, quality and teamwork too often translates in practice to control, exploitation and surveillance. Furthermore, it cannot be taken for granted that any increases in productivity necessarily serve the interests of the end customer. The current agenda for the implementation of lean thinking in the UK construction industry notably ignores the extensive critical literature on lean production. In the absence of a more balanced research agenda, there is a danger that dogma rather than a balanced appraisal of the available evidence will drive construction policy.
Gyi, D E, Gibb, A G F and Haslam, R A (1999) The quality of accident and health data in the construction industry: interviews with senior managers. Construction Management and Economics, 17(02), 197-204.
Li, H and Love, P E D (1999) Combining rule-based expert systems and artificial neural networks for mark-up estimation. Construction Management and Economics, 17(02), 169-76.
Loosemore, M (1999) Bargaining tactics in construction disputes. Construction Management and Economics, 17(02), 177-88.
Proverbs, D G, Holt, G D and Olomolaiye, P O (1999) European construction contractors: a productivity appraisal of in situ concrete operations. Construction Management and Economics, 17(02), 221-30.
Ray, R S, Hornibrook, J, Skitmore, M R and Zarkada-Fraser, A (1999) Ethics in tendering: a survey of Australian opinion and practice. Construction Management and Economics, 17(02), 139-53.
Sozen, Z and Kucuk, M A (1999) Secondary subcontracting in the Turkish construction industry. Construction Management and Economics, 17(02), 215-20.
Tan, W (1999) Construction cost and building height. Construction Management and Economics, 17(02), 129-32.