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|Title: ||An evaluation of the practices of, and barriers to, continuous improvement through learning on NHS LIFT projects|
|Authors: ||Ibrahim, Ahmed D.|
Price, Andrew D.F.
Dainty, Andrew R.J.
|Issue Date: ||2006|
|Publisher: ||Conseil International du Bâtiment|
|Citation: ||IBRAHIM, D., PRICE, A. and DAINTY, A., 2006. An evaluation of the practices of, and barriers to, continuous improvement through learning on NHS LIFT projects. IN: Proceedings of 2006 conference of CIB-W092 Procurement Systems working commission: Sustainability and Value Through Construction Procurement, Salford, Great Britain, 29 November-2 December 2006, pp.262-272.|
|Abstract: ||The Department of Health (DoH), which is responsible for maintaining the overall
health of people living in England through the National Health Service (NHS), introduced the
Local Improvement Finance Trust (LIFT) initiative in 2000 to reverse the declining state of
primary care infrastructure. The initiative involves partnerships between diverse public and
private sector organisations to deliver improvements in facilities that will be suitable for
modern primary and social care services over a 20 – 25 year period. The initiative
contractually demands for continuous performance improvement from the demand and
supply sides, but the attainment still remains elusive.
This paper is aimed at describing the investigation into the practices of, and barriers to, the
achievement of continuous improvement through learning on NHS LIFT schemes. The
investigation is part of a study aimed at developing a continuous improvement framework
that will ensure that current and relevant knowledge is captured and reused during the
execution of long-term partnering (LTP) relationships. The methodology adopted for the
investigation involved semi-structured interviews with ten senior officers of six organisation
working across three LIFT schemes following the review of relevant literature.
The study revealed that ad hoc procedures were mostly used for capturing lessons learned
during the planning and implementation of the various LIFT projects. Although a variety of
techniques and few technologies were being employed in capturing relevant project
knowledge, the study revealed that the reuse of the captured knowledge have been largely
ineffective. The key barriers to the achievement of continuous improvement on NHS LIFT
projects identified include distrust and lack of mutual understanding, difference in modus
operandi and timeframes of the key participants, lack of clarity and communication, lack of
appropriate skills and competencies; and adversarial contexts.|
|Publisher Link: ||http://www.irbnet.de/daten/iconda/CIB1873.pdf|
|Appears in Collections:||Conference Papers (Architecture, Building and Civil Engineering)|
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