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|Title: ||Business excellence: lessons for the construction industry|
|Authors: ||Thompson, Nicola E.|
|Issue Date: ||2005|
|Publisher: ||© Nicola Emma Thompson|
|Abstract: ||The construction industry has been accused of being, at its worst, wasteful,
inefficient and ineffective, wasting over £1 billion in 1999 due to errors and
rework (Nicholson, 1999). Competitive pressures from within industry, as well
as external political, economic and other considerations are forcing the
industry to re-examine and improve its modus operandi (Anumba et al, 2000).
The message is that to survive and prosper, the industry must change its
management and practice. Nevertheless it took the publication of both the
Latham (1994) and Egan (1998) Reports, both advocating the use of
performance measurement, for the industry to recognise that it needed to
modernise in order to tackle the severe problems facing it.
However, in order for it to improve, the Construction Industry is faced with a
bewildering range of business improvement models and approaches, all with
their unique features, to use on their quality journey, all proclaiming to
improve organisational capability and results. Hence, the aim of this research
is to provide guidance on how these business improvement models and
approaches can be used to support and improve bottom-line results to
achieve business excellence.
The scope of this research is to focus on three industry sectors and
companies: Construction (Morgan Est Pic), automotive (Lear, a first tier
supplier) and aerospace (Rolls Royce), as proof of concepts. An analysis of
the overlap between the business improvement models and approaches,
conducted in the literature review, confirms the need for this research.
The initial concept adopted in this research is to pursue and evaluate the most
popular business improvement models; ISO 9001; the European Foundation for Quality Management (EFQM) Excellence Model and the American
Baldrige Model and the business improvement approaches such as Total
Quality Management (TQM), Business Improvement Review (BPIR), Six
Sigma and other "tools" that help Managers understand the business, such as
Balanced Scorecards and the Process Classification Framework (PCR).
Accordingly, a theoretical evaluation model was developed to demonstrate
where the approaches support the business improvement models. The model
was subjected to the empirical feedback of expert interviews and case studies
and to confirm its suitability for use within the construction industry.
The now developed evaluation model demonstrated that these models and
approaches are "TQM" with ISO 9001 providing the support and consistency
between them all. Furthermore, the results of a questionnaire survey revealed
that ISO 9001 can be the starting point for the journey towards world-class
performance. It provides the platform for taking the organisation forward by
achieving control over leadership, customer focus and continual improvement.
However, it needs to be implemented with a view to excellence rather than
The main finding from this research is that the construction sector still needs
to provide major investment in improvement models and approaches to
deliver bottom-line results and achieve business excellence.|
|Description: ||A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University.|
|Appears in Collections:||PhD Theses (Architecture, Building and Civil Engineering)|
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