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Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/792

Title: Development of an integrated business improvement system for construction
Authors: Beatham, Simon
Keywords: Continuous improvement
Performance measurement systems
EFQM excellence model
Issue Date: 2003
Publisher: © Simon Beatham
Abstract: The construction industry has inherent problems due to its structure and fragmentation. Its poor performance has been challenged by its client base and it has been forced to seek ways to deliver improved performance. This project was initiated as a response to this challenge and represents one organisation’s attempt to deliver improvements. This organisation provides both design and construction solutions, offering ‘total life of asset support’ from business consultancy through to decommissioning, in a neutral contractual environment. Initial investigations of the integration of design and construction and of the use of the EFQM Excellence Model concluded that a holistic view of the organisation’s performance was needed. Most organisations use traditional, easily quantifiable measures, such as time and cost, whilst neglecting the softer cultural issues, as a way of assessing overall business performance. This prompted further research into the use of performance measurement and also a review of the culture that existed within the organisation. It became clear that many performance initiatives failed because of the lack of ‘Change Action driven by Results (CAR)’. The failure to initiate change or implement action based on the results achieved, means that performance measures are not being integrated into the management systems of the organisations. Based on the conclusions of this work, this project has developed and implemented the Integrated Business Improvement System (IBIS) within the primary case study unit and also two other organisations, all of which are part of AMEC Plc. The project details the barriers that were experienced during the development and implementation of the system and concludes that it is the human component that is critical for the successful implementation and use of any improvement system. The findings of this work have been presented in five peer- reviewed papers.
Description: A dissertation thesis submitted in partial fulfilment of the requirements for the award of the degree of Doctor of Engineering (EngD), at Loughborough University.
URI: https://dspace.lboro.ac.uk/2134/792
Appears in Collections:Published Theses (CICE)

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