Praxis of Rework Mitigation in Construction

Abstract

Rework is a pervasive problem within the construction industry, but many firms are reluctant to openly acknowledge it is an issue because it can potentially damage their reputations. Using a case study approach, this paper aims to examine how an AU$375 million program alliance, which experienced cost and schedule overruns and an increase in safety incidents as a result of rework, addressed this problem. The case analysis revealed that rework could be significantly reduced by having an authentic leadership style in place, empowering as well as actively engaging with contractors, and focusing on continuous improvement. As a result, the alliance was able go beyond lessons that were superficial (i.e., identifying procedures that were not followed) and undertake new and improved ways of doing business that encompassed context-specific learning. The novelty of the case study findings highlights the need to reduce rework by focusing greater attention on changing behaviors, particularly the motivations of alliance team members, by cultivating an error management culture. Such a culture needs to be harnessed in construction projects if rework is to be reduced and adopted industrywide, which necessitates the need for significant steps toward improving performance and productivity.