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    There Is Strength in Numbers: Seven Principles to Contain and Reduce Error and Mitigate Rework in Transport Mega-Projects

    89968.pdf (474.5Kb)
    Access Status
    Open access
    Authors
    Love, Peter
    Matthews, Jane
    Date
    2022
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Love, P.E.D. and Matthews, J. 2022. There Is Strength in Numbers: Seven Principles to Contain and Reduce Error and Mitigate Rework in Transport Mega-Projects. IEEE Engineering Management Review. 50 (1): pp. 220-228.
    Source Title
    IEEE Engineering Management Review
    DOI
    10.1109/EMR.2022.3145367
    ISSN
    0360-8581
    Faculty
    Faculty of Science and Engineering
    Faculty of Humanities
    School
    School of Civil and Mechanical Engineering
    School of Design and the Built Environment
    Funding and Sponsorship
    http://purl.org/au-research/grants/arc/DP210101281
    Remarks

    © 2022 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.

    URI
    http://hdl.handle.net/20.500.11937/90144
    Collection
    • Curtin Research Publications
    Abstract

    Errors cannot be always prevented as they are a normal part of any work routine. Performing rework due to an error can significantly increase construction costs in transport mega-projects. Moreover, rework results in productivity loss, schedule delays, injuries and accidents, pollution, and contamination in projects and tarnish an organization's reputation. Drawing on our empirical research examining error culture and rework, we suggest that developing an error mastery mindset based on seven fundamental principles provides the much-needed ingredients to contain (i.e., enhance detection and recovery from errors as well as minimize adverse consequences) and reduce (i.e., limit is occurrence) error and build resilience in mega-transport projects.

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      Love, Peter ; Matthews, J.; Ika, L.A. (2024)
      While an extensive body of work has examined the dynamics of rework in engineer-to-order (ETO) production systems, and several archetypes to mitigate its occurrence have been produced, the role of error-making has yet to ...
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      Love, Peter ; Matthews, Jane ; Ika, L.A.; Fang, W. (2022)
      Rework has been and continues to be a problem during the construction of transport mega-projects. This article examines the error culture of an alliance that forms part of a transport mega-project to determine its ...
    • From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects
      Love, Peter ; Matthews, Jane ; Ika, L.A.; Teo, Pauline ; Fang, W.; Morrison, J. (2021)
      While lean thinking may help tackle waste, rework remains an ongoing problem during the construction of infrastructure projects. Often too much emphasis is placed on applying lean tools rather than harnessing the human ...
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