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    From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects

    89976.pdf (800.9Kb)
    Access Status
    Open access
    Authors
    Love, Peter
    Matthews, Jane
    Ika, L.A.
    Teo, Pauline
    Fang, W.
    Morrison, J.
    Date
    2021
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Love, P.E.D. and Matthews, J. and Ika, L.A. and Teo, P. and Fang, W. and Morrison, J. 2021. From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects. Production Planning and Control.
    Source Title
    Production Planning and Control
    DOI
    10.1080/09537287.2021.1964882
    ISSN
    0953-7287
    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/DP130103018
    Remarks

    This is an accepted manuscript of an article published by Taylor & Francis in Production Planning and Control on 20 Aug 2021 available online at http://www.tandfonline.com/10.1080/09537287.2021.1964882

    URI
    http://hdl.handle.net/20.500.11937/90152
    Collection
    • Curtin Research Publications
    Abstract

    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 factor and establishing a culture to mitigate rework. Thus, this paper proposes the need for construction organisations to transition from the prevailing error prevention culture (i.e. Quality-I) that pervades practice to one based on error management (i.e. Quality-II) if rework is to be contained and reduced. Accordingly, this paper asks: What type of error culture is required to manage errors that result in rework and to support lean thinking during the construction of infrastructure projects? We draw on the case of a program alliance of 129 water infrastructure projects and make sense of how it enacted, in addition to lean thinking, a change initiative to transition from error prevention to an error management culture to address its rework problem. We observed that leadership, psychological safety and coaching were pivotal for cultivating a culture where there was an acceptance that ‘errors happen’ and effort was directed at mitigating their adverse consequences. The contributions of this paper are twofold as we provide: (1) a new theoretical underpinning to mitigate rework and support the use of lean thinking during the construction of infrastructure projects grounded in Quality-II; and (2) practical suggestions, based on actual experiences, which can be readily employed to monitor and anticipate rework at the coalface of construction.

    Related items

    Showing items related by title, author, creator and subject.

    • Quality II: A new paradigm for construction
      Love, Peter ; Matthews, J.; Porter, S.R.; Carey, Brad ; Fang, W. (2023)
      The Quality I paradigm utilizes an error prevention strategy to avert rework in construction. The effectiveness of this paradigm is questionable as rework has become an innate feature of practice. If rework is to be ...
    • State of Science: Why Does Rework Occur in Construction? What Are Its Consequences? And What Can be Done to Mitigate Its Occurrence?
      Love, Peter ; Matthews, Jane ; Sing, M.C.P.; Porter, Stuart R.; Fang, W. (2022)
      There has been a wealth of research that has examined the nature of rework in construction. Progress toward addressing the rework problem has been limited—it still plagues practice, adversely impacting a project's ...
    • Rework in relational engineer-to-order production systems: An ‘error-as-process’ archetype
      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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