Skip to main content
SpringerLink
Log in

Conclusions

  • Chapter
  • First Online:
Lean Construction Management

  • 9103 Accesses

Abstract

This final chapter presents an overall summary of the study. It starts with describing how the aims and objectives of the research have been met, along with the major conclusions and potential contributions to both theoretical and managerial practices that arise from the research. The limitations of the study, along with recommendations for construction firms and the Chinese construction industry and future work are described at the end of the chapter.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 139.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 179.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Bryde, D. J., & Schulmeister, R. (2012). Applying Lean principles to a building refurbishment project: Experiences of key stakeholders. Construction Management and Economics, 30(9), 777–794.

    Article  Google Scholar 

  • Deming, W. E. (1986). Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study.

    Google Scholar 

  • Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104.

    Google Scholar 

  • Egan, J. (1998). Rethinking construction (the report of the construction task force). London: Department of Environment, Transport and Regions.

    Google Scholar 

  • Emiliani, M. L., & Stec, D. J. (2005). Leaders lost in transformation. Leadership and Organization Development Journal, 26(5), 370–387.

    Article  Google Scholar 

  • Fellows, R., & Liu, A. M. M. (2008). Research methods for construction (3rd ed.). Oxford: Blackwell.

    Google Scholar 

  • Forza, C. (1996). Work organization in lean production and traditional plants what are the differences? International Journal of Operations and Production Management, 16(2), 42–62.

    Article  Google Scholar 

  • Gao, S., & Low, S. P. (2014). The Toyota Way model: An alternative framework for lean construction. Total Quality Management and Business Excellence, 25, 664–682.

    Article  Google Scholar 

  • Green, S. D. (2002). The human resource management implications of lean construction: Critical perspectives and conceptual chasms. Journal of Construction Research, 3(1), 147–166.

    Article  Google Scholar 

  • Green, S. D., & May, S. C. (2005). Lean construction: Arenas of enactment, models of diffusion and the meaning of “leanness”. Building Research and Information, 33(6), 498–511.

    Article  Google Scholar 

  • Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of contemporary lean thinking. International Journal of Operations and Production Management, 24(10), 994–1011.

    Article  Google Scholar 

  • Jørgensen, B., & Emmitt, S. (2008). Lost in transition: The transfer of lean manufacturing to construction. Engineering, Construction and Architectural Management, 15(4), 383–398.

    Article  Google Scholar 

  • Karlsson, C., & Åhlström, P. (1996). Assessing changes towards lean production. International Journal of Operations and Production Management, 16(2), 24–41.

    Article  Google Scholar 

  • Koskela, L. (1992). Application of the new production philosophy to construction (CIFE Technical Report: 72). Stanford University, 75 p.

    Google Scholar 

  • Koskela, L. (2000). An exploration towards a production theory and its application to construction. Espoo, Finland: Technical Research Centre of Finland.

    Google Scholar 

  • Lander, E., & Liker, J. K. (2008). The Toyota production system and art: Making highly customized and creative products the Toyota way. International Journal of Production Research, 45(16), 3681–3698.

    Article  Google Scholar 

  • Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. New York, NY: McGraw-Hill.

    Google Scholar 

  • Liker, J. K., & Meier, D. (2006). The Toyota way field book: A practical guide for implementing Toyota’s 4Ps. New York, NY: McGraw-Hill.

    Google Scholar 

  • Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), 157–189.

    Article  MathSciNet  Google Scholar 

  • Low, S. P., & Gao, S. (2011a). Bridging Western management theories and Japanese management practices: Case of the Toyota Way model. Emerald Emerging Markets Case Studies, 1(1), 1–20.

    Google Scholar 

  • McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.

    Google Scholar 

  • Mullins, L. J. (2006). Essentials of organizational behavior. Harlow: Financial Times.

    Google Scholar 

  • Naoum, S. G. (2007). Dissertation research and writing for construction students (2nd ed.). Oxford: Butterworth-Heinemann.

    Google Scholar 

  • Paez, O., Dewees, J., Genaidy, A., Tuncel, S., Karwowski, W., & Zurada, J. (2004). The lean manufacturing enterprise: An emerging socio-technological system integration. Human Factors and Ergonomics in Manufacturing, 14(3), 285–306.

    Article  Google Scholar 

  • Pun, K. F. (2001). Cultural influences on total quality management adoption in Chinese enterprises: An empirical study. Total Quality Management, 12(3), 323–342.

    Article  Google Scholar 

  • Respect for People Working Group. (2004). Respect for people: A framework for action. Constructing Excellence.

    Google Scholar 

  • Sanchez, A. M., & Perez, M. P. (2001). Lean indicators and manufacturing strategies. International Journal of Operations and Production Management, 21(11), 1433–1451.

    Article  Google Scholar 

  • Santos, A., Formoso, C. T., & Tookey, J. E. (2002a). Expanding the meaning of standardization within construction processes. The TQM Magazine, 14(1), 25–33.

    Article  Google Scholar 

  • Shah, R., & Ward, P. T. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25(4), 785–805.

    Article  Google Scholar 

  • Skinner, B. F. (1948). The behavior of organisms: An experimental analysis. New York, NY: D. Appleton-Century.

    Google Scholar 

  • Sugimori, Y., Kusunoki, K., Cho, F., & Uchikawa, S. (1977). Toyota production system and Kanban system materialization of just-in-time and respect-for-human system. International Journal of Production Research, 15(6), 553–564.

    Article  Google Scholar 

  • Williams, K., Haslam, C., Williams, J., Clutler, T., Adcroft, A., & Willaiams, S. (1992). Against lean production. Economy and Society, 21(3), 321–354.

    Article  Google Scholar 

  • Winch, G. M. (2010). Managing construction projects: An information processing approach (2nd ed.). Oxford: Blackwell Science.

    Google Scholar 

  • Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Simon & Schuster.

    Google Scholar 

  • Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. New York, NY: Rawson Associates.

    Google Scholar 

  • Zuo, J., Zillante, G., & Coffey, V. (2009). Project culture in the Chinese construction industry: Perceptions of contractors. Australasian Journal of Construction Economics and Building, 9(2), 17–28.

    Google Scholar 

  • Berggren, C. (1993). Lean production—the end of history? Work, Employment and Society, 7(2), 163–188.

    Google Scholar 

  • Garrahan, P., & Stewart, P. (1992). The Nissan enigma: Flexibility at work in a local economy. London: Mansell.

    Google Scholar 

  • Paez, O., Salem, S., Solomon, J., & Genaidy, A. (2005). Moving from lean manufacturing to lean construction: Toward a common socio-technological framework. Human Factors and Ergonomics in Manufacturing, 15(2), 233–245.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Architecture and the Built Environment, The University of Newcastle, Australia (Singapore campus), Singapore, Singapore

    Shang Gao

  2. Department of Building, National University of Singapore, Singapore, Singapore

    Sui Pheng Low

Authors
  1. Shang Gao
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Sui Pheng Low
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer Science+Business Media Singapore

About this chapter

Cite this chapter

Gao, S., Low, S.P. (2014). Conclusions. In: Lean Construction Management. Springer, Singapore. https://doi.org/10.1007/978-981-287-014-8_12

Download citation

  • DOI: https://doi.org/10.1007/978-981-287-014-8_12

  • Published:

  • Publisher Name: Springer, Singapore

  • Print ISBN: 978-981-287-013-1

  • Online ISBN: 978-981-287-014-8

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics

Search

Navigation