Preface xii
1 Construction in the Age of the Planned Economy 1
1.1 Introduction 1
1.2 An inherited legacy 2
1.3 Improving construction 9
1.4 Planning for stability and predictability 15
1.5 Trouble and strife 19
1.6 Summary 24
2 The Dawn of Enterprise 27
2.1 Introduction 27
2.2 Uncertain beginnings 28
2.3 Enterprise in formation 35
2.4 Enterprise unleashed 40
2.5 The enterprise culture 46
2.6 Summary 55
3 Leanness and Agility in Construction 59
3.1 Introduction 59
3.2 Towards the hollowed-out fi rm 60
3.3 Intensifying labour casualisation 69
3.4 Re-structuring in the client base 78
3.5 Summary 87
4 The Improvement Agenda Takes Shape 91
4.1 Introduction 91
4.2 The rise of management procurement methods 92
4.3 Bridging between eras 99
4.4 Constructing the Team 108
4.5 Progress through Partnership 116
4.6 Summary 122
5 Rethinking Construction 126
5.1 Introduction 126
5.2 Background 127
5.3 The Egan report 131
5.4 Eganites on the march 147
5.5 Summary 159
6 Understanding Clients: Beyond the Machine Metaphor 163
6.1 Introduction 163
6.2 Metaphorical perspectives on organisation 164
6.3 Metaphors as a process 180
6.4 Practical implications 183
6.5 Summary 190
7 From Business Process Re-Engineering to Partnering 195
7.1 Introduction 195
7.2 Business process re-engineering in construction 196
7.3 The persuasive appeal of re-engineering 203
7.4 Information technology and process improvement 206
7.5 Partnering 213
7.6 Summary 232
8 Lean Construction 238
8.1 Introduction 238
8.2 Lean production in critical perspective 239
8.3 Understanding diffusion 245
8.4 Lean thinking in the construction context 251
8.5 The meaning of leanness 256
8.6 Summary 267
9 From Enterprise to Social Partnership 274
9.1 Introduction 274
9.2 Building Britain with New Labour 275
9.3 Modernising Construction 287
9.4 Accelerating change 295
9.5 Summary 314
10 A Legacy of Dilemmas 318
10.1 Introduction 318
10.2 The changing infrastructure of construction improvement 319
10.3 The disconnected agendas of construction improvement 328
10.4 Health and safety 340
10.5 Never Waste a Good Crisis 346
10.6 A final word 353
Postscript 354
Index 359
Professor Stuart Green is Director of the Innovative Research Centre, School of Construction and Engineering, University of Reading, UK
As academics in constructionmanagement, we are participants debate and construction improvementpractice. The book provides insights and inspiration to engage inthis debate more mindfully. (Construction Managementand Economics, 1 September 2012)
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