Total Construction Management

John S. Oakland is both Chairman and Head of Research and Education at Oakland Consulting LLP. He is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK. He is the author of numerous texts on Quality Management.Marton Marosszeky retired from a full-time professorship at UNSW, Australia, in 2006 and has been working as a lean consultant since then. Between 2007 and 2012 he was the leader of the lean consulting service line within Evans and Peck. He has worked with major project teams and company executives supporting them in developing and implementing lean/quality-based management strategies in the infrastructure (road and rail), building construction, and oil and gas industries across four continents.

This new edition from John and Marton provides an excellent ‘one stop shop’ for anyone wanting to make a difference to quality in the construction industry. The case studies really bring the topic to life and help the reader to transition from the theory through to how total quality management can work in real life situations. Ian Mitchell, Network Rail UK and Chair of the Chartered Quality Institute, UKThis book is a must read for those who live and work in a construction industry that is in many ways broken. Merging lean and quality in the concept "lean quality", the authors construct on that foundation a compelling diagnosis of construction industry ills and equally excellent treatments. Readers can see the desired future for the construction industry in detailed case studies of advanced practioners, ranging from worker empowerment at J.B. Henderson Constructors to Boulder Associates’ implementation of lean into their architectural practice. The authors give us hope that industry transformation is possible and is actually underway. Glenn Ballard, University of California Berkeley, USAOakland and Marosszeky have successfully presented in this book the practical application of Lean quality principles within the construction industry with great examples one can relate to the day to day business environment. Engaging reading I would recommend to both quality and non quality professionals interested to enhance effectiveness in their organisations.Carlos Vazquez Travieso, Head of Quality at Transport for London, UKJohn Oakland and Marton Marosszeky have proved that significant improvements in the way we design and construct can only come through looking at what we do through the lens of safety and quality, as opposed to focusing first on cost, schedule and workflow or the use of information technologies. They do this by describing and explaining the value realized by applying Lean thinking, management and methods, BIM and project integration from the perspective of producing well designed and safely built products. Total Construction Management: Lean Quality in Construction Project Delivery is hard to put down because it is so well written and full of insights. It is a must read for owners, designers, construction managers and constructors wherever they work.Dean Reed, DPR Construction Director for Lean Construction and co-author of Integrating Project DeliveryIt’s rare for a book to be able to combine big picture thinking about the major productivity issues facing the construction industry with in depth analysis of the various initiatives being adopted around the world. The authors’ integrated view of Lean Processes, BIM, Collaborative Contracting (IPD) and Quality Management make this compelling reading for those interested in industry reform and competitive advantage. The case studies included clearly evidence the analysis and demonstrate the significant advances that clear thinking leadership can achieve. Richard Morwood, Industry Director - Integrated Project Delivery, AECOM, Australia

• Part One – The Foundations of lean quality 1. Understanding lean construction 2. Further concepts of lean quality 3. Models and Frameworks for total lean quality management 4. Leadership and commitment Part Two – Planning 5. Policy, strategy and goal deployment 6. Partnerships and resources 7. The planning and execution of work 8. Design for quality Part Three – Performance 9. Performance measurement frameworks 10. Self-assessment, audits and reviews 11. Benchmarking and Change Management Part Four – Processes 12. Process management 13. Process re-design/engineering 14. Quality management systems 15. Continuous improvement Part Five – People 16. Human resource management 17. Culture change through teamwork 18. Communication, innovation and learning Part Six- Implementation 19. Implementing lean quality Case Studies Case 1. Boulder Associates—implementing lean thinking in design Case 2. VNGC delivered through IPD (IFOA) contract for Sutter Health Case 3. ConXtech reengineers the structural steel frame using lean thinking Case 4. Multinational high-tech manufacturer deploys lean Case 5. Continuous improvement and growth at Graniterock Case 6. BIM and lean practices drive lean transformation at Southland industries Case 7. Crossrail elevated focus on quality to match safety Case 10. Quality & Operational Excellence in Heathrow Development Case 11. Lean deployment at Rosendin Electric Case 12. The development of the Costain Way Case 13. Reengineering the timber floor Case 14. Highways England develops it suppliers using a lean framework