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dc.contributor.authorStewart, Rodneyen_US
dc.contributor.authorA. Spencer, Clintonen_US
dc.contributor.editorDr. Will P. Hughesen_US
dc.date.accessioned2017-05-03T12:24:30Z
dc.date.available2017-05-03T12:24:30Z
dc.date.issued2006en_US
dc.date.modified2010-07-15T07:37:55Z
dc.identifier.issn01446193en_US
dc.identifier.doi10.1080/01446190500521082en_AU
dc.identifier.urihttp://hdl.handle.net/10072/14474
dc.description.abstractSignificant expenditures of time, money and resources, both human and material, are wasted each year as a result of inefficient or non-existent quality management procedures. In an attempt to improve their market competitiveness, by limiting the extent of non value-adding activities, some organisations are beginning to monitor the performance of internal and external engineering and construction processes. To achieve these bold aims, these organisations are looking to other industry's such as manufacturing to examine the effectiveness of measuring and monitoring tools such as six-sigma. Only in recent years has the six-sigma method been utilised by some of the major players in the construction sector. To familiarise both researchers and practitioners on how to implement the six-sigma method and its potential benefits, the paper describes the outcomes of a six-sigma Process Improvement Project (PIP) conducted for the construction of concrete longitudinal beams on the St. Pancreas raised railway station in London, United Kingdom. The outcome of the six-sigma PIP was the improved productivity of beam construction, enhanced interaction between project teams, and reduced project delays. Moreover, interviews with key project participants were conducted to determine the success factors, barriers, suitability, and advantages of the six-sigma approach compared with other TQM techniqes. In summary, the six-sigma approach provided the PIP team with a structured process improvement strategy to reduce waste and other non-value adding activities from the construction process.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherRoutledge, Taylor and Francis Groupen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom339en_US
dc.relation.ispartofpageto348en_US
dc.relation.ispartofissue4en_US
dc.relation.ispartofjournalConstruction Management and Economicsen_US
dc.relation.ispartofvolume24en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode310202en_US
dc.titleSix-sigma as a strategy for process improvement on construction projects: a case studyen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Sciences, Griffith School of Engineeringen_US
gro.date.issued2006
gro.hasfulltextNo Full Text


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