Rework Causation that Undermines Safety Performance during Production in Construction

Yap, Jeffrey Boon Hui; Chong, Jia Rou; Skitmore, Martin; Lee, Wah Peng

doi:10.1061/(asce)co.1943-7862.0001902

Cited by 38 publications

(20 citation statements)

References 77 publications

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“…Tables 3 [6,34,75] and 4 [34,74] provide examples of safety events that have materialized during a rework event. Thus, if construction organizations are to improve safety performance in their projects significantly, they must effectively deal with the errors and violations that result in rework being required [6,22,27,34,35,50,73].…”

Section: Impact On Safetymentioning

confidence: 99%

“…We have seen studies generally propose operational solutions to prevent rework in response to the identification of its proximal and root causes [15][16][17][18][19][20][21][22][23]. For example, Yap et al [63] provide non-sensical solutions to reducing rework by suggesting the establishment of a ''good communication network" and engaging in ''proper production planning," and ''proper quality management" (p. 610).…”

Section: Focus On Strategic Instead Of Operational Solutionsmentioning

confidence: 99%

“…The need to perform rework is a pervasive problem in construction [6]. Accordingly, an extensive body of work has been undertaken to determine the costs and causes of rework and to propose strategies to prevent its occurrence [11][12][13][15][16][17][18][19][20][21][22][23][24]. Such studies have focused on determining proximal (i.e., singular) rework causes, using prefixes such as 'poor,' 'lack of,' 'inappropriate,' and 'inadequate,' and thus have neglected the interdependency of events leading to its occurrence.…”

Section: Introductionmentioning

confidence: 99%

“…In addition, some studies have focused on identifying single (or a few) root causes [10][11][12][13][14][15][16]18,19,[22][23][24]26]. This approach promotes a reductionist view of causation, which we consider to be flawed, as multiple interacting contributions are often at play [25].…”

Section: Introductionmentioning

confidence: 99%

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State of Science: Why Does Rework Occur in Construction? What Are Its Consequences? And What Can be Done to Mitigate Its Occurrence?

et al. 2022

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Section: Impact On Safetymentioning

confidence: 99%

Section: Focus On Strategic Instead Of Operational Solutionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

State of Science: Why Does Rework Occur in Construction? What Are Its Consequences? And What Can be Done to Mitigate Its Occurrence?

et al. 2022

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“…There has been a tendency for studies to identify singular causal variables that explain rework (e.g., Hwang et al, 2014;Ye et al, 2015;Yap et al, 2020). These studies fail to acknowledge the complex and interdependent underlying dynamics that result in rework occurring (Cooper, 1993;Rodrigues and Bowers, 1996;Han et al, 2013).…”

Section: Meta-theoretical Framingmentioning

confidence: 99%

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

Love

Matthews

Ika

et al. 2021

Production Planning & Control

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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 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.

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Implementation of Lean Construction to Reduce Rework in Construction Projects: A Systematic Literature Review

Sharma,

Laishram

2023

Lecture Notes in Civil Engineering

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Rework Causation that Undermines Safety Performance during Production in Construction

Cited by 38 publications

References 77 publications

State of Science: Why Does Rework Occur in Construction? What Are Its Consequences? And What Can be Done to Mitigate Its Occurrence?

State of Science: Why Does Rework Occur in Construction? What Are Its Consequences? And What Can be Done to Mitigate Its Occurrence?

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

Implementation of Lean Construction to Reduce Rework in Construction Projects: A Systematic Literature Review

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