Lean construction - Revision history

Designing Buildings at 08:38, 10 October 2025

2025-10-10T08:38:21Z

← Older revision		Revision as of 08:38, 10 October 2025
Line 75:		Line 75:
	* Green supply chain management.		* Green supply chain management.
	* Integrated project delivery (IPD).		* Integrated project delivery (IPD).
		+	* Interc lean.
	* Just-in-time manufacturing.		* Just-in-time manufacturing.
	* Kanban.		* Kanban.
Line 94:		Line 95:
	* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]		* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]
	* [http://www.leanconstruction.org.uk Lean Construction Institute UK]		* [http://www.leanconstruction.org.uk Lean Construction Institute UK]
−	* Interc lean.
	* [http://www.bre.co.uk/page.jsp?id=355 The Construction Lean Improvement Programme] (CLIP)		* [http://www.bre.co.uk/page.jsp?id=355 The Construction Lean Improvement Programme] (CLIP)
	* Egan: [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf I’d give construction about four out of 10], 21 May, 2008		* Egan: [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf I’d give construction about four out of 10], 21 May, 2008

Designing Buildings at 08:37, 10 October 2025

2025-10-10T08:37:15Z

← Older revision		Revision as of 08:37, 10 October 2025
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	* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]		* [http://www.leanconstruction.org/training/the-last-planner/ Lean Construction Institute]
	* [http://www.leanconstruction.org.uk Lean Construction Institute UK]		* [http://www.leanconstruction.org.uk Lean Construction Institute UK]
		+	* Interc lean.
	* [http://www.bre.co.uk/page.jsp?id=355 The Construction Lean Improvement Programme] (CLIP)		* [http://www.bre.co.uk/page.jsp?id=355 The Construction Lean Improvement Programme] (CLIP)
	* Egan: [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf I’d give construction about four out of 10], 21 May, 2008		* Egan: [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf I’d give construction about four out of 10], 21 May, 2008

Designing Buildings at 09:21, 26 July 2022

2022-07-26T09:21:23Z

← Older revision		Revision as of 09:21, 26 July 2022
Line 61:		Line 61:

	The Egan report itself was not entirely welcomed, and there were many suggestions that applying lessons from manufacturing to construction was unrealistic (Sir John Egan was chief executive of Jaguar Cars from 1984 to 1990, and chief executive of BAA from 1990 to 1999). In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that "...we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10" (ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10]). Or maybe Egan's ill-defined cocktail of improvement techniques was a distraction from the real issues faced by the construction sector.		The Egan report itself was not entirely welcomed, and there were many suggestions that applying lessons from manufacturing to construction was unrealistic (Sir John Egan was chief executive of Jaguar Cars from 1984 to 1990, and chief executive of BAA from 1990 to 1999). In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that "...we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10" (ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10]). Or maybe Egan's ill-defined cocktail of improvement techniques was a distraction from the real issues faced by the construction sector.
−
−	~~{{:C_link_cta_setup\|Lean construction e-book}}~~

	= Related articles on Designing Buildings =		= Related articles on Designing Buildings =

Designing Buildings at 10:35, 13 May 2022

2022-05-13T10:35:58Z

← Older revision		Revision as of 10:35, 13 May 2022
Line 72:		Line 72:
	* Digital engineering.		* Digital engineering.
	* Design for Manufacture and Assembly (DfMA).		* Design for Manufacture and Assembly (DfMA).
		+	* Dynamic conditions for project success.
	* Egan report.		* Egan report.
	* Government construction strategy.		* Government construction strategy.

Designing Buildings at 10:38, 10 May 2022

2022-05-10T10:38:05Z

← Older revision		Revision as of 10:38, 10 May 2022
Line 88:		Line 88:
	* Sir John Egan.		* Sir John Egan.
	* Total quality management in construction.		* Total quality management in construction.
		+	* Understanding agile in project management.
	* Value management.		* Value management.

Editor: Reverted edits by 82.27.141.25 (talk) to last revision by Editor

2022-01-24T14:05:13Z

Reverted edits by 82.27.141.25 (talk) to last revision by Editor

← Older revision		Revision as of 14:05, 24 January 2022
Line 11:		Line 11:
	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘Rethinking Construction' (the Egan Report), on the scope for improving the quality and efficiency of UK construction. Amongst other things, Egan advocated lean thinking, suggesting that it '…presents a powerful and coherent synthesis of the most effective techniques for eliminating waste and delivering significant sustained improvements in efficiency and quality….We recommend that the UK construction industry should also adopt lean thinking as a means of sustaining performance improvement.'		In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘Rethinking Construction' (the Egan Report), on the scope for improving the quality and efficiency of UK construction. Amongst other things, Egan advocated lean thinking, suggesting that it '…presents a powerful and coherent synthesis of the most effective techniques for eliminating waste and delivering significant sustained improvements in efficiency and quality….We recommend that the UK construction industry should also adopt lean thinking as a means of sustaining performance improvement.'

−	Beyond the touching faith in 'modern' management techniques was an implicit message was that the newly elected New Labour government would place ~~itn n s~~ trust in the market mechanisms of the enterprise culture. There was to be no return to the demand management policies of previous Labour governments, and certainly no return to the policy of building industry nationalisation.	+	Beyond the touching faith in 'modern' management techniques was an implicit message was that the newly elected New Labour government would place its trust in the market mechanisms of the enterprise culture. There was to be no return to the demand management policies of previous Labour governments, and certainly no return to the policy of building industry nationalisation.

	For some, the Egan report is best understood in terms of legitimising the extensive structural change which had taken place over the preceding 20 years. The construction sector had abandoned direct employment in favour of a strategic model of 'structural flexibility'. It hence became dominated by contracting firms who progressively divorced themselves from the physical task of construction. Work was routinely subcontracted through extended supply chains culminating in a workforce that was increasingly self-employed. The institutional fabric of the sector was significantly changed with direct implications for skills, training and social mobility. It can be argued that the uncritical acceptance of this discourse of lean construction is directly implicated in the current skills crisis,		For some, the Egan report is best understood in terms of legitimising the extensive structural change which had taken place over the preceding 20 years. The construction sector had abandoned direct employment in favour of a strategic model of 'structural flexibility'. It hence became dominated by contracting firms who progressively divorced themselves from the physical task of construction. Work was routinely subcontracted through extended supply chains culminating in a workforce that was increasingly self-employed. The institutional fabric of the sector was significantly changed with direct implications for skills, training and social mobility. It can be argued that the uncritical acceptance of this discourse of lean construction is directly implicated in the current skills crisis,

82.27.141.25 at 14:01, 24 January 2022

2022-01-24T14:01:38Z

← Older revision		Revision as of 14:01, 24 January 2022
Line 11:		Line 11:
	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘Rethinking Construction' (the Egan Report), on the scope for improving the quality and efficiency of UK construction. Amongst other things, Egan advocated lean thinking, suggesting that it '…presents a powerful and coherent synthesis of the most effective techniques for eliminating waste and delivering significant sustained improvements in efficiency and quality….We recommend that the UK construction industry should also adopt lean thinking as a means of sustaining performance improvement.'		In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘Rethinking Construction' (the Egan Report), on the scope for improving the quality and efficiency of UK construction. Amongst other things, Egan advocated lean thinking, suggesting that it '…presents a powerful and coherent synthesis of the most effective techniques for eliminating waste and delivering significant sustained improvements in efficiency and quality….We recommend that the UK construction industry should also adopt lean thinking as a means of sustaining performance improvement.'

−	Beyond the touching faith in 'modern' management techniques was an implicit message was that the newly elected New Labour government would place ~~its~~ trust in the market mechanisms of the enterprise culture. There was to be no return to the demand management policies of previous Labour governments, and certainly no return to the policy of building industry nationalisation.	+	Beyond the touching faith in 'modern' management techniques was an implicit message was that the newly elected New Labour government would place itn n s trust in the market mechanisms of the enterprise culture. There was to be no return to the demand management policies of previous Labour governments, and certainly no return to the policy of building industry nationalisation.

	For some, the Egan report is best understood in terms of legitimising the extensive structural change which had taken place over the preceding 20 years. The construction sector had abandoned direct employment in favour of a strategic model of 'structural flexibility'. It hence became dominated by contracting firms who progressively divorced themselves from the physical task of construction. Work was routinely subcontracted through extended supply chains culminating in a workforce that was increasingly self-employed. The institutional fabric of the sector was significantly changed with direct implications for skills, training and social mobility. It can be argued that the uncritical acceptance of this discourse of lean construction is directly implicated in the current skills crisis,		For some, the Egan report is best understood in terms of legitimising the extensive structural change which had taken place over the preceding 20 years. The construction sector had abandoned direct employment in favour of a strategic model of 'structural flexibility'. It hence became dominated by contracting firms who progressively divorced themselves from the physical task of construction. Work was routinely subcontracted through extended supply chains culminating in a workforce that was increasingly self-employed. The institutional fabric of the sector was significantly changed with direct implications for skills, training and social mobility. It can be argued that the uncritical acceptance of this discourse of lean construction is directly implicated in the current skills crisis,

Editor at 13:54, 11 November 2021

2021-11-11T13:54:15Z

← Older revision		Revision as of 13:54, 11 November 2021
Line 64:		Line 64:
	{{:C_link_cta_setup\|Lean construction e-book}}		{{:C_link_cta_setup\|Lean construction e-book}}

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	= Related articles on Designing Buildings =

	* Advanced manufacturing.		* Advanced manufacturing.
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	* Business process reengineering BPR.		* Business process reengineering BPR.
	* Construction consolidation centre (CCC).		* Construction consolidation centre (CCC).
		+	* Digital engineering.
	* Design for Manufacture and Assembly (DfMA).		* Design for Manufacture and Assembly (DfMA).
	* Egan report.		* Egan report.

ConSIG CWG at 09:54, 8 April 2021

2021-04-08T09:54:04Z

← Older revision		Revision as of 09:54, 8 April 2021
Line 68:		Line 68:
	* Advanced manufacturing.		* Advanced manufacturing.
	* Agile.		* Agile.
−	* Block planning.
−	* Brainstorm.
−	* Briefing documents.
	* Business process reengineering BPR.		* Business process reengineering BPR.
	* Construction consolidation centre (CCC).		* Construction consolidation centre (CCC).
−	* Delivering the second road investment strategy RIS2.
	* Design for Manufacture and Assembly (DfMA).		* Design for Manufacture and Assembly (DfMA).
	* Egan report.		* Egan report.
Line 83:		Line 79:
	* [[Last_Planner_System\|Last Planner]]		* [[Last_Planner_System\|Last Planner]]
	* Latham report.		* Latham report.
		+	* Lean construction - a quality perspective.
	* Lean Six Sigma.		* Lean Six Sigma.
−	* Lessons learned report.
	* Logistics management.		* Logistics management.
	* Mean lean green.		* Mean lean green.
−	* Output-based specification.
−	* Performance in use.
	* Plan, Do, Check, Act (PDCA).		* Plan, Do, Check, Act (PDCA).
−	* Post project review.
	* Reinventing construction: a route to higher productivity.		* Reinventing construction: a route to higher productivity.
	* Sir John Egan.		* Sir John Egan.
−	* Soft landings.
	* Total quality management in construction.		* Total quality management in construction.
	* Value management.		* Value management.
−	* Whole life costs.

	= External references =		= External references =

Designing Buildings at 09:27, 4 December 2020

2020-12-04T09:27:14Z

← Older revision		Revision as of 09:27, 4 December 2020
Line 61:		Line 61:

	The Egan report itself was not entirely welcomed, and there were many suggestions that applying lessons from manufacturing to construction was unrealistic (Sir John Egan was chief executive of Jaguar Cars from 1984 to 1990, and chief executive of BAA from 1990 to 1999). In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that "...we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10" (ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10]). Or maybe Egan's ill-defined cocktail of improvement techniques was a distraction from the real issues faced by the construction sector.		The Egan report itself was not entirely welcomed, and there were many suggestions that applying lessons from manufacturing to construction was unrealistic (Sir John Egan was chief executive of Jaguar Cars from 1984 to 1990, and chief executive of BAA from 1990 to 1999). In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that "...we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10" (ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10]). Or maybe Egan's ill-defined cocktail of improvement techniques was a distraction from the real issues faced by the construction sector.
		+
		+	{{:C_link_cta_setup\|Lean construction e-book}}

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =