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Construction process reengineering: a case study

Albert P.C. Chan (Albert P.C. Chan, is a member of the Construction Process Reengineering Group in the Department of Building and Real Estate, the Hong Kong Polytechnic University, Hung Hom, Hong Kong.)
Linda C.N. Fan (Linda C.N. Fanis a members of the Construction Process Reengineering Group in the Department of Building and Real Estate, the Hong Kong Polytechnic University, Hung Hom, Hong Kong.)
Ann T.W. Yu (Ann T.W. Yu are members of the Construction Process Reengineering Group in the Department of Building and Real Estate, the Hong Kong Polytechnic University, Hung Hom, Hong Kong.)

Logistics Information Management

ISSN: 0957-6053

Article publication date: 1 December 1999

4028

Abstract

A reengineering philosophy for the construction industry has emerged, harvesting components of a production philosophy. The objective of construction process reengineering is to progressively develop an integrated project delivery process focusing on optimising process predictability and enhancing the value of the final product. This philosophy requires a holistic approach to reengineering, integrating the concepts of concurrent engineering, lean production and process redesign into the construction process. The objective of this paper provides an overview of construction process reengineering (CPR) through the examination of its origin, definition, concepts and application. A hospital project was used as a pilot case study to examine the application of the CPR concepts.

Keywords

Citation

Chan, A.P.C., Fan, L.C.N. and Yu, A.T.W. (1999), "Construction process reengineering: a case study", Logistics Information Management, Vol. 12 No. 6, pp. 467-476. https://doi.org/10.1108/09576059910299045

Publisher

:

MCB UP Ltd

Copyright © 1999, MCB UP Limited

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