Australian construction organisations have generally refrained from implementing quality management principles. As a result, little is known about the costs of poor quality and the impact it has on an organisation’s performance and competitiveness. With respect to rework, it is suggested that most organisations have learnt to accept it as part of their operations, inasmuch as they have not realised its true extent or its influence on their own and a project’s performance. This paper uses a case study approach to develop a series of benchmark metrics for the causes and costs of rework, which were derived from two construction projects that were procured by the same contractor using different procurement methods. From the findings a conceptual model for benchmarking and reducing rework throughout the quality‐chain is presented and discussed.
|Number of pages||658|
|Journal||International Journal of Quality and Reliability Management|
|Publication status||Published - 1999|