By Roger Flanagan, Ian Ingram, Laurence Marsh

ISBN-10: 0727725963

ISBN-13: 9780727725967

ISBN-10: 0727725971

ISBN-13: 9780727725974

ISBN-10: 0727726730

ISBN-13: 9780727726735

ISBN-10: 0727727141

ISBN-13: 9780727727145

ISBN-10: 0727727494

ISBN-13: 9780727727497

This file presents a imaginative and prescient of building in 2010. I do desire you'll learn this file and advance particular principles that you suppose are appropriate on your business enterprise, and use them to construct your individual record of functional steps and time cut-off dates for change.Sir John Egan, Chairman of the development activity strength, leader government, BAA plcThis file discusses how development agencies will sooner or later have to upload price to their services and products so one can construct after which preserve long term and powerful patron loyalty.Includes CD-ROM

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Extra info for A Bridge to the Future: Profitable Construction for Tomorrow's Industry and Its Customers

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What can be learnt about the management of innovation in construction from ideas practised in other industries? There have been few attempts to answer these questions in a systematic fashion although there is a useful and important body of work on the sector’s economic development, its history and its labour processes (for example: Ball, 1988; Clarke, 1992; Giedion, 1967; Hillebrandt, 1984; Russell, 1981). An approach was therefore needed to explain incremental improvements in existing products and processes, as well as major technological breakthroughs and social, economic and natural events that alter the course of innovation in the built environment.

These functions involve planning and design, engineering, supply and integration, erection and installation of a diverse array of materials, components and increasingly complex technical systems. The project-based nature of the work implies that firms have to manage networks with complex interfaces. Correct delivery of products and services requires collaboration between firms. Performance and competitiveness depend not solely on the single firm but on the efficient functioning of the entire network.

Fordist mechanisms of control were difficult to adopt, partly because policing the ever-changing work area was an onerous task in itself. Nevertheless, work-study, piece-work and bonus payment methods were used widely on large projects. Finally, the markets for mass-produced buildings were often not perceived as being stable enough to warrant the huge investment costs which would be required to tool up the industry to produce components in factories. In manufacturing, firms had secured large continuous markets, which they were able to organize and control with some degree of success.

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A Bridge to the Future: Profitable Construction for Tomorrow's Industry and Its Customers by Roger Flanagan, Ian Ingram, Laurence Marsh


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