The prevalent theory of construction is a hindrance for innovation

It is argued that construction innovation is significantly hindered by the prevalent theory of construction, which is implicit and deficient. There are three main mechanisms through which this hindrance is being caused. Firstly, because production theories in general, as well as construction theories specifically, have been implicit, it has not been possible to transfer such radical managerial innovation as mass production or lean production from manufacturing to construction. Direct application of these production templates in construction has been limited due to different context in construction in correspondence to manufacturing. On the other hand, without explicit theories, it has not been possible to access core ideas of concepts and methods of these templates, and to recreate them in construction environment. In consequence, theory and practice of construction has not progressed as in manufacturing. Secondly, it is argued that the underlying, even if implicit, theoretical model of construction is the transformation model of production. There are two first principles in the transformation model. First, the total transformation can be achieved only by realising all parts of it. Thus, we decompose the total transformation into parts, finally into tasks, ensure that all inputs are available and assign these tasks to operatives or workstations. Second, minimising the cost of each task, i.e. each decomposed transformation, minimises the cost of production. It is argued that these principles, in which uncertainty and time are abstracted away, are counterproductive, and lead to myopic control and inflated variability. Practical examples show that these deficiencies and related practical constraints hinder the top-down implementation of innovations. Thirdly, empirical research shows that also bottom-up innovation - systematic learning and problem solving - is hindered by this deficient theory. Thus, the advancement of construction innovation requires that a new, explicit and valid theory of construction is created, and business models and control methods based on it are developed

The Prevalent Theory of Construction a Hindrance for Innovation

It is argued that construction innovation is significantly hindered by the prevalent theory of construction, which is implicit and deficient. There are three main mechanisms through which this hindrance is being caused. Firstly, because production theories in general, as well as construction theories specifically, have been implicit, it has not been possible to transfer such radical managerial innovation as mass production or lean production from manufacturing to construction. Direct application of these production templates in construction has been limited due to different context in construction in correspondence to manufacturing. On the other hand, without explicit theories, it has not been possible to access core ideas of concepts and methods of these templates, and to recreate them in construction environment. In consequence, theory and practice of construction has not progressed as in manufacturing. Secondly, it is argued that the underlying, even if implicit, theoretical model of construction is the transformation model of production. There are two first principles in the transformation model. First, the total transformation can be achieved only by realising all parts of it. Thus, we decompose the total transformation into parts, finally into tasks, ensure that all inputs are available and assign these tasks to operatives or workstations. Second, minimising the cost of each task, i.e. each decomposed transformation, minimises the cost of production. It is argued that these principles, in which uncertainty and time are abstracted away, are counterproductive, and lead to myopic control and inflated variability. Practical examples show that these deficiencies and related practical constraints hinder the top-down implementation of innovations. Thirdly, empirical research shows that also bottom-up innovation - systematic learning and problem solving - is hindered by this deficient theory. Thus, the advancement of construction innovation requires that a new, explicit and valid theory of construction is created, and business models and control methods based on it are developed

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Training: an inhibitor of innovation in the automotive supply chain?

Have training programmes become the new Taylorism: allowing OEMs to exercise control over their smaller suppliers and unconsciously preventing these SMEs from innovating, diversifying and growing to become competitive rivals? At the Lisbon Council in March 2000, European government leaders set themselves the target of making the European Union the “most competitive and dynamic knowledge-based economy in the world, capable of sustained economic growth …” within ten years. Human resources are central to the creation and transmission of knowledge and a determining factor in the European automotive industry's potential for innovation. This research seeks to clarify whether the new skills that are being promoted across the supply chain are truly enablers for competitiveness and innovation. As currently practised they may be providing a less effective response to the Lisbon Agenda, i.e. increasing the distribution of skills without the depth that allows companies to become potentially innovative. For SMEs to be encouraged to grow, to be innovative and so be truly competitive, they need training support. The training may be designed just to tackle short term skills needs. It may be designed to instil the demonstrable best practice of its customer and lean manufacturing is an eminent example of this type. Training must also be designed in the context of where the SME aspires to be, to allow the SME to mature and develop. This research has highlighted the risk when externally promoted and funded training potentially constrains the potential for innovation and the Lisbon goals.Peer reviewe

Work Organisation and Innovation in Ireland

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from three case studies carried out in the Republic of Ireland, where workplace innovations have resulted in positive outcomes and where social partners played a significant role in their design and development

Trends for the development of anthropocentric production systems in small less industrialised countries: The case of Portugal

This paper analyses the problems and trends of the introduction of anthropocentric production systems (APS) in small less industrialized member states of the European Union, specifically the case of Portugal, based on the report for the FAST-Anthropocentric Technology Assessment Project (Monitor Programme) on “Prospects and conditions for APS in Europe by the 21st century”. Research teams from all countries of the European Community, as well as researchers from USA, Japan and Australia were participating in this project. The aim of this paper is to characterize APS and to present some special considerations related to the socioeconomic factors affecting the prospects and conditions for APS in Portugal. APS is defined as a system based on the utilization of skilled human resources and flexible technology adapted to the needs of flexible and participative organization. Among socioeconomic factors, some critical aspects for the development of APS will be focused, namely technological infrastructure, management strategies, perceived impact of introduction of automated systems on the division of labor and organizational structure, educational and vocational training and social actors strategies towards industrial automation. This analysis is based on a sample of industrial firms, built up for qualitative analysis, and on case studies analysis that can be reference examples for further development of APS, and not just for economic policy purposes alone. We have also analyzed the type of existing industrial relations, the union and employer strategies and some aspects of public policies towards the introduction of new technologies in the order to understand the extent to which there exist obstacles to and favorable conditions for the diffusion of anthropocentric systems. Finally some recommendations are presented to stress the trends for the implementation and development of anthropocentric production systems in Portugal.production systems; Portugal; Technology Assessment; human resources; organization; management strategies; automation;

Applications of lean thinking: a briefing document

This report has been put together by the Health and Care Infrastructure Research and Innovation Centre (HaCIRIC) at the University of Salford for the Department of Health. The need for the report grew out of two main simple questions, o Is Lean applicable in sectors other than manufacturing? o Can the service delivery sector learn from the success of lean in manufacturing and realise the benefits of its implementation?The aim of the report is to list together examples of lean thinking as it is evidenced in the public and private service sector. Following a review of various sources a catalogue of evidence is put together in an organised manner which demonstrates that Lean principles and techniques, when applied rigorously and throughout an entire organization/unit, they can have a positive impact on productivity, cost, quality, and timely delivery of services

East Midlands food & drink sector strategy

The food & drink sector is one of four priority sectors identified in the regional economic strategy, A Flourishing Region. This document sets out a strategy for maximising the contribution of the food & drink sector to the economic development of the East Midlands

The knowledge society and high performance workplace systems: Enhancing worker voice

This paper focuses on an aspect of the ‘Future of Work’. The introduction of high performance workplace systems (hpws) is, in general terms, consistent with the broad thrust of the ‘knowledge society’ debate. The central thesis holds that the introduction of hpws has the potential to enhance ‘worker voice,’ especially in the context of a ‘third way’ political environment that fosters a more tripartite approach to industrial relations. The paper draws on several pieces of research, each of which has its own methodological approach. The discussion of the ‘knowledge society’ debate and the ‘third way’ political context draws on policy analyses undertaken by Law and Piercy. The body of the paper is based on a survey by Law of union members engaged in a hpws in a large NZ dairy factory. That research involved focus groups and a postal survey. Qualitative (write-in) responses were further analysed using a dynamic coding system developed by Law. The findings are consistent with the (US) work of Black and Lynch. With some qualifications, the introduction of hpws has enhanced worker participation. Active union involvement was a positive factor. For a proportion of union members, the introduction of hpws has had positive off-site effects