PUBLIC PRIVATE PARTNERSHIP FOR LEAN SUSTAINABLE DEVELOPMENT IN CONSTRUCTION
Main Article Content
Keywords
Construction, Framework, Lean Sustainable Development, Public Private Partnership
Abstract
Sustainability of construction projects has become a major issue facing decision-makers, developers, city and urban planners as well as designers worldwide. Construction projects are characterised with the excessive use of natural resources and consumption of energy, which have a crucial impact on the environment and future generations. This called for the construction industry to adopt the Lean principles as an approach to achieve sustainability objectives. Due to its achievement, partnership between public and private sectors turned into a strategic option to promote sustainability of construction projects. The increasing recognition and apparent success of lean principles called for focusing on utilising the knowledge and skills of project participants to develop sustainable construction through enhancing values and eliminating wastes. This paper aims to investigate the role of public-private partnership (PPP) in applying Lean principles as an approach for sustainable development in construction. A research methodology is developed to accomplish four objectives. Firstly, literature review is used to build a comprehensive background about the research topic including partnership, sustainable development and lean principles. Secondly, case studies are presented to explain the role of partnership in delivering sustainable construction projects. Thirdly, developing a framework to facilitate the creation and implementation of partnership between public and private sector towards lean sustainable development in construction. Finally, summarising research conclusions and recommendations for governmental authorities, construction professionals and further research. Research findings showed that creating a partnership between the public and private sectors could play a significant role towards achieving sustainability in construction through lean principles application.
Article Metrics Graph
References
APM. (2003). Partnering Guidelines for Construction Projects in Hong Kong, Association for Project Management, Hong Kong.
Ballard, G. and Howell, G. (2003). Lean project management', Building Research and Information, 31(2), pp. 119 133, [Online]. Available at: http://taylorandfrancis.metapress.com/ (Accessed: 8 June 2010).
Bennett J. and Peace, S. (2006). Partnering in the Construction Industry: A Code of Practice for Strategic Collaborative Working, Elsevier.
Cartlidge, D. (2006). Public Private Partnerships in Construction. Oxon: Taylor and Francis.
Carmack, W. (1993). Partnering Agreement Guideline, Consulting Network,
Cincinnati, OH. Common, G., Johansen D.E., Greenwood D. (2000). A survey of the take up of lean concepts in the UK construction industry), Proc. 8th Ann. Conf. Intl. Group for Lean Constr.Brighton, 17 19 July 2000.
Construction Industry Institute. (2011). RR191 11 Application of Lean Manufacturing Principles to Construction. [Online]. Available from: http://www.construction
institute.org/scriptcontent/more/rr191_11_more.cfm (Accessed 6 June 2011).
Earth watch Institute (2011). Construction. [Online]. Available from: http://www.businessandbiodiversity.org/construction.html (Accessed 15 November 2011).
EDMS. (2007). Framework, Engineering Data Management Service, available at:http://cedar.web.cern.ch/CEDAR/glossary.html#Framework (accessed 14 September 2011).
Egan, J. (1998). Rethinking construction, Report of the Construction Task Force on the Scope for Improving the Quality and efficiency of UK Construction, Department of Environment, Transport and the Regions, London.
Grimsey, D. and Lewis, M.K. (2004). Public Private Partnerships, The Worldwide Revolution in Infrastructure Provision and Project Finance,
Cheltenham, U.K. Hunting. (2010). Well Construction. [Online]. Available from: http://www.hunting
intl.com/well construction/manufacturing (Accessed 5 June 2011). ISRDS. (2000). Integrated Sustainable Rural Development Strategy, 17 November 2000, South Africa, pp. iv, 1. Kole, N.M. (2004). An Evaluation of The Integrated Sustainable Rural Development Programme Highlighting Stakeholder Mobilisation and Engagement, unpublished B.Sc dissertation, University of Pretoria Korte, E. (2003). Partnering for Success, U.S. Army Material Command, Alexandria, VA, USA. Koskela, L. (1992). Application of the New Production Philosophy to Construction. Technical Report No. 72. Centre for Integrated Facility Engineering. Department of Civil Engineering. Stan ford University. Kotelnikov, V. (2001). Lean Production: Doing More With Less. [Online]. Available from: http://www.1000ventures.com/business_guide/lean_production_main.html. (Accessed 15 October 2011).
Larry, G., Crowley and Karim, A. (1995). Conceptual Model of Partnering, Journal of Management in Engineering, September/ October 1995.
Latham, M. (1994). Constructing the team, final report on joint review of procurement and contractual arrangement in the UK Construction Industry, HMSO, London. LiYaning Tang, L., Shen, Q. and Cheng, E.W.L. (2010). A review of studies on Public––Private Partnership projects in the construction industry, International Journal of Project Management 28 (2010) 683––694. Maxwell, D.A. (2004). Alliancing –– the future: a case study of a UK utility on its journey through partnering to alliancing. Proceedings of the CII –– HK Conference 2004, Construction Partnering, JCP Consulting, Blades Enterprise Centre, Sheffield. Nyagwachi, J. and Smallwood, J. (2007). South African Public Private Partnerships (PPP) Projects, Department of Construction Management, Nelson Mandela Metropolitan University, Port Elizabeth. On--sing T.H. (2004). Partnering in Success, CII –– HK Conference 2004, Construction Partnering, Gammom Construction Limited, Quarry Bay, Hong Kong. Othman, A.A.E. and Sirbadhoo, N. (2009). An Innovative Partnership Framework For Sustainable Development of Rural Areas on South Africa: The Role Of Project Management Firms. Journal of Engineering, Design and Technology, Vol. 7, No. 3, pp. 243--263 Othman, A.A.E. (2011a). Culture Change in Construction: A Novel Approach for Achieving Lean Construction Objectives in Construction Projects. Proceedings of the 6nd Built Environment Conference, Johannesburg, South Africa, 31 July –– 2 August 2011, pp. 537-- 553. ISBN number: 978--0--86970--713--5. Othman, A.A.E. (2011b). Lean Principles as a Strategic Option for Delivering Innovative Sustainable Construction Projects: A Client Value Driven Approach. Proceedings of the 6nd Built Environment Conference, Johannesburg, South Africa, 31 July –– 2 August 2011, pp. 17--36. ISBN number: 978--0--86970--713--5 Othman, A.A.E. and Abdellatif, M. A. (2011) Partnership for Integrating The Corporate Social Responsibility Of Project Stakeholders Towards Affordable Housing Development: A South African Perspective. Journal of Engineering, Design and Technology, Vol. 9, No. 3, pp. 273--295. RICS (2004), Sustainability and the Built Environment, an Agenda for Action, 2004 Upstream, 70 Cowcross Street, London EC1M 5EJ Roodman, D.M. and Lenssen, N. (1995). A Building Revolution: How Ecology Health Concerns are Transforming Construction, Paper 124, Washington, DC, World Watch Institute. Sirbadhoo, N. and Othman, A.A.E. (2008) Public––Private Partnership for Sustainable Development of Rural Areas: Investigating the Role of South African Project Management Firms. Proceedings of the Quantity Surveying Conference, Midrand, South Africa, 10 October 2008, pp. 207--218. The New Choice English Dictionary. (1999). Peter Haddock Publishing, United Kingdom.
Vaughn, A. (1993). An Integrated Rural Development Strategy for KwaZulu Natal Towards the Formulation of an Effective Policy, KwaZulu Natal Department of Local Government and Housing, Pietermaritzburg. Wai, C.S. (2004). Adoption of Partnering in Public Works, CIIHK Conference 2004, Construction Partnering, Deputy Sectary for the Environment, Transport and Works Bureau. Walton, J. (2000). Sustainable development, Forum for the Future Annual Report
Article Sidebar
Article Details
The Journal of Construction Project Management and Innovation (JCPMI) is committed to the principles of Open Access publishing and upholds the ethos of freely disseminating research findings to enhance knowledge and understanding within the field of construction project management and innovation.
In accordance with our commitment to open scholarly communication, all articles published by JCPMI are licensed under the Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC). This licensing agreement allows others to distribute, remix, adapt, and build upon the work non-commercially, as long as the original author and source are credited. The license also ensures that authors retain copyright over their work while allowing the wider community to access, use, and build upon the content.
The terms of the CC BY-NC license are designed to facilitate the following:
- Attribution: Users must give appropriate credit, provide a link to the license, and indicate if changes were made. This can be done in any reasonable manner, but not in any way that suggests the licensor endorses the user or their use.
- Non-Commercial: Users may not use the material for commercial purposes.
- No Additional Restrictions: Users may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
By publishing with JCPMI, authors agree to these terms and ensure that their work is accessible and reusable under the conditions of the CC BY-NC license, thereby contributing to the ongoing exchange of knowledge and information in an Open Access environment.
Creative Commons CC Attribution-NonCommercial 4.0 International Public License