Value in construction is gaining momentum in literature and is central to many practitioners and researchers working within the realms of Lean. Yet value has been defined in so many ways and used to mean many different things, often linked to cost, time, objectives and customers that there exists no concise and complete description of what constitutes value within a construction context. Many methodologies, tools and applications presented to date appear to have surfaced through the emerging theories of value, which in turn are adopted from other industries. However, considering many peculiarities identified in construction and that the biggest cost centre in a construction project being construction itself, it is important to explore in detail the current perceptions of value by the head contractors (HC) and subcontractors (SC). This paper focuses on the HC role in construction. It argues that while value generation and its management in general as a separate function may be relevant at a broader construction project perspective, value management in the construction phase (construction) is currently understood as intrinsic to flow and transformation (task) management. It presents a list of activities identified by HC and SC as key to efficient progression of construction and shows that value management is inherent in the construction coordination activities. These results are compared with other emerging principles of value together with relevant construction peculiarities. Further research is recommended in advancing the role of HC in overall construction organisation.
Lean Construction, TFV Theory of production, Value based management, Head contractor role
Perera, S. , Davis, S. & Marosszeky, M. 2010, 'Head Contractor Role in Construction Management From a Value Perspective' In:, Walsh, K. & Alves, T., 18th Annual Conference of the International Group for Lean Construction. Haifa, Israel, 14-16 Jul 2010. pp 83-91