@CONFERENCE{Ballard1997, author={Ballard, Glenn }, editor={Tucker, Selwyn N. }, title={Lookahead Planning: The Missing Link in Production Control }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={13-26}, url={http://www.iglc.net/papers/details/17}, affiliation={Glenn Ballard is a founding member of IGLC, a construction industry consultant, and a Lecturer in the Construction Engineering and Management Program, Department of Civil and Environmental Engineering, University of California at Berkeley. }, abstract={Lookahead planning is one of the decision functions that constitute production control systems. It stands between overall project coordination schedules and short term crew level commitments, shaping work flow and screening out scheduled activities that “should” but cannot be done and thereby improving the success rate of completing the tasks assigned in weekly and daily plans. When measured against such objectives, current industry lookahead planning is poorly performed. A case study is presented to illustrate current procedures and performance, and suggestions are offered for improvement. }, author_keywords={lean construction, lookahead, production control }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Conte1997, author={Conte, Antonio Sergio Itri and Martinelli, Frederico Augusto }, editor={Tucker, Selwyn N. }, title={Aiming the Lean Enterprise The "Plano 100" Case }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, url={http://www.iglc.net/papers/details/18}, affiliation={Logical Systems Consulting Ltd. fax: +55 11 573 1397, e mail: asiconte@usp.br ; Rossi Residencial Research and Development Coordinator }, abstract={Based on the model proposed by Womack and Jones in their book "Lean Thinking" (1996), this work discusses the strategy for developing and introducing a product in the market based on real state destined to medium class, developed by the company Rossi Residencial, under de commercial name of "Plano 100". In this case, the company clearly intends to involve all ||| elements of the productive chain with the objective of reaching the best results, so that the products that attract clients due to their quality and low costs are viable, as well as the operational activities both of the company and its professional team and of its main suppliers/partners in relation to materials and services supplying. }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Seymour1997, author={Seymour, David and Rooke, John and Crook, Darryll }, editor={Tucker, Selwyn N. }, title={Doing Lean Construction and Talking About Lean Construction }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={53-62}, url={http://www.iglc.net/papers/details/19}, affiliation={David Seymour is a Senior Lecturer in the School of Civil Engineering, University of Birmingham. His current interests include the impact of TQM, process reengineering, lean construction, culture and the role of theory in construction. ; John Rooke is a Research Associate in the School of Civil Engineering, University of Birmingham with interest in applying ethnomethodologically-informed ethnographic research techniques to construction. ; Darryll Crook is currently reading for a Ph.D. in the School of Civil Engineering, University of Birmingham and is concerned with methodological issues in construction management, focusing on the social interaction of managers in construction. }, abstract={For the ideas and practices of Lean Construction (LC) to be successfully disseminated, effective communication is at a premium. This communication takes place in various contexts: workshops, seminars, conferences, and ‘out there’, in the industry. Conventionally, a number of distinctions, the most common of which is one between theorising and practice, are used to characterise what goes on in these different settings. We suggest that, when we wish to address cultural phenomena like LC praxis (theory/practice), where the communication of what it is we mean plays such a vital role, such distinctions are misleading and give rise to much confusion. Instead, therefore, we propose that statements about LC, which might be assumed to have a distinct theoretical or abstract status, be seen as a kind of act and be treated as any other kind of act. In other words, we will suggest that talk about LC, whether this be referred to as theorising, explaining or describing and practice (doing LC) should be conceived of as essentially the same kinds of activity. }, author_keywords={lean construction, communication }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Faniran1997, author={Faniran, Olusegun O. and Oluwoye, Jacob O. and Lenard, Dennis }, editor={Tucker, Selwyn N. }, title={Application of the Lean Production Concept to Improving the Construction Planning Process }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={39-52}, url={http://www.iglc.net/papers/details/20}, affiliation={Olusegun O. Faniran is a Research Associate in the Faculty of Design, Architecture and Building, University of Technology, Sydney. ; Jacob O. Oluwoye is a Senior Lecturer in the Faculty of Design, Architecture and Building, University of Technology, Sydney. ; Dennis Lenard is a Professor in the Faculty of Design, Architecture and Building, University of Technology, Sydney. }, abstract={The concept of lean production emphasises maximising the effectiveness of a production process while at the same time maximising the efficiency of the process. This concept provides a useful tool for developing an efficient and effective approach to managing the construction planning process. Four approaches to planning - satisficing planning, optimising planning, contingency planning and responsiveness planning - were identified from a review of general planning literature. Inputs to the construction planning process with significant value adding potential were identified using correlational analysis and were used as a taxonomy for assessing the appropriateness of the different planning approaches for efficient and effective construction planning. The assessment showed that construction firms need to shift from the current prevailing satisficing approach to construction planning and strive ultimately towards a contingency approach to construction planning in order to achieve efficiency and effectiveness in the construction planning process. A continuous improvement plan for effective construction planning was developed as a guide for construction firms. }, author_keywords={lean construction, construction planning, continuous improvement }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Fowler1997, author={Fowler, Charles }, editor={Tucker, Selwyn N. }, title={Process Improvement of the Building Services Engineering Industry: The Transatlantic Challenge }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={27-38}, url={http://www.iglc.net/papers/details/21}, affiliation={Charles Fowler is the leader of the Reading Production Engineering Group, Department of Construction Management & Engineering, University of Reading, Reading, UK. }, abstract={Currently, the UK construction industry is under great pressure to make radical improvements in its productivity and cost performance without lowering the quality of the finished product. The industry must thoroughly evaluate its processes as it moves from a base in traditional crafts to a value for money, integrated production process encompassing the whole supply chain. In response to this challenge, the best practice production techniques and processes of the building services engineering industry in the US were identified and appraised for their potential application in the UK. A typical new building in the USA may contain a higher level of engineering services than its equivalent in the UK; its construction is at the same time considerably less expensive. The visit, sponsored by the UK Department of Trade and Industry, took place between 24 November and 7 December 1996. Meetings were arranged with a variety of construction professionals from different areas, from Pittsburgh to San Francisco via St Louis, Chicago, New York, Houston and Denver. The group recorded its findings, and this paper discusses their relevance to the UK industry. Recommendations are given in the form of an Action Plan by which the UK construction industry may in the future maintain its high quality while increasing its productivity and cost effectiveness. }, author_keywords={building services engineering, process improvement, productivity }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Fowler1997, author={Fowler, Charles and Gray, Colin }, editor={Tucker, Selwyn N. }, title={Constructional Steelwork: A Strategy for Change by 2005 }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={91-102}, url={http://www.iglc.net/papers/details/22}, affiliation={Charles Fowler is the Deputy Director of the Reading Production Engineering Group, Department of Construction Management & Engineering, University of Reading, Reading, UK. ; Colin Gray is the Director of the Reading Production Engineering Group, Department of Construction Management & Engineering, University of Reading, Reading, UK. }, abstract={The construction industry is facing increasing pressure to make a concerted effort to undertake substantial improvements in productivity and cost performance without compromising standards of quality and individuality. To achieve this goal, it will be necessary for designers, suppliers, contractors and clients to work together to adopt a cohesive strategy for continuing business improvement and change. The pan-European CIMsteel project is focused onto the overall improvement of the design and delivery of structural steelwork for both light and heavy structures through the integration of the design and manufacturing processes. The conclusion of the first stage was that the cost of steel frame construction must be reduced by 15% in real terms for it to remain competitive. An improvement target such as this is only relevant in the broadest sense to be used to point the direction of change. As yet the industry has not got a robust and reliable method of assembling and publishing data on which individual project performance can be set. The data on which the target cost reduction are based do have a consistency and are based on a wide range of sources which give a certain degree of confidence in the figure. Individual project organisations will have to make their own judgement of where they are in terms of improvement, but unless they set big targets for improvement then the industry will become uncompetitive. This raises the issue of who determines the industry's competitiveness. At the moment clients and external project participants set the agenda. In the future the industry must wrest the initiative and this is the potential power within the CIMsteel project. Not only can advanced IT be used to help the industry performance it can also be used to control the interface with the project and so enable the industry to maximise its production and competitive capability. This paper is based upon stage two of the Wider Industry Challenge package of the CIMsteel project and principally discusses the implications of using benchmarks to set an agenda for sustainable change in the competitive position of the industry. An improvement methodology is given from which strategies for change are derived: a mechanism for sustainable performance improvement is postulated. Finally, the key issues which the constructional steelwork industry must address are highlighted. }, author_keywords={constructional steelwork, process improvement, benchmarking }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Ghio1997, author={Ghio, Virgilio A. }, editor={Tucker, Selwyn N. }, title={Development of Construction Work Methods and Detailed Production Planing for on-Site Productivity Improvement }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={149-156}, url={http://www.iglc.net/papers/details/23}, affiliation={Virgilio A. Ghio is with CVG Construction Engineers, Camino Real 1225, Of. 302, Lima, Peru. }, abstract={This paper describes the work conducted to improve productivity during the construction of a Shopping Centre in South America. The work was based on: detailed “design” of construction methods, including the equipment, optimum crew, work procedures, and; detailed production planning, generated in weekly and daily basis. The construction job was particularly complicated due to the hundreds of change orders demanded by the owner and the owner’s clients. The construction followed a fast track scheme, and the contractor was forced to accept last minute changes which generated all sort of delays and work peaks. As in many countries, the actual construction depends mainly on the foremen and crew leaders. The work presented in this paper empowers the construction field engineer, allowing him to plan, control and optimize on-site construction performance. Despite the many project change orders and the resistance of foremen to change, after 10 weeks the productivity of the job was increased two fold. Numerical results, as well as the methodology applied for this study are discussed in this paper. }, author_keywords={construction performance, productivity improvement }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Ghio1997, author={Ghio, Virgilio A. and Valle, Ernesto and Rischmoller, Leonardo }, editor={Tucker, Selwyn N. }, title={Preplanning: A Rewarding Experience }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={115-120}, url={http://www.iglc.net/papers/details/24}, affiliation={Virgilio A. Ghio is with CVG Construction Engineers, Camino Real 1225, Of. 302, Lima, Peru. ; Ernesto Valle is with Vainsa Engineering and Construction, Napoleon 3010, Of. 51A, Santiago, Chile. ; Leonardo Rischmoller is a Graduate Student in Construction Engineering and Management, Pontificia Universidad Católica de Chile, Casilla 306, Santiago, Chile. }, abstract={This paper describes the methodology and results obtained after productivity improvement work conducted on two consecutive building construction jobs. The first one was used to evaluate production rates and productivity, current construction methods, potentials and lacks of construction equipment, current construction planning methodology, and existing tools to asses productivity. These are briefly discussed in this paper. The second job was preplanned based on the experience and detailed documentation obtained in the first one. Work was conducted in order to “design” construction methods in detail, develop a detailed production planning based on the construction methods developed, select crew components and select their specific tasks, and design communication and control tools. Although the second job’s schedule and budget were originally calculated using standard methods (i.e. historical production rates), new schedule and budget were calculated based on the preplanning effort. Construction performance was measured against these values. }, author_keywords={ preplanning, construction performance, productivity }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Tommelein1997, author={Tommelein, Iris D. }, editor={Tucker, Selwyn N. }, title={Discrete-Event Simulation of Lean Construction Processes }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={121-136}, url={http://www.iglc.net/papers/details/25}, affiliation={Iris D. Tommelein is an Acting Associate Professor in Construction Engineering and Management at the Uunversity of California, Berkeley. She specializes in site logistics and materials management, and develops decision-support tools for production control. }, abstract={Little work has been done to date in formally modeling concepts of lean construction, such as uncertainty, waste, flow, conversion, and push vs. pull techniques. This lack of formalization has been blamed in part on the inability of the project-management tools commonly used in industry to describe the construction process and its salient features at a level at which lean production can be studied. However, existing process-level construction models prove to be useful in this regard. Accordingly, this paper describes the use of computer software for discrete-event simulation to represent various construction process characteristics relevant to lean production. Two examples are provided. The first one illustrates the flow and conversion of pipe spools through their design and installation process. Spools exemplify unique materials, measured in discrete quantities. The second one illustrates the flow and conversion of concrete through its batching and placement process. Concrete exemplifies bulk materials, measured by volume. The examples show what types of system-level information can be generated using discrete-event simulation and how this information may be used to redesign construction processes in order to make them leaner. }, author_keywords={lean construction; materials management; discrete-event simulation; uncertainty; process planning; concrete placement }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Horman1997, author={Horman, Michael and Kenley, Russell and Jennings, Victor }, editor={Tucker, Selwyn N. }, title={Aa Lean Approach to Construction: an Historical Case Study }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={63-76}, url={http://www.iglc.net/papers/details/26}, affiliation={Lecturer, University of Melbourne, Melbourne, Australia ; Senior Lecturer, University of Melbourne, Melbourne, Australia ; Researcher, University of Melbourne, Melbourne, Australia }, abstract={The paper outlines a case study revealing the early employment of flow principles in construction. Insights are gathered with a view to assist present-day efforts to adopt alternative management approaches in construction, such as lean production and just-in-time.The case is that of Jennings, previously one of the largest house-building organisations in Australia. Concurrent with Toyota’s development of lean production, including the just-in-time production method, Jennings employed some of the principles to which lean ideas are attributed. Their practices included the use of flow production, supply-chains, standardised design approach, unitary production, and quality measurement. Jennings’ practices are reviewed and the way in which the organisation initially adapted them to the characteristic conditions of construction examined. Further the circumstances surrounding the dilution of these principles, an act which has partly led to the novelty of lean approaches in construction today, are reviewed. }, author_keywords={ construction flow, supply-chains, standardisation, housing, Jennings }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Koskela1997, author={Koskela, Lauri and Ballard, Glenn and Tanhuanpää, Veli-Pekka }, editor={Tucker, Selwyn N. }, title={Towards Lean Design Management}, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, url={http://www.iglc.net/papers/details/27}, affiliation={Senior Researcher, VTT Building Technology, Espoo, Finland ; Lecturer, Department of Civil and Environmental Engineering, University of California at Berkeley ; Researcher, VTT Building Technology, Espoo, Finland }, abstract={The paper forwards the following hypotheses, which are new or previously little treated, in regard to design management: (1) There is an optimal sequence of design tasks. (2) Internal and external uncertainties tend to push the design process away from the optimal sequence. (3) Out-of-sequence design process leads to low productivity, prolonged duration and decreased value of the design solution. (4) It is possible and worthwhile to enforce (through measurements and managerial control) the realization of the optimal or near optimal sequence. These hypotheses are theoretically grounded and empirically justified through results from case studies and experimentations. Associated methods, like the Design Structure Matrix and the Last Planner, are presented. }, author_keywords={design management; design structure matrix; short term planning; concurrent engineering }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Marosszeky1997, author={Marosszeky, Marton and Karim, Khalid }, editor={Tucker, Selwyn N. }, title={Benchmarking - a Tool for Lean Construction }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={157-167}, url={http://www.iglc.net/papers/details/28}, affiliation={ Associate Professor in the School of Building and Director of the Building Research Centre, University of New South Wales, Sydney, Australia ; Research fellow at the Building Research Centre, University of New South Wales, Sydney, Australia }, abstract={Globalisation of the economy has lead to an increased competition in what is rapidly becoming a universal market. While the manufacturing sector has been relatively quick in responding to the changing business environment, the construction industry has lagged behind. The manufacturing industry has derived great benefits from measuring its performance through critical success factors as a part of a regime of continuous improvement. The construction industry can adopt similar practices of performance measurement and comparison to develop a culture of ‘lean construction’ through continuous improvement. The objective of this approach is to lower costs and increase productivity, resulting in a sustained competitive edge. This approach will involve development of metrics for performance measurement and benchmarking them with the best. This paper looks at the elements of lean production and lean construction, as well as the current practices, issues and outcomes of performance measurement and benchmarking. Some of the key performance issues that could be targeted for improved productivity in the construction industry are highlighted along with the potential benefits that would accrue to the industry. }, author_keywords={lean construction, performance measurement, benchmarking }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Miles1997, author={Miles, Robert and Ballard, Glenn }, editor={Tucker, Selwyn N. }, title={Contracting for Lean Performance: Contracts and the Lean Construction Team}, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={103-113}, url={http://www.iglc.net/papers/details/29}, affiliation={Mechanical Technology Coordinator and Corporate Senior Advisor, Industrial Design Corporation (IDC), 2020 SW 4th Ave, 3rd Floor, Portland OR 97201 ; Lecturer, Department of Civil and Environmental Engineering, University of California at Berkeley }, abstract={In a previous paper (Howell et al 1996) proposed that construction Partnering is a programmatic Band-Aid on the current construction management system. Claims caused by fundamental weaknesses in this system gave rise to partnering. These weaknesses are particularly apparent on today’s complex, uncertain and quick projects. Partnering exposes and partially fills a gap in current practice but has had little impact on underlying mental models, the management of production, or commercial contracting. Moving beyond partnering means challenging and revising current thinking and practice. Management of the construction process must be re-conceived from the purchase of a product (transactional contracting) to the execution of a production process (behavioral contracting). This dictates that the current standard construction contracting forms which are wholly based on the transactional contracting model, be revisited. A number of progressive projects in the private sector have already been operating in behavioral mode, implementing many Lean Construction practices. But these projects executed and then worked around the industry standard contracts forms. This has functioned reasonably well in strategic alliance client-designer-constructor arrangements. However, this “work-around” approach is clearly problematic in the one-off project relationship. This paper briefly discusses the shortcomings of the current construction contract forms. It then goes on to propose a framework for ongoing discussion and action. Without a revamping of the standard approach to construction contracting, propagation of the concepts of Lean Construction will be limited mainly to the arenas of strategic alliances, and government sponsored or supported experiments. }, author_keywords={lean construction, performance measurement, benchmarking }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{O'Brien1997, author={O'Brien, W.J. and Fischer, M.A. and Akinci, B.H. }, editor={Tucker, Selwyn N. }, title={Importance of Site Conditions and Capacity Allocation for Construction Cost and Performance: A Case Study }, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={77-90}, url={http://www.iglc.net/papers/details/30}, affiliation={ Ph.D. student, Department of Civil Engineering, Stanford University ; Assistant Professor, Department of Civil Engineering, Stanford University ; Ph.D. student, Department of Civil Engineering, Stanford University }, abstract={Traditional construction thinking that an ‘optimal’ solution to the problem of shifting project schedules can be found via a time-cost tradeoff analysis does not take into account the influence of capacity allocation and site conditions on cost and performance. Specifically, the time-cost tradeoff can only account for the direct costs of compressing an activity's duration, not its capacity costs. Loosely restated, the time-cost tradeoff accounts for the costs of a change in an activity's duration but not the costs of a change of when in time the activity takes place (which will affect a firm's commitments to other projects and hence cause capacity costs). Similarly, moving an activity in time may place the activity in a different set of site conditions than those which were assumed when the activity's cost-time curve was generated. The cost-time curve of an activity may change as site conditions change, which can only be accounted for in the time-cost tradeoff optimization method by manually generating new cost-time curves for each instance of site conditions and solving anew (an exercise that quickly becomes too cumbersome to perform). This paper presents an in-depth case study of a £100 Million project highlighting the limited applicability of the time-cost tradeoff approach to real world situations and discusses the impact of site conditions and capacity allocations on cost and performance. }, author_keywords={time-cost tradeoff, capacity allocation, site conditions, supply chain management, construction scheduling }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, } @CONFERENCE{Tilley1997, author={Tilley, Paul A. and Wyatt, Adam and Mohamed, Sherif }, editor={Tucker, Selwyn N. }, title={Indicators of Design and Documentation Deficiency}, journal={5th Annual Conference of the International Group for Lean Construction}, booktitle={5th Annual Conference of the International Group for Lean Construction}, year={1997}, pages={137-148}, url={http://www.iglc.net/papers/details/31}, affiliation={ is a Construction Systems Researcher with the CSIRO, investigating issues relating to construction process re-engineering. He has extensive industry experience in construction planning, contract administration and project management. ; is a Construction Scientist with the CSIRO, Division of Building, Construction and Engineering. His research interests include information management, planning and scheduling ; is a lecturer in construction engineering and management at Griffith University. His research interests include information management and simulation modeling. }, abstract={In an ideal world, the design and documentation provided for construction projects would be complete, precise and unambiguous. Unfortunately, this is rarely the case and quite often contractors are supplied with project documentation that is incomplete, conflicting or erroneous, thereby requiring revisions and clarifications to be provided by the designers. When this is the case, it is essential that the information be supplied to the contractor efficiently and without delay. The ‘Request For Information’ (RFI) process, where contractors and sub- contractors formally obtain information clarifications regarding the contract documents supplied, is very common throughout the Australian construction industry. This process is however, highly inefficient due to the non-value adding delays which occur in obtaining the necessary information. This paper proposes that an analysis of both the RFI process and the drawing registers can provide indicators of design and documentation deficiency and overall project performance. The paper assesses the changes in the number of drawings issued, defines and quantifies the main sources of RFIs and measures RFI response times. The results from a recent study of two construction projects are included and issues for further investigation are identified. }, author_keywords={request for information, design and documentation deficiency, performance indicators }, address={Gold Coast, Australia }, issn={ }, publisher={ }, language={English}, document_type={Conference Paper}, source={IGLC}, }