https://doi.org/10.24928/2024/0201
Lean Reflection Practices and Organizational Knowledge Management: A General Contractor Case Study
Elizabeth Gordon1, Keila Rawlinson2, Neha Dabhade3 & Dean Reed4
1Quality Leader, DPR Construction, San Francisco, CA 94111, USA, [email protected], orcid.org/0000-0001-8165-04592Operations Business Analyst, DPR Construction, Denver, CO 80112, USA, [email protected], orcid.org/0000-0001-9718-5483
3Project Engineer, vConsruct Private Limited, Pune, MH 411028, India, [email protected], orcid.org/0000-0002-6453-6096
4Owner and Consultant, Capability-Building, Santa Cruz, CA USA, [email protected], orcid.org/0000-0002-2916-8558
Abstract
This paper is the sixth in a series discussing the transition of a self-performing general contractor (GC) towards early systems of measurable collaboration to achieve more reliable outcomes. This approach, known as a Systems Approach to Quality (SAQ), enhanced project performance and team culture. This paper investigates the impact of the Monday Quality Calls (MQC) initiated by the Quality Leadership Team (QLT) in 2015 as a forum for reflection, learning, and collaborative tacit knowledge sharing to build SAQ competencies and support organizational change efforts. The research aims to understand the characteristics of the MQC portfolio, evaluate the influence of the QLT, and assess trends in content development over seven years. Findings reveal the MQC's representation of the GC's work and highlight opportunities to enhance geographic and role diversity in participation to support further organizational efforts. Moreover, the paper underscores the value of the MQC as a multi-modal knowledge-sharing platform, facilitating team coaching, onboarding, and refining organizational strategies and processes. The study proposes future research and advocates for similar metrics tracking and knowledge-sharing initiatives in the industry. Ultimately, this paper contributes to refining organizational approaches to quality management and fostering collaborative learning in the Architecture Engineering Construction industry.
Keywords
Systems Approach to Quality (SAQ), Knowledge Management, Capability-building, Organizational Change, Action Learning Research
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Reference
Gordon, E. , Rawlinson, K. , Dabhade, N. & Reed, D. 2024. Lean Reflection Practices and Organizational Knowledge Management: A General Contractor Case Study, Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32) , 572-582. doi.org/10.24928/2024/0201
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