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EXPORT DATE: 25 April 2025

@CONFERENCE{Pitman2024,
author={Pitman, Oliver and Wijayaratna, Kasun and da Rocha, Cecilia G. },
editor={ },
title={A New Automated System for RFI Processing: Lead Time Reductions and Staff Perception}, 
journal={Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32)}, 
booktitle={Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32)}, 
year={2024},
pages={84-94},
url={http://www.iglc.net/papers/details/2202},
doi={10.24928/2024/0110},
affiliation={Alumnus, Faculty of Engineering & IT, University of Technology Sydney (UTS), Australia, Oliver.T.Pitman@student.uts.edu.au ; 2Senior Lecturer, Faculty of Engineering & IT, University of Technology Sydney (UTS), Australia, Kasun.Wijayaratna@uts.edu.au ORCID 0000-0002-4604-7256 ; Senior Lecturer, Faculty of Engineering & IT, University of Technology Sydney (UTS), Australia, Cecilia.Rocha@uts.edu.au ORCID 0000-0001-6764-1724 },
abstract={This paper presents the results of a New Automated System for managing the Request for Information (RFI) process for a Tier 1 Contractor in Australia. A before and after case study entailing two projects was carried out: one using a traditional system based on manual email exchanges (Project S) and one using the new proposed system (Project P). The results show considerable reduction in the standard deviation and average time for completing the requests for information, suggesting a streamlined and more reliable RFI process. Survey results also presented favorable outcomes, with staff noting that Project P encounters fewer delays or instances of unanswered requests. Staff also expressed greater confidence in the accuracy and reliability of responses, along with increased satisfaction regarding collaboration, communication, and the overall performance of the new system. This paper illustrates how lean principles such as “simplify” and “reduce lead time” in combination with a relatively simple innovation can create objective and subjective benefits. Furthermore, it provides practical example showcasing that such innovations do not need to be top-to-bottom driven but can be created and implemented by junior/entering level staff. },
address={Auckland, New Zealand },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}