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Production Planning & Control
The Management of Operations
Volume 34, 2023 - Issue 9
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Research Articles

From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects

Peter E. D. Lovea School of Civil and Mechanical Engineering, Curtin University, Perth, AustraliaCorrespondence[email protected]
ORCID Iconhttps://orcid.org/0000-0002-3239-1304View further author information
ORCID Icon,
Jane Matthewsb School of Architecture and Built Environment, Deakin University Geelong Waterfront Campus, Geelong, AustraliaORCID Iconhttps://orcid.org/0000-0003-3367-9278View further author information
ORCID Icon,
Lavagnon A. Ikac Telfer School of Management, University of Ottawa, Ottawa, CanadaORCID Iconhttps://orcid.org/0000-0002-5543-9489View further author information
ORCID Icon,
Pauline Teod School of Property, Construction and Project Management, College of Design and Social Context, RMIT University, Melbourne, AustraliaORCID Iconhttps://orcid.org/0000-0001-8154-2263View further author information
ORCID Icon,
Weili Fange Department of Building, School of Design and Environment, National University of Singapore, Singapore, SingaporeORCID Iconhttps://orcid.org/0000-0001-8974-2534View further author information
ORCID Icon &
John Morrisonf Frontline Coach Pty Ltd, Mordialloc, AustraliaView further author information
Pages 812-829 | Received 28 Nov 2020, Accepted 25 Jun 2021, Published online: 20 Aug 2021

Citations (7)

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Read on this site (2)

Derek H. T. Walker, Peter E. D. Love & Jane Matthews. (2023) Generating value in program alliances: the value of dialogue in large-scale infrastructure projects. Production Planning & Control 0:0, pages 1-16.
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Peter E. D. Love & Jane Matthews. (2022) The social organization of errors and the manifestation of rework: learning from narratives of practice. Production Planning & Control 0:0, pages 1-16.
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Articles from other publishers (5)

Laura Montalbán-Domingo, Jose Casas-Rico, Luis F. Alarcón & Eugenio Pellicer. (2023) Influence of the experience of the project manager and the foreman on project management’s success in the context of LPS implementation. Ain Shams Engineering Journal, pages 102324.
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Peter E. D. Love, Lavagnon A. Ika, Jane Matthews, Weili Fang & Brad Carey. (2023) The Duality and Paradoxical Tensions of Quality and Safety: Managing Error in Construction Projects. IEEE Transactions on Engineering Management 70:2, pages 791-798.
Crossref
Jane Matthews, Peter E.D. Love, Lavagnon A. Ika & Weili Fang. (2022) Error aversion or management? Exploring the impact of culture at the sharp-end of production in a mega-project. Developments in the Built Environment 10, pages 100074.
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Peter E.D. Love, Jane Matthews, Lavagnon A. Ika & Weili Fang. (2022) Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project. Developments in the Built Environment 10, pages 100067.
Crossref
Peter E.D. Love & Jane Matthews. (2022) There Is Strength in Numbers: Seven Principles to Contain and Reduce Error and Mitigate Rework in Transport Mega-Projects. IEEE Engineering Management Review 50:1, pages 220-228.
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