Lessons to be learned from concurrent engineering in the management of construction projects:case studies from the aerospace and construction industries
The construction industry has been subject to frequent reports over recent years,all of which focusing on perceived inefficiencies within the industry and how processes can improved to deliver the timeliness,quality and cost required by construction clients.Most notable of these reports has been Latham (1994) and Egan (1998),which contend that construction come into line with manufacturing (specifically the aerospace and automotive industries)in design development and supplychain practices to achieve the ambitious improvement targets.Concurrent Engineering (CE) appears to lffer significant potential to achieve these targets.This paper is a comparative study of the use of CE practices in aerospace manufacturers and UK construction projects.
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