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By Steven McCabe

This can be the 1st post-Egan e-book to examine benchmarking and KPIs (key functionality symptoms) within the development industry.Benchmarking is without doubt one of the key administration thoughts the development now must undertake whether it is to fulfill difficult new potency and productiveness objectives in addition to consumers' calls for for top worth. Contracts are more and more being provided in basic terms to contractors who can show the tilt building practices that include benchmarking.This authoritative and available e-book: * clarifies the pondering in the back of benchmarking and why organisations needs to now undertake it*shows easy methods to manage potent benchmarking *explains the theoretical history and provides transparent, sensible guidance*demonstrates top perform notwithstanding connection with case stories. There are 9 case reports describing using KPIs and the appliance of the EFQM excellence version - together with contributions from Morrison and John Mowlem the writer Steve McCabe is senior lecturer within the tuition of estate and building on the college of relevant England in Birmingham. He has carried out wide learn in caliber development strategies and benchmarking and has vast event in with a couple of contractors and in the neighborhood authority zone.

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A common feature that is apparent from the reports of these organisations is the desire to ensure that the satisfaction their customers derive from their products or services is continuously being improved. As will be stressed throughout this book, in order to continuously satisfy their customers, such organisations are not afraid to learn best practice from elsewhere. It is worth pointing out that Dr W. 2) ± continually stressed that `the customer is the most important part of the production line' (Walton, 1989: p.

This question is absolutely pertinent in considering how construction can achieve the sort of dramatic improvement that the Egan Report believes is possible. As the report suggests, if construction is to create conditions favourable to radical improvement it must make certain changes, the most notable of which are: 13 Benchmarking in Construction (1) (2) (3) (4) (5) Modernise Increase spending on training and research and development Create better relationships between contractors and clients Increase the use of standardisation and pre-assembly Apply performance tools and techniques With respect to the last of these, there are three techniques that are specifically referred to: CALIBRE6; value management7; and benchmarking.

Construction does not yet recognise that its people are its greatest asset and treat them as such. [it] cannot afford not to get the best from the people who create value for clients and profits for companies (Construction Industry Task Force, 1998) As will be shown in subsequent chapters, the concepts that underpin TQM and continuous improvement are very similar to these five fundamentals. As those who advocate the use of such a philosophy stress, in order to succeed it is vital that there is a combination of demonstrating improvement of processes carried out and giving people a greater level of importance than hitherto.

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