Analysis of a Construction Small-Projects Rework Reduction Program for a Capital Facility

Abstract

Reducing field rework is widely regarded as an effective way of improving construction performance in terms of productivity, cost, schedule, quality, and safety. While existing rework reduction programs and much literature exist concerning this challenge, there is a need for further analysis and continuous improvement of rework reduction methods. Based on such an analysis, this research develops a generalized conceptual model for a rework reduction program, which is intended to reduce rework by managing a continuous improvement loop with four functional processes: (1) rework tracking and cause classification, (2) evaluation of rework and its causes, (3) corrective action planning, and (4) integration of changes into the total management system. A case study is conducted to examine and verify the functional mechanisms and effectiveness of the generalized model, by investigating a rework reduction program implemented in practice that represents the generalized model, and by analyzing the impact trends on rework in terms of frequency, cost, and labor hours over a considerable time period. The results indicate that rework can be reduced significantly with such a program.