A business unit approach to construction process re-engineering

In business change is not an optional extra it comes as standard. Every business regardless of sector, must look to the future and grasp the opportunities that are found there (Hammer, 1999). In the knowledge driven economy, firms that rely on outdated processes will be left behind. Successful companies will innovate, invest heavily in skills of their people and seek new ways of carrying out work activities. They will create a future that establishes a culture which thrives on change and innovation. Business Process Re-engineering allows an organisation to model its business activities through the development of a process map, and adapt a strategy of examining every area with the view to improving process and environmental performance, quality and teamwork. In recent years there has been a remarkable growth of interest in environmental issues - sustainability and the better management of development in harmony with the environment (Glasson et al, 1994). As part of a Teaching Company Programme environmental performance improvements were sought through construction process re-engineering of a core business unit (Central Scotland). Re-engineering these processes brings about quality, environmental and business value enhancement. The findings from case reviews within Morrison Construction Limited highlight the development of the underlying paradigms and mechanisms through which to engage in more sustainable development.