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oal it can either plan again or stop.

Act - If the project is a success the team document this and then it can become standard practice across the company.

Continuous Improvement in Construction
It is important to then look into continuous improvement within the construction industry. This is because it enables you to look into examples and this can allow for more understanding around the topic area but also may help contribute towards understanding and help improving. (Meiling 2012) studied what companies should improve on within implementation of continuous improvement as they described this as a key goal of lean management. They surveyed many companies across Europe to try and understand how construction companies implement this. When surveying companies they asked various questions to management and lower level staff and they used the Likert scale in order to assess staff. Within the research they found that Continuous Improvement was being used to a degree but improvement must emerge and evolve to allow further improvement for the companies surveyed. They then developed a 4P model that would allow for companies to use the basis of the model to allow for more efficient implementation.

This Model has been adapted from Liker (2004) 14 management principles. Within these four steps it is a simplistic model that companies should start from the bottom and work their way up. This is an interesting model because it is more basic too look at than Likers 14 management points but it also would be easier to use. But both this Model produced from Meiling and that of Liker, They both agree that, you have to decide if your business philosophy is that of long or short term orientation. This is because they both agree on that you need a long term philosophy rather than constantly looking for short term gains. (Koskela 2002) discusses the fact that within Lean construction. There is a need to look into the fact that there needs to be more value construction. This is because it is felt that there is a lot of confusion surrounding the value in construction and then this is taken further by (Erickshammar 2010) they conclude that many elements must be managed more effectively in order to increase value. These are, Waste Reduction, Quality, Price and functionality. Erickshammar describes these as vital in order to become a more lean construction orientated organisation. (Ahmed 2010) also agrees with the same principle as Erickshammar because he says that within the construction industry now, there are now more areas than any before and projects are becoming progressively larger and more complex. Because of this looking after costs is more important than ever because profit margins are becoming tighter because customers are looking for value for money. So because projects are increasing he suggests that companies should make more use of more project management and forward planning. (Barlow et el 1998) proposed the idea of firms partnering up in order to be able to learn from each other. They suggest that before firms partner with others it is then important to try and learn about themselves, such as cultural assumptions and values, and the dominant competitive environment that they operate in. Many different organisational bodies have also noticed the perceived issue with performance problems and they also suggest ways of being innovative. (Latham 1994) had suggested adopting a 'partnering' relationship