Exploring lean construction practice, research, and education

Proc. 6 th Ann. Conf. Intl. Group for …, 1998

Lean thinking is a new way to manage construction. Born in manufacturing, the goals demand a new way to coordinate action, one that is applicable to industries far removed from manufacturing. Implementation requires action be shaped by a deeper understanding of the goals and techniques. This paper explains the implications of the goals and key production principles, and how when taken together they result in a different way to manage construction. Implementing lean in construction then becomes a matter of developing and acting on this new knowledge. Advice on implementation is offered.

Since the introduction of Lean Construction, implementation of Lean Construction method, tools, and thinking has been a challenge. The success of Lean Construction is evident, but still implementation challenges emerge, among others, culture, training, leadership, but also partial implementation of Lean Construction. Some reports indicate that the major implementation challenges are related to misconceptualization of lean construction tools, and case studies have found that often Lean Construction was either partially or incorrectly applied. Denmark is one of the pioneer countries in the Lean Construction journey, with the driving force of Sven Bertelsen and MT Højgaard among others. It is considered a country with a widespread and deep implementation of Lean Construction. But how disseminated is Lean Construction in reality? And do those who claim to apply lean construction actually do lean construction? On the basis of these questions this research contributes with a survey with a magnitude of 500 practitioners from the Danish construction industry. Results of this survey are compared with recent IGLC research on implantation challenges of lean construction. This research itself does not put forward any improved guide on how to implement lean construction. Instead it brings light to how lean construction is actually applied. In itself this is very interesting, and is valuable knowledge that can be used in further research on lean construction theory and on implementation of lean in the industry.

Lean construction efforts could prove to be highly rewarding for the construction industry. Although various countries gained large benefits by adopting the lean concepts, there seems to be a scarce implementation of lean in the UK construction industry over the last two decades even after the publication of the Egan report. Building upon the methodologies and conceptual frameworks used in earlier work in the UK (Common et al., 2000), the Netherlands (Johansen et al., 2002), and Germany (Johansen & Walter, 2007), this study carried out a similar survey to evaluate lean construction as practiced in the UK, and identify the barriers to its successful implementation. A theoretical framework was adopted and modified by the author to keep up with the vast developments made among the lean construction community since previous studies were carried out; and it formed the basis for a questionnaire survey. The data obtained was then subject to secondary analysis on top of quantitative and qualitative systematic evaluation. Six different classifications were established and analysed during secondary stage. This allowed trends and contrasting views to be determined, and thus more comprehensive findings to be concluded. After completing the results they were informed further by undertaking interviews with a number of professionals from the UK construction industry. It was found that the majority of the construction organisations do not yet have a holistic view of the full potentials of lean; and that there is still a significant lack of understanding of how to successfully apply lean principles to construction processes and activities. The study concluded the significant barriers to the successful implementation of lean construction in the UK; and proposed a strategy for overcoming the barriers identified.

26th Annual Conference of the International Group for Lean Construction, 2018

The benefits of lean projects such as reduced schedules and budgets are well documented; construction organizations accomplish lean project delivery through the practices of project teams, yet the backgrounds of many participants have relatively little involvement with lean methodology due to its relative newness. Many participants in the lean movement such as members of the Lean Construction Institute (LCI) attribute project success to the training that is typically conducted to create an awareness and capability among participants and align the team with the priorities of the project. A study of leading firms was undertaken to examine this linkage by reviewing how training is provided for project teams, including the work force. A cross-section of established construction firms, design firms, and consultants were surveyed to determine the best practices that are currently in use. These organizations are all members of LCI or the Associated General Contractors (AGC). Many important lessons were learned, including: the successful approaches taken by AGC to provide industry training; the best practices of the companies surveyed; and future opportunities for improvement in lean training at the industry level. Notably, some of the approaches used in academia such as simulations, were used, but some companies were developing their own training, emphasizing leadership over tools.

2010

The construction industry is in need of interdisciplinary learning and development in order to meet customers‘ needs. However, interdisciplinary learning can be difficult to facilitate, particularly in the construction industry due to organizational structures based on separation of professions, and due to traditions for relying on tacit and practice based knowledge. To meet this challenge, Lean Construction has shown great potential in initiating and facilitating learning, and particularly interdisciplinary learning, throughout the design and construction phases. In order to be able to deliberately facilitate this interdisciplinary learning, a general understanding of why Lean Construction leads to learning is developed. For this both practice based theories as well as a case study are presented. Finally, the authors call for more research on the topic of learning at higher organizational levels, particularly with focus on the early phases. The aim is to include the entire supply c...

2012

The majority of lean transformations fail to meet their initial expectations and end up as disappointments. Excessive focus on specific tools and failure to understand the philosophy or to motivate people in continuous improvement are often blamed for this. This research explores the cornerstones for successful lean implementation in the construction business. Research results based on 39 semi-structured interviews conducted in Finland and California suggest that managers should pay attention to the following aspects: building trust, motivation, ensuring skills and competence, developing and selecting the right people, and providing leadership. In general, lean should be embraced as a comprehensive management philosophy which requires a long-term viewpoint in order to achieve competitive advantage. In construction, it is important to pay attention to the way people are recruited, emphasize their social skills, and develop them through training. Building trust and constructing project teams based on participants' suitability and competence will help to move the industry forward, but managers should also learn to take advantage of crises, when organizations are at their most receptive.

Buildings, 2023

This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY

This paper builds on the IGLC paper, "Different Perspectives on Teaching Lean Construction," presented last year by Tsao et al. that documented teaching approaches from three different Lean Construction (LC) university course offerings. It aggregated the approaches taken by the course offerings, the Lean Construction Institute (LCI), and the Associated General Contractors of America to develop recommendations for learning modules, outcomes, and strategies for an introductory LC university course. This paper provides four additional distinct perspectives to continue the conversation about teaching LC in a university setting. It illustrates the authors' differences in teaching approaches, experiences, and lessons learned from course offerings in the United States and Lebanon. The paper offers additional ideas for providing "proof of concept" to students and further illustrates how teaching LC effectively requires a combination of readings, lectures, discussions...

26th Annual Conference of the International Group for Lean Construction, 2018

There is no agreed definition of lean construction. This is a problem for some and not for others in the lean construction community and beyond. Answers to the question "what is lean construction?" from a simple survey reported here, on the web and in the formal and informal literature reveal a diversity of views. The purpose of the survey was to get a sense of the definitions-in-use in the lean construction community. Some of the implications for the community are outlined and suggestions made for further study.

The emerging concept of lean construction is considered from an overtly critical perspective. It is contended that the current debate is based on a highly selective interpretation of the available literature. The extent to which methods of lean production are applicable beyond the Japanese context remains hotly debated. An extensive body of critical opinion argues that the application of lean methods depends upon the hegemony of management over labour. Whilst the lean rhetoric of flexibility, quality and teamwork is persuasive, critical observers claim that it translates in practice to control, exploitation and surveillance. The accepted research agenda for lean construction is primarily confined to the limited domain of instrumental rationality. Little attention has been directed at the externalities that lie beyond narrow definitions of technical efficiency. In this respect, the activities of construction researchers are seemingly shaped and controlled by the prevailing ideology of neoliberalism. The funding agencies continually exert an insidious pressure to generate outputs that are 'relevant' to the needs of industry. The result is an inevitable conservatism whereby the only research that is valued is that which preserves the status quo. This widespread failure to challenge the propaganda that shapes and controls the research community serves to dis-empower the workforce and erode the industry's intellectual capital. Industry and society at large are becoming increasingly impoverished as dogma triumphs over thoughtfulness.