Implementation of Lean Management in the Construction Industry

This research paper discusses the implementation of lean management in the construction industry of the United Kingdom. It reviews literature, explores the nature and implications of lean management, identifies barriers, and analyzes the impacts of lean construction tools and techniques. The paper also highlights the history of lean management and its guiding principles.

Running head: IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION
INDUSTRY
Implementation of Lean Management in the Construction Industry
University Name
Student Name
Authors’ Note

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Chapter 1
Introduction:
Construction industry is the largest and key sector of economy of United Kingdom
comprising of over 280000 and contributing almost ₤ 90 billion to economy. The demand for
construction is likely to impact by the factors such as demographic changes, globalization,
and demand for sustainable and green construction both in UK and abroad. Country is in a
position of taking advantage of opportunities in construction that stems from advanced
technological and architectural development. However, the picture on the construction
exports is mixed across its sub sectors despite the technological capability of UK. One of the
drivers of long term growth construction industry is increasing export activities and accessing
foreign markets. The competitiveness of growth of construction industry is affected by
adequate and effective deployment of relevant factors (Ojo et al. 2017). Construction sector
of UK continues to be a vital sector of economy of UK in spite of unprecedented challenges
that has originated from economic and financial crisis of 2008. It is evident from some facts
that challenges is well responded by the sector along with possessing the potential of taking
advantage of opportunities of global market opportunities in future. Nevertheless, the
construction industry is well placed to take the advantages of the opportunities available;
there is a need to ensure investment in technology and innovation along with increasing the
collaboration between research institution and business that would enable country in realising
its potential.
In this context, discussion regarding the implementation of lean management in
construction sector of United Kingdom has been demonstrated in detailed manner. Analysis
of problem statements has been done in the chapters below by illustrating appropriate

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example from industry. In addition to this, research objectives have formed the basis of
formulation of research questions.
Background Research:
The construction approach of lean regarding the project delivery of construction
intends to deal with waste elimination by removing all the non value adding activities. It is
mainly concerned with the management of environment along with economic and social
aspect of sustainability. Additional significant problems have been identified by some authors
in managing the working relationship between suppliers and construction firms in the absence
of an effective system. Any variation in demand and supply would have an adverse impact
on management of project in terms of its decreasing safety and quality and increasing time
delivery and costs (Fullerton et al. 2014).
The previous research on innovation has resulted in creating confusion as there has
been failure in terms of establishment of standard definitions of associated practice and terms.
Early research has assisted in addressing the ability of organization to adapt and respond to
internal and external changes. The prevalent theory of production is supported being
counterproductive by presentation of many arguments in lean construction. It leads to
reduction in overall performance and added cost through the principles of deficient control
production (Behera et al. 2014).
Aim:
 To review literature and gain insight into the lean construction that is practiced in UK.
 To explore the nature, implications and dimension of lean management in
construction industry in the United Kingdom.

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 To identify the barriers in successfully implementing the lean construction and
evaluation of identified barriers.
 To examine the perception of the construction industry with the lean practices and
principles of the construction industry.
 To analyze the impacts of lean construction tools and techniques on construction
industry in the United Kingdom.
Objective:
The objective of research is to review literature relating to lean construction as it is
practiced in United Kingdom. It also intends to explain how the application of lean
management would help in addressing issues associated with construction industry under
different aspects. This particular research paper has the objective of providing a holistic view
of lean management. In addition to this, the research paper also intends to identify any
barriers in successful lean management implementation in the construction industry. It also
addresses the effect of identified barriers on the implementation of lean construction along
with proposing strategy that would help in overcoming the barriers (Tezel et al. 2017).
Research questions:
The research questions are as follows:
What types of lean techniques and tools are suitable for the construction projects?
Does the implementation of lean management in construction projects helps in addressing the
issues faced in construction industry?
What are the barriers in the lean management implementation in construction projects?
What are the impacts of implementation of lean management in construction industry?

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Resources:
The resources that have been used in this research paper involve the information
generated from reviewing literature related to lean management and construction industry.
Literature has been searched by using the efficient way that is electronic database that
assisted in searching for the appropriate database serving the topic and objective of research
paper (Sharma et al. 2016). In addition to this, relevant publications and articles regarding
lean management have been selected by scrutinizing the keywords and abstracts. The articles
and relevant publications were chosen with different types of initiatives which were
accounted for highlighting the critical factors regarding implementation of lean in
construction.
Data Collection:
The process of collecting data has been implemented in the section of methodology
that has assisted in increasing the knowledge relating to lean construction. For the analysis of
accumulated data, different techniques and tools have been implemented. In order to gain an
in depth acquaintance with the research topic, both primary and secondary data has been
collected. Primary data has been collected from higher management and respondents
operating in construction industry. Accumulation of raw data is done by interacting online
and conducting face to face interactions. Secondary data on other hand has been accumulated
by reviewing the literature associated with the topic concerned. The research topic has been
adequately executed by conducting both qualitative and quantitative analysis. Execution of
qualitative data has been done by conducting interview that involves face to face interaction
with the participants (Behera et al. 2015). Survey on other hand has been conducted by
utilizing the social networking sites such as Skype and face book. Conducting interview has

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generated open ended and subjective answers while survey has generated close ended and
objective answers.
Project Risk:
There can be uncertainty related to estimates about the resources and time that the
activity associated with research work would be requiring. It is possible that the researcher
would not be acquainted with the resources required to carry out activity. They are required
to deal with decision uncertainty. Some of the reason associated with decision uncertainty
involves imperfect examination of practices, unknown factors at project beginning and
existence of difficulty related to interdependences and influencing factors. The overall
approach and subject is broad and due to restriction of time, the content is limited.
Scope and limitation of study:
One of the shortcomings of study is the lack of availability of sufficient information
regarding the implications of lean construction. Moreover, there is limited number of research
publications that links lean management to construction. Researcher has been able to access
articles that discusses about detriments and benefits of factors to success in general along
with discussion of success factors concerning implementation of lean. The tools and concepts
of lean that are investigated and evaluated are limited to the tools and concepts that are used
in the literature frequently. The extent of this particular research paper is limited to
encompass only information from previous case studies and limited practical data because of
limitation of time (Elmualim and Gilder 2014). Furthermore, the purpose and research and
research questions according to background is related to increased productivity and activities
by saving time and waste minimization, material and costs along with implementation
barriers. However, in reality, some other others such as work environment where there is
brief mentioning of factors should be given larger space.

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Confidentiality:
The matters related to confidentiality are required to be addressed from the research
inception to result publications. In order to guarantee the confidentiality of information,
researcher has employed safety nets. Unless absolutely necessary, there should not be
maintenance and collection of personally identified information. Appropriate measures have
been taken for addressing confidentiality during research planning. At the time of collecting
the data, confidentiality issues are addressed and the concerned agreements relating to
confidentiality is presented at the beginning of the process of collecting data.
Data Protection:
While presentation of detailed qualitative data, researcher has employed measures of
handling destructive disclosure risks associated with it. Research work has been conducted by
maintaining highest level of integrity such as appropriate framework and research designs
that would ensure that it generates defensible and robust findings (Dinesh et al. 2017). There
is no inadequate presentation or mismanagement of primary materials and data.
Conclusion:
In this research paper, identification of lean concepts and principles in relation to
construction industry has been demonstrated that helps in explaining the fact that an
innovative sustainable development is generated by lean construction. It has been ascertained
that implementation of practices and tools of lean construction generates benefits. However,
when it comes to implementation of such tools from operational stand point, construction
firms are not able to derive maximum benefits or sustain lean management usage because
there is no solid basis for such ground.
Chapter 2

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Literature Review
Introduction
The current section presents review of scholarly texts that necessarily includes current
knowledge counting substantive findings along with theoretical as well as methodological
contributions to a specific topic. Essentially, this section on review of literature is necessarily
secondary sources and do not present new, experimental or any kind of original report. The
current research throws light on works carried out by prior scholars and elucidates
illustratively lean management in construction industry.
What is Lean?
As rightly indicated by Dave et al. (2016), lean management is a specific approach or way to
run a business concern that upholds the notion of continuous enhancement. As such, this is a
long term approach to operate that systematically intends to attain small but incremental
alterations in procedures in a bid to enhance efficacy as well as overall quality. Ashworth and
Perera (2018) suggests that lean management intends to do away with any kind of wastage of
time, money or else effort by recognizing each and every step in a business procedure and
thereafter revising or eliminating stages that do not generate value. In other words, it can be
hereby said that lean management is a specific kind of business theory and notion that strives
to generate higher value for clientele by utilizing the few assets/resources. Essentially, a
business concern that employs lean management is aware of the overall value of the clients
and intends to enhance the important procedures in which their client remains satisfied and
enthusiastically maintain association with the business concern (Alarcón 2014). Particularly,
this kind of management is a manner of thinking and not a reduction program for costs as
well as expends.

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The overall philosophy has its groundwork in the area of manufacturing. The guiding
principles that are instituted for the purpose of lean management entail illustration of value
from the perspective of end customers, recognition of each and every stage in a business
procedure and eradicating the steps that do not generate value (Fosse and Ballard 2016).
Also, the guiding principles also include generation of value creating steps that happen in
tight sequence and repetition of the initial three steps on a continuous basis until all wastes
are eradicated (Oakland and Marosszeky 2017).
Lean construction is mainly founded on management principles adopted in the manufacturing
segment (particularly in Toyota Production System) during the period of post war (Sarhan et
al. 2017). In essence, indicated as lean production after presenting productive outcomes with
regard to productivity, quality along with product development, these specific principles
utilized drew consideration in many other industries. Misiurek and Misiurek (2017) suggest
that the lean thinking essentially became famous worldwide by altering the way the entire
operation is carried throughout the procedure of delivery.
In contrast with the conventional slow progression in the segment, lean construction
introduces a faster approach to important objectives namely financial, time as well as quality
outcomes (Saieg et al. 2018). In a bid to attain these, the lean approach concentrates on
maximization of flow of work by means of execution of transparency of process along with
minimization of performance difference and eradication of sources of systematic waste.
History of Lean
As suggested by Tommelein (2015), the history of lean management can be tracked to the
automotive procedure that was first instituted by Henry Ford. At the time when Ford
introduced the idea of presenting a motorized car, he discovered the procedure called flow
production. The most prevalent instances of flow production is essentially the assembly line

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in which part after part passes a conveyor belt and each part is attached to the other part that
has also passed down the belt or else the one that has been attached by a specific employee
(Hardin and McCool 2015). In essence, the system was certainly ground-breaking from the
standpoint of a novel way of manufacturing. However, the way it augmented sales of the
model T failed (Dinesh et al. 2017). Whilst the Model T was a specific beginning point of
something that would become a huge business, the world sought for more, for example,
variety that is something that Ford did not possess at that point in time. Thereafter, Toyota
began looking for flow production at Ford and arrived at a way to maintain the thought and
idea of assembly line alive and at the same time delivering variety that consumers were
essentially searching for. In essence, this became the Toyota Production System. However,
this system did not concentrate not on just the procedures of manufacturing but also on that of
the procedures of the product as well. As illustrated by Garza-Reyes (2015), there are in fact
five different principles that mark this procedure. The principles include specification of the
value desired by the clientele, identification of overall stream of value for each and every
product, maintenance of continuous flow of product, introduction of pull by means of each
stage and management towards perfection so that total number of steps, total amount of time
along with information are continuously decreasing (Fulford and Standing 2014). However,
at the outset there was a misconception that lean management is primarily for manufacturing
jobs as well as businesses, although it was not the actual case. In itself, lean management can
be utilized in different types of business, namely health care or else government corporations.
There are several corporations as well as businesses actually do not utilize the word “lean” at
the time when they illustrate the category of management they utilize, normally phrasing the
title with specific name, namely Toyota Production System (Oesterreich and Teuteberg
2016). In essence, this is to replicate that lean management is not just an elementary program
and something that can be illustrated by that of the business concern and the way they run.

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Toyota Production System essentially did not provoke interests in Japanese as well as
American corporations by the year 1973. It was not until the period when production had to
be lessened, were managers of Japanese as well as America capable of observing of
considerable results that Toyota had attained (Li et al. 2017). Consequently, a huge interest
was developed in this system.
Top Companies that have implemented lean
The top companies that implemented the lean management system include Toyota, Ford,
John Deere, Parker Hannifan, Textron, Illinois Tool Works, Intel, Caterpillar Inc, Kimberley-
Clark Corporation and Nike among many others.
Implementation of lean in Toyota
The philosophy of Toyota is in actual fact a philosophy that has assisted the company Toyota
to become one of the top three car companies of the world today and has resulted in the lean
concept, reflected globally. As suggested by (), lean manufacturing is essentially a
management philosophy deduced majorly from the Toyota Production System, an assimilated
socio-technical system that entails management philosophy as well as practices. In particular,
a socio-technical method is indicated as an approach to intricate organizational designs that
identifies the way of interaction between people as well as technology in places of work
(Ansah et al. 2016). It is sometimes referred to as Toyota Way and the primary objectives are
to design management of overburden along with inconsistency and to do away with wastes
(Nowotarski et al. 2016). In essence, wastes not only indicate to materials, but time, namely
consumer time waiting for product or else assistance along with even waste of management.
The philosophy also depends on flexibility of procedures that in turn can lessen stress that are
counted as overburden or else create waste.

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Implementation of lean in Ford
Henry Ford, the founder of the company challenged the notions on waste during the year
1910. Henry Ford in his book “My Life and Work”, mentioned of a farmer carrying water up
a ladder in place of fitting water pipes as “waste motion” and replicated that disbursement on
improvements was not waste expenditures, but an enhancement in efficacy and a decrease in
waste (Udawatta et al. 2015).
Implementation in John Deere
The world’s largest producer of agricultural machinery during 2013 disbursed $100 million
on transformation of US operations of Iowa from particularly mass production to mainly lean
manufacturing (Bhamu and Singh Sangwan 2014). In essence, this project changed the
manufacturing engineering mindset and the company exerted immense effort into recognizing
non-value added actions and eliminating the same whenever possible.

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Implementation of lean management in Parker Hannifin
Parker Hannifin is one of the biggest corporations in the world in motion control
technologies. This company employs approximately 58000 individuals worldwide. Since the
period 2000, the business firm has executed best practice programmes in terms of overall
productivity, customer service, and reduction of cost, overall quality and throughput
(Gulghane and Khandve 2015). Management of the firm discovered that strategies of e-
business dramatically lessened human intervention whilst speeding up the supply chain
procedures.
Implementation of lean management in Illinois Tool Works
Engineering producer Illinois Works deploys roughly 65000 people in hundreds of
businesses. However, smaller is considered to be better when executing lean principles. The
policy of the company of extreme decentralisation divides 365 units in 35 nations and leaves
100 different employees at headquarters. This refers to the fact that local units respond in a
quicker way and more effectively to needs of customers (Sertyesilisik 2014).
Implementation of lean management in Caterpillar Inc
The US machinery producers Caterpillar Production System is formulated after components
of Toyota Production System. An important thing that the company identified is that place is
a vital aspect of lean assimilation. It is said that if projects take too long time to finish, then
they might fail (Ajayi et al. 2015). In essence, projects need to be quickly executed and need
to be far reaching in order to be successful.

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Implementation of lean management in Intel
Intel can be considered as the largest computer chip maker in the world. Joe Foley, a factory
manager operating at Intel Fab Operations introduced a novel chip to the factory. This is the
first Intel Factory to attain success using lean principles (Omran and Abdulrahim 2015).
Implementation of lean management in Kimberley-Clark Corporation
In essence, particularly the Makers of Kleenex outsourced logistics at a plant situated at
Barton Mill of UK to different lean thinkers of Unipart. Prior to this, staff located at the plant
resented long shifts along with overtime and absenteeism stood at roughly 10%. In essence,
Unipart essentially made Kimberley-Clark to make payments for augmented staff
engagement along with development (Tauriainen et al. 2016). This indicated that they saved
on employee absenteeism and improvement in efficacy created by improved staff morale.
Implementation of lean management in Nike
The renowned clothing corporation operated with different NGOs and associate
manufacturers on different sustainability reports (Sohi et al. 2016). In essence, they operated
with the Fair Labour Association to generate indicators of performance along with
sustainable areas of sourcing. This established Sustainable Apparel Coalition with the US
Environmental Protection Agency along with other producers and in the procedure set aside
wealth on energy as well as waste materials (Wang and Chong 2015).
Overview of the UK Construction Industry
During the year 2014, the construction sector of the UK added £103 billion in particularly
economic productivity that stands at 6.5% of the total. The output of the construction industry
increased during 2014 by approximately 9.5% in real terms, the highest enhancement since the period
1990 (Arantes et al. 2015). In essence, there are 2.1 million jobs that indicate 6.2% of the total job

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of the UK in the construction sector in the year 2015. Nevertheless, the total number of construction
jobs as a fraction of all jobs declined from 7% during 2005 to 6.2%. Analysis of sectors operating
within the construction industry shows that orders gained from private segment accounted for nearly
three quarters of different orders (Ogunbiyi et al. 2014). Particularly, orders from private sector
housing stands at £6.6 billion that shows 12% increase during the year in nominal terms. Furthermore,
the construction segment accounts for roughly 6.1% of overall economic output in particularly the
UK. In particular, the period of recession during the year 2008 and 2009 was marked by contractions
followed by augmentation in growth in the construction segment (Dixit et al. 2017). In comparison,
the economy on the whole observed growth since the period 2009, with small contraction during the
period 2012 and thereafter stronger rate of growth since the period 2013.
In particular, the construction sector, mainly house building segment faired poorly during the period
of recession. () says that output in the construction period decreased faster than the entire economy
during the period 2008. The year 2009 witnessed faster recovery of the sector than the economy as a
whole. However, roughly flat rate of growth was observed during the period 2010 and 2011. This was
followed by another contraction during the year 2012 and partial recovery during the period 2013
(Chandrasekar and Kumar 2014). In essence, the strategy paper presented on the Coalition
Government is particularly the Construction 2025, declared during the period July 2013. The
construction industry was also emphasized during the period March in the year 2011 as mentioned in
“Plan for Growth”. In essence, these documents are also summarised and important strategies are
highlighted. Basically, it can be hereby mentioned that the Coalition Government intends to introduce
infrastructure expenditure along with policy to operate in conjunction with different industries and to
attain “chief” objectives of the strategy (Sarhan et al. 2017). The Construction 2025 presents the
action plan and steps to be undertaken by the government as well as industry for attainment of
ambitions of the industrial strategy for the construction sector in the upcoming decade.
The primary objectives of the UK are to generate the most competitive system of taxation in
mainly the G 20, develop the nation and make UK the best place in particularly Europe to

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start, fund and develop a specific business. Also, the main objective of the business is to
encourage and inspire investment as well as exports as a path to a more balanced economy
(Banawi and Bilec 2014).
Challenges facing the global manufacturing sector and UK construction sector
The manufacturing segment in different nations is in a state of transformation. This sector is
growing in different emerging economies, decreasing, however, becoming more productive
in highly developed economies (Mandujano et al. 2015). The manufacturing units with low
wage economies have the tendency to compete on the basis of costs, while the established
ones have a preference towards moving up the manufacturing value chain in a bid to compete
on the basis of technology as well as innovation. Essentially, techniques of lean
manufacturing that control and manage costs and enhance quality are said to be all-
encompassing (Salvatierra et al. 2015).
There are several policy makers in western economies who argue for the need to rebalance
different economies from over reliance on different services, mainly financial services.
Manufacturing can be considered to be an important source of stronger and stronger
sustainable rate of growth (Alves et al. 2016). Also, manufacturing segment encounters
several important challenges that show shortage of lending, volatility of currency, doubts and
uncertainties over sustainability of supply chain along with downward force on prices.
Naoum and Egbu (2015) suggests that there has a universal shift in manufacturing sector
particularly from west to east. The manufacturing segment is also developing swiftly in
particularly India as well as China and has decreased in majority of advanced economies. Ke
et al. (2015) mentions that Western corporations are said to have progressively downsized
over the last decade that led to enhancement in overall manufacturing productivity. Also, lean
manufacturing methods are almost generally adopted. It can hereby observed that emerging

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markets highly concentrate on particularly mass manufacturing and competition based on
price. In itself, the top three nations in the Global Competitive Index include Asian, however,
G7 nations are decreasing in index. Additionally, manufacturers operating in the west have
necessarily climbed up the value chain to focus on more technically sophisticated industries
else wise products (Guo et al. 2016). They are said to compete with varied low wage
economies by means of competing on satisfaction of needs of customers, innovation as well
as flexibility. Further, innovation can be recognized as one of the primary growth drivers.
Advanced economies focus on establishing overall framework along with production system
and bundling products as well as services to deliver a solution to different customers (Garza-
Reyes 2015). Essentially, they time and again outsource entirely productive component.
Lean in the construction industry
As rightly indicated by Nikakhtar et al. (2015), lean can be said to be a management
philosophy deduced majorly from Toyota Production System and is equally effectual when
implemented to manufacturing sector, health care segment, government else wise
construction among many others. The purpose of application of lean is at different stages in
diverse segments. Whilst lean generated in the automotive segment is implemented in
manufacturing. This is a comparatively new notion in the construction segment. The ones
operating in and around construction sector analysed the construction industry and got to
know that this sector suffered deeply from dearth of innovation and systems improvement
(Jasti and Kurra 2017). A research study conducted by Alexandra Engineering on Application
of lean thinking in the area of construction and performance reveals that construction industry
is necessarily affected by delay and often suffers cost and time overrun. The current report
mentions that the productivity of particularly construction segment globally has been
decreasing over the last 40 years (Cano et al. 2015).

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Benefits of lean in construction
As mentioned by Ansah and Sorooshian (2017), lean management is a specific philosophy
that fosters a particular culture of continuous progression in order to optimise value and at the
same time minimize waste. In essence, the direct advantages of the same include reduced
amount of lead times, as non-value added stages are eradicated, and operating costs are
lessened. Also, lean concentrates on eradication and reduction of the costs. In essence, these
advantages can be said to be sustainable in case if it is possible to make certain that lean is
assimilated into the business (Emuze and Saurin 2015).
Reducing overall amount of waste augments quality of products as well as services that
benefits all the customers. Particularly, lean can be considered to be customer centric
philosophy and the customer is said to acquire benefit from improved customer services
along with support procedures, maximised product supply owing to concentration of lean on
maintenance of balance between supply and demand (Gao and Low 2014). Again, another
significant advantage of lean can be observed within the business concern. In itself, lean
leaders primarily involve different individuals in improvement of process that essentially
enhances satisfaction of employees along with retention. Arashpour et al. (2016) says that
motivated employees are said to be suppler that is an important component of lean
manufacturing. Employees are also said to acquire benefits from protected and secure
business environment where risks are decreased.
When executed appropriately, lean construction lessens overall waste and enhances level of
efficiency- both significant advantages for different teams of project. Nonetheless, exercising
these principles, there is immense value beyond optimization of resources and augmented
productivity (Arashpour et al. 2016). The key advantages that can be attained in lean
construction include the following:

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- Superior Quality Work: Lean principles and the assimilated process of project delivery
depends immensely on trust as well as respect of different individuals engaged, ensuing in a
higher stress on communication and performance of team. However, when a specific team is
functioning as a unit, and not in the conventional adversarial way that has subsisted in the
construction segment, each and every stakeholder feels empowered to focus areas where
higher value as well as quality can be obtained (Arashpour et al. 2016). Additionally,
alignment on objectives and a heavy concentration on co-ordination along with collaboration
particularly during the period of pre-construction imply a decreased opportunity of rework.
- Enhancement in collaboration and accountability of employees
As illustrated, lean construction management depends immensely on collaboration of the
team on the whole. Handling a lean construction project entails empowerment of different
teams to contribute to continuous enhancement procedure by means of close along with
collaborative processes of problem solving (Gao and Low 2014). For example, construction
productivity software can be considered to be a single solution that permits cross functional
teams to have accessibility to pertinent information and to collaborate to resolve issues else
wise questions in real time.
Higher satisfaction of project
Attainment of full advantages of lean construction management relies on everyone
comprehending and aligning around the goals as well as objectives of the owner.
Understanding aspects of a specific project can be considered to be the most precious to the
owner. In addition to this, the end users permit teams to develop the best, quickest decisions
without endangering overall outcome. At the time when owners understand that their interest
is at the centre of every decision that is undertaken in this specific project, the swiftness at
which different issues are resolved get increased (Arashpour et al. 2016). In essence, decision

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making as well as contributions get decentralised and this permits the project to move faster
towards shut out. Essentially, a specific project team that can promptly resolve any kind of
blockade has a better chance of operating as per schedule and at the same time monitoring
budget.
Enhances Return on Investment
Emuze and Saurin (2015) assert that business concerns have reported an enhancement in
overall productivity by means of the application of lean construction management principles
to a specific project, converting to an enhanced return on investment. Rates of production can
be considered to be core dimension units that a specific sub contractor or else any producing
party on a particular project use as their base of their approximation. Finally, satisfying the
rates of production utilized for an approximation can be considered to be profitable. As such,
an enhancement in rate of productivity lessens overall risk of losing profit and contributes
towards continued success of a business concern (Ansah and Sorooshian 2017). Besides
enhancement in overall productivity, any drop in waste shows the way to enhancement of
efficacy of the entire project. A study undertaken by “The Department of the Construction
Science and Management” at “Clemson University” reflected that average number of
construction workers is functioning at roughly 40% level of efficiency.
Augments Process of Management of Risk
As suggested by Jasti and Kurra (2017), one of the most important tools of lean is the Pull
Scheduling. This is also referred to as last planner system (LPS). Pull Scheduling can be
regarded to b a work plan that is founded on points mentioned:
- Generating a backlog of varied tasks that are all set for execution
- Committing on specific tasks that will be attained in the consequent sprint

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-Assessing overall success of the commitments- monitor progress, cure issues, provide
feedback as well as learning (Garza-Reyes 2015)
Figure: Last Planner System
(Source: Guo et al. 2016)
It is important to have detailed knowledge of precise position of the team at each and every
stage of the project (monitoring progress) and place where team mates can effectively
execute in the consecutive sprint is necessary.
At the time when a team can closely track their progress against the premeditated
commitments, it permits decision makers to recognize potential upcoming risks and operate
towards mitigating or else eliminating the same before they happen. This procedure is
extremely different from the status-quo and this is where people that are able to make course-
rectifying decisions and comprehend whether individuals can understand when a specific
commitment or else plan are not advancing as anticipated (Naoum and Egbu 2015). In
conventional mechanisms of planning, the project manager else wise superintendent

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frequently find themselves responding to fires as well as inefficacies after they have
influenced the project. By means of comprehending the progression as well as issues of the
sites more dynamically, teams can handle overall site more collaboratively as well as
effectively, that also directs towards safe as well as secured working environment (Ke et al.
2015).
Analysis of overall influence of assimilated delivery of project and lean
On owners
The assimilation of different lean principles lays stress on unified construction teams. An
assimilated project directs towards open communication as well as sharing of knowledge. As
a result, this permits the team to remain in line with the desired outcome of the owner as well
as objectives (Salvatierra et al. 2015). It is due to this principle; teams can handle schedule,
overall cost as well as quality in a manner that does not endanger the chief outcomes and add
value to results.
Develop Team
The collaborative arrangement of lean construction management permits open conversation
with different specialists at a time that makes the maximum influence (Banawi and Bilec
2014). In essence, principles of lean manufacturing permit each and every individual in the
project to make contributions to expertise and lead to decentralised decision making.
Contractors as well as subcontractors
The contractors as well as subcontractors can go into the construction phase with a more
detailed comprehension of objectives as well as goals of the specific project. Sequentially,
certainty that effective delivery shall yield the required profit results for all engaged is
enhanced. Furthermore, their deep understanding of important objectives permits the team

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
higher level of autonomy as well as speed in unblocking hindrances during vital phase of
construction (Wang and Chong 2015).
Concept of lean in construction
The lean methodology is said to emphasize maximization of value for the clients whilst
minimization of waste (Chandrasekar and Kumar 2014). An increasing number of
construction companies are said to embrace the lean methodology as this specific approach is
said to be simple and at the same time attractive in the segment where budgets, time frames
as well as safety are all vital. However, the lean advance to delivery of project is said to be
very different than conventional mechanisms, making proper implementation of the
philosophy and techniques difficult to execute. As mentioned by Arantes et al. (2015), lean
construction is said to borrow from manufacturing approach designed by Toyota after the
period of World War II. Evidently, it is comparatively simpler to produce repeatable,
predictable outcomes in the controlled business environment of a floor of a factory than in the
more unpredictable construction arena. Higher degree of variation along with disruptions in
the flow of work is to be anticipated. Also, it is important to take note that there is no single
cookie cutter strategy to particularly lean construction. In essence, there are different tools
namely the last planner system, building information modelling system. Kaizen Events as
well as Integrated Project Delivery that can be utilized in conjunction to attain lean. In
essence, this provides practitioners an extensive range of alternatives that can be
implemented to each and every project (Ogunbiyi et al. 2014).
As rightly indicated by Ogunbiyi et al. (2014), there are different guiding principles that aid
corporations to attain low costs, decreased construction times and greater level of
productivity and effective management of project. As such, these principles help in
presenting a holistic approach to the entire construction procedure. These principles mainly

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
include identification of value from the standpoint of customers, definition of stream of
value, elimination of waste, ascertainment of flow of processes of work, planning as well as
scheduling and continuous enhancement.
Identification of value from the perspective of customers
As mentioned by Ajayi et al. (2015), the conventional approach to particularly construction
concentrates on what the client intends to build, things included in the schemes along with
specifications. Fundamentally, lean construction identifies that values of customers are
relatively deeper. Lean construction is said to bring together different stakeholders counting
the owner, engineers, different contractors as well as sub-contractors, architects as well as
suppliers.
Definition of stream of value
After having a clear understanding regarding value from the standpoint of customers, it is
possible to present different processes vital for delivering the value. As such, this is referred
to as value stream. In essence, for each and every action, the vital labour, information,
requisite equipment along with materials is illustrated (Sertyesilisik 2014). Any stages,
phases or else resources that do not add higher value are eradicated.
Elimination of waste
The main objective of lean management in construction is to eliminate or minimize waste at
each and every opportunity. In essence, lean construction primarily targets eight different
categories of wastes that include defects, over production, waiting time, non utilization of
talent, transport, inventory, motion as well as over processing (Gulghane and Khandve 2015).

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Flow of processes of work
The ultimate situation of a lean construction project is a continuous, uninterrupted flow of
work that is reliable as well as predictable. The overall sequence is important in construction
and it is possible to start developing the frame till the footings are instituted. Clear
communication between different parties is necessary to attaining flow. In essence, when one
segment of the project lags behind or else gets ahead of the schedule, it is essential to permit
everyone understand so that adjustments can be undertaken to avert wastes of waiting,
surplus inventory as well as motion (Alarcón 2014).
Planning as well as scheduling
Generating dependable flows of work relies on work that is being released founded on
demand of downstream. Fundamentally, lean construction identifies that this is properly
undertaken by the ones performing the work, frequently sub contractors (Ashworth and
Perera 2018). In essence, participants also communicate and collaborate closely with one
another to ascertain overall schedule of assignments.
Continuous Improvement
The core of the lean philosophy is that it is possible and necessary to continuously augment
procedures and do away with waste. Opportunities for enhancement can be recognized and
acted upon during the specific project and implemented to projects in the upcoming projects
(Dave et al. 2016). In essence, the construction industry is not resistant to the tendency to
adhere to old ways and resist alteration, but the advantages of the lean approach are said to be
compelling and more firms are said to take on the challenge.
Lean Construction tools and technique
The tools as well as techniques of construction include the following:-

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Just In Time
The inventory system of “Just in Time” can be considered to be management stratagem that
can align orders of raw materials from suppliers with different production schedules.
Business concerns can make use of this inventory stratagem to enhance efficiency and lessen
waste by accepting goods only when they are required in the production procedure, in that
way decreasing inventory costs (Fosse and Ballard 2016). This mechanism requires that
producers can accurately predict demand.
Total Quality Management (TQM)
Total quality management comprises of organization wide attempts to install and formulate a
permanent climate in which a business concern can continuously improve the capability to
deliver superior quality products as well as services to customers. Whilst there exists no
extensively agreed upon tactic, efforts of TQM can characteristically portray heavily on the
formerly developed tools as well as techniques of quality control (Saieg et al. 2018). This
extensive as well as structured business concern approach concentrates on continuous
improvement of quality of particularly products as well as services by utilizing continuous
feedback.
As suggested by Tommelein (2015), total quality management began in the industrial
segment of Japan. As such, since this time this specific notion has been designed and can be
utilized for almost different types of business concerns. Nowadays, total quality management
is also utilized within the e-business segment and it perceives management of quality from
the viewpoint of customers. Essentially, the main objective of total quality management is to
carry out activities in the correct way in the first time repeatedly (Hardin and McCool 2015).
Particularly, this lean construction tool can help in saving time of the corporation and that is
required to rectify poor level of work and execution of failed products as well as services.

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Time Based Competition
Time based competition can be considered to be a notion that considers time as a resource.
This theory takes into consideration the fact that the business concern that can make better
usage of time (in response to the altering market situations as well as other conditions of
market) can acquire a competitive advantage (Fulford and Standing 2014).
Concurrent Engineering
As suggested by Li et al. (2017), concurrent engineering that is also referred to as
simultaneous engineering is essentially a mechanism of formulating and developing products
where diverse stages function simultaneously rather than consecutively. This lean
construction tool can help in decreasing product development time as well as time required to
market, directing towards enhanced productivity as well as decreased costs.
Process Redesign
As rightly indicated by Dinesh et al. (2017), process redesign helps in reengineering a
particular business procedure in which beginning from scratch is impossible. Sometimes, a
procedure becomes deeply assimilated within a larger system and an absolute removal or else
rebuilding of the same can jeopardise other procedures all at once. Essentially, these types of
projects by means of following a structured process can analyse multiple variables. As
suggested by Nowotarski et al. (2016), process redesign can aid in absolutely revamping,
reengineering and redesigning the methods that in turn can help in attaining of improvement.
Nevertheless, this is not always the most economical else wise viable way out. At the time
when companies merge, different new departments get shaped or else managers get
rearranged, former business procedures might also require an alteration. However, removing
present infrastructure can create more damage than good. Majority of six sigma professionals

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
select to execute a process redesign project for the purpose of comprehending the reason
behind failure of a process, the way it influences the company and the way it influences
clientele or else customers (Gulghane and Khandve 2015).
Value Based Management
As correctly put forward by Sertyesilisik (2014), value based management can be regarded to
be a management philosophy as well as approach that can enable and at the same time
support creation of maximum value in business concerns, typically maximization of value of
shareholders. Essentially, value based management encompasses the procedures for
generating, handling as well as measuring value. At the time when VBM is executed
properly, it brings about huge benefit (Omran and Abdulrahim 2015). This is like
restructuring to attain maximum value on a continuous basis and it is said to have huge
influence, often realised in augmented economic performance.
Visual Management
The use of visual management in the construction industry has observed huge advantages of
utilizing the collaborative planning techniques that is founded on the application of lean
mechanisms to deliver construction projects. The advantages are well documented and this
comprises of delivering superior value to customers to enhance satisfaction and removing
waste from waste procedures to lessen time as well as cost (Wang and Chong 2015). This
also aids teams to present same amount of work but with fewer resources by means of
production control, collaborative mapping and process enhancement. Production control can
help in better productivity by means of effectual resources along with information
management. Again, collaborative mapping assists in better way of planning by means of
generation of different look ahead programs based on process. Again, process improvement

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
by means of implementation and adoption of continuous improvement tools can help in
enhanced visual management (Ogunbiyi et al. 2014).
Total Productive Maintenance
Total productive maintenance (TPM) is a specific method of maintaining and enhancing
overall integrity of firm’s production along with quality system by means of machines,
procedures, equipment, processes as well as employees that add value to a specific business
corporation (Naoum and Egbu 2015). In essence, total productive maintenance concentrates
on different equipments in top working conditions to avert breakdowns as well as delays in
manufacturing procedures (Banawi and Bilec 2014). The main aim of total productive
maintenance is to enhance the overall equipment effectiveness (OEE). In essence, OEE
delivers the dimension against which TPM is enumerated. In different equipment, there is
need for reliability.
Last Planner System
The Last Planner System is necessarily a collaborative procedure of planning that entails
trade foreman or else team leaders for designing for planning in greater and greater detail
since the time required for the work to be done gets nearer. It is sometimes referred to as
collaborative planning and called pull planning. This system helps in bringing together the
ones who can undertake the entire work process that is the schedule and way of undertaking
work by means of a series of conversational procedures (Arashpour et al. 2016). This calls
for the need of the team to collaboratively eradicate constraints as a team and to assure
delivery of each and every task. In essence, these systematic procedures enhances chances
that work flows through the entire project, develop trust along with cooperation with a
definite team. This process also provides safer projects in a quicker manner. Cano et al.
(2015) suggest that there are five different procedures within this specific system that brings

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
down advantages. The procedures include collaborative programming, planning production,
managing production, measuring, learning as well as presenting continual improvement.
Emuze and Saurin (2015) assert that last planner principles asserts that all plans are
necessarily forecasts and all types of forecasts are essentially wrong. It is said that the longer
the prediction, the more erroneous it becomes. The more illustrative the forecast becomes,
more wrong the same becomes.
Issues with smaller construction industry
Action is necessary for enhancement of productivity as well as efficacy of resource usage in
the segment of small as well as medium sized business concerns. Dave et al. (2016) say that
conditionality in particularly small as well as medium sized business concerns are conducive
to the process of execution of lean notion. There are many who are of the opinion that
features and characteristics such as higher level of flexibility as well as efficacies of systems
of internal communication constitute about benefit in this segment over large sized
corporations, particularly when it is about speed of executing alterations. Sequentially, dearth
of formalised features of SMEs, methodical tactic to particularly strategic planning and
emphasis on present issues direct towards adoption of slightly ambitious suppositions
(Ashworth and Perera 2018). These suppositions are necessarily not conducive to clear
definition of the association between goals of the company and the necessity to execute
alterations.
The most common issues in executing lean notions is paucity of different resources namely
time, financing as well as expertise. In essence, this poses the major impediment to the
process of adoption of the system of lean management in particularly small as well as
medium enterprises. The frequent issues encountered by small firms in the process of
implementation of lean management include rising above the inflexible corporate culture and

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
ignorance regarding execution of tools as well as mechanisms (Misiurek and Misiurek 2017).
There are efforts that are concentrated on individual tasks in place of comprehensive aims or
development of enterprise on the whole. Also, there is resistance from labour force regarding
implementation of lean in small firms. Further, there is use of models without illustrating
according to the features of the individual enterprises (Dinesh et al. 2017). Moreover, there is
also dearth of appropriate implementation stratagem, lack of requisite training as well as
skills, inadequacy of resources necessary for implementation of lean and little support of the
entire board of directors as well as middle level officers in execution of project. The vital
impediments to implementation of lean as identified by Tommelein (2015), include the
people issue, process issue as well as sustainability issue. The primary barriers to the process
of lean management also include dearth or else inadequacy of resources necessary for lean
implementation. The vital barriers in this regard therefore include people related as well as
organizational specific barriers.
Competitive Consultancy
In order to remain competitive, small sized businesses have the need to optimise operations.
The operations can be optimised by effective consulting that can satisfy the expanded
anticipations. The consultancy from experienced and specialised professionals can help
management of the firms to understand meanings of management consulting and clarify
regarding the purposes and processes of management of operation processes. Consulting
comprises of wide range of actions and can define exercises that are required for addressing
issues associated to lean management. Also, consultants provide managers difficult problems
to solve. Management also might ask for the way of restructuring the business concern for the
purpose of adapting to alterations, determine the financial strategies that need to be adopted
and most practical solutions for a particular problem (Dinesh et al. 2017). Also, the
consultant also possesses a professional accountability for understanding the problem and for

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
solving the problems. The client can also seek help from the consultants for the purpose of
defining the real issue. There are some authorities who argue that executives can accurately
ascertain roots of trouble. The management consultant has the need to accept or else reject
issues orienting issues encountered by a firm. Effectual consulting refers to convincing a
client to undertake certain actions that are required to address identified issues, to resolve the
same and in consequence gain competitive edge in the market.
Chapter 3
Research Methodology
Introduction
The implementation and analysis of lean management in the construction industry is
done by the methodology that has been presented below. Methodology that has been adopted
in conducting the research on concerned topic is by reviewing literature and gathering
primary as well as secondary data using both qualitative and quantitative approaches. For
ascertaining lean thinking in construction, researcher has reviewed the research publications
and in depth exploration on implementation of lean construction that forms a source of
secondary information. In addition to this, questionnaires have been prepared by designing
question survey and qualitative secondary data has been collected by conducting interview
using personal interview method (Mackey and Gass 2015). Empirical data has been collected
by adopting an opinion survey that makes use of Delphi method. Questionnaires survey has
been conducted among the construction company of United Kingdom that helps in
discovering the understanding of perceptions and principles of trend of lean in lean
development in construction sector.

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Types of Methods
The research paper has employed mixed methods that incorporate use of both
qualitative and quantitative approach. In this chapter, the methodology for the finding and
collecting the information is presented. This section discusses about the methods that have
been used for answering research questions and purpose. Both qualitative and quantitative
approaches have been used for answering the research questions (Taylor et al. 2015). Under
qualitative approach, focus is placed on specific details and events and helps in performing in
depth analysis of concepts and tools of lean that are suitable for different types of
construction projects. The interview conducted helps in generation of qualitative information.
However, the purpose also incorporates requirement of quantitative information which leads
to employment of quantitative approach (Glesne 2015). The information and data that have
been used for answering research questions is based primarily on review of literature.
Questionnaires
The preliminary structure of questionnaires comprise of five questions that are
categorized differently. A total of ten companies are surveyed using method of personal
interview. A five point Likert scale is used for preparing the questionnaires design and the
criteria has been quantified by assigning weightages. The prepared questions were distributed
to several participants of project from upper level management to lower level management
(Vaioleti 2016). Such participants comprise of design engineers, project manager,
supervisors, executive engineers and labours.

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Survey questions are listed below:
Gender ☐ Male ☐Female
Designation ☐ Design Engineer ☐ Project manager ☐ Supervisor ☐ Executive engineers ☐ Laborers
Work experience ☐ 0-2 years ☐ 2 years – 5 years ☐ 5 years – 7 years ☐ 7 years – 10 years
Does implementation of lean management helps in increasing productivity? S
D
D N A
A
SA
Does lean construction helps in minimizing or reduction of waste in construction
firms?
S
D
D N A
A
SA
Does construction firms are able to gain competitive advantage with the
implementation of lean management?
S
D
D N
N
A SA
Is it difficult for small and medium sized enterprise for implementing lean
Construction?
S
D
D N
N
A SA
Does lean management helps in effective functioning of construction firms other than
waste reduction and enhancing productivity?
S
D
D N
N
A SA

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
Questionnaire Survey Design
The current study has utilized the questionnaire survey for collection of closed ended
objective responses from the target respondents. Researchers can talk about different topics in
different degrees and respondents can be enquired varied questions in different manner. The
questionnaire design can be considered to be a multistage procedure that requires
concentration to different details. Researchers can measure alteration over time and thus need
to be attentive regarding the way opinions or else behaviours can be enumerated in previous
surveys (Silverman 2016). Development of questionnaire can be said to be intricate as survey
is based on topic that involve deep thinking regarding what is occurring in the entire nation as
well as world and things that are pertinent to the public, media as well as policymaker. In this
case, it can be hereby said that once the questions of the survey are designed, specific
attention can be paid to the manner they are presented in the questionnaire. In essence,
placement of a specific question can have a higher influence on the outcome than particular
choice of words utilized in the question (Ledford and Gast 2018).
The questionnaire framed for the current study can be divided into two different sections
namely, demographic segment and segment concentrated on the topic under consideration. In
this case, demographic questions mainly include earnings, education or else age need not be
asked near the starting of the survey unless they are required to ascertain eligibility for the
survey else wise for routing respondents through specific segments of the questionnaire
(Brinkmann 2014). It is best to precede this kind of items with more interesting and involving
questions.
Participant Observation
The current study has used participant observation that indicates data collection mechanism
utilized in qualitative research. In essence, this is an extensively utilized disciplines

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
implemented as a specific tool for amassing data regarding people, procedures as well as
cultures in particularly qualitative research.
Interview
The current study has utilized interview method in research for the purpose of collecting
subjective information provided by the respondents of the interview. The learner has carried
out verbal conversation between four managers of UK construction firms with the objective
of acquiring pertinent information for the purpose of the current research study. The
interviews are mainly undertaken for the purpose of getting the entire story behind the
experiences of the participants (Smith 2015). However, for the purpose of the present study,
the interviewer can pursue in depth information regarding the subject matter under
consideration. In addition to this, interviews might also prove to be effective as follow up to
specific respondent. As suggested by Panneerselvam (2014), the telephonic interview starts
with building rapport that can enhance overall receptiveness of research partakers,
introductory phase, probing for answering respondents, recording and thereafter closing.
Interview Question Design
As rightly put forward by Humphries (2017), interviews can deliver in-depth information
pertaining to experiences of research participants and opinions of a specific topic. In essence,
interviews are mainly coupled with diverse other forms of collection of data in a bid to
deliver the researcher with a well rounded collection of information for evaluation.
Data Analysis:
A systematic review has been implemented in this research paper that comprises of
both qualitative and quantitative data analysis (Dang and Pheng 2015). A systematic review

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
makes use of reproducible and systematic methods for selection, identification and critically
appraising of all relevant research. Data under the qualitative systematic review has been
derived by conducting personal interview and by focusing on interpretation and meaning of
participants (Hardin and McCool 2015). Analysis of information has been done through
observation and the recognition of definite operations is done by the theme analysis.
Analysis of data has been done by application of descriptive and inferential statistics.
Descriptive analysis helps researcher in analysis of data that helps in summarizing and
describing of data in a meaningful way and the conclusions have been made beyond the
analyzed data. This leads to employment of methods such as measures and measures of
central tendency. Inferential statistics employed in this research paper implements the
methodologies such as confidence intervals, hypothesis tests and regression analysis.
Ethical Consideration:
One of the major elements in carrying out research work is considering or taking into
account ethical matters. The concepts and information about lean management relating to
construction firms are gathered and presented without any leakage of commercial
confidential information. It requires the author for not publishing the concerned data or
information. Participation in the interview is voluntary and interviews are conducted
anonymously. If the participants do not give permit, then interviews are not recorded.
Privacy of all participants have been protected by upholding the convention of confidentiality
and this helps in building rapport and trust with the participants of study. Research process
has been completed by maintaining integrity and ethical standards (Bølviken and Koskela
2016). However, during the research planning, confidentiality issues can be addressed using
dominant approach. Lack of knowledge regarding the method, tools and techniques of lean is
one of the limitations of the research paper and the completeness of analysis might be

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
inhibited by such methods. In regard to observation of facts and gathering of data, selection
of methods of collecting data through all the phases of conducting research, researcher have
accounted for the ethical issues. One of the important source of gathering information was to
obtain information though informal conversations.
Conclusion:
This segment of study illustrates the methodologies that have been used by researcher
in conducting the research work on implementation of lean management in construction
industry. This helps researcher in gaining an appropriate insight into the lean concepts, tools
and techniques in the construction project. Various statistical tools have been employed that
helps in adequate analysis of the data that have been collected by researchers.

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IMPLEMENTATION OF LEAN MANAGEMENT IN CONSTRUCTION INDUSTRY
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