Mitigating schedule delays in road projects: application of lean construction approaches

Lean in construction is a relatively new approach in delivering construction projects. The Lean approach has been introduced to tackle the phenomenal construction projects delays and budget overruns. This paper shall be discussing how the implementation of the Lean approach in construction management processes can improve construction projects’ delivery. The paper argues that the Lean approach in the construction industry context revolves around people rather than processes as in the manufacturing industry context. Therefore, the cornerstone of the Lean approach in construction is creating a One Team out of the multiple typical rivals in the construction industry: Owner, architect / engineer, operator and contractor with all taking into consideration the end user. While the ‘Lean’ concept is manufacturing tackled processes to achieve the ‘Lean’ goal; in construction the ‘Lean’ approach is tackling the interaction between people and entities. The interaction between people is addressed by the ‘Lean construction’ planning tool: The last planner system; while the interaction between entities is addressed by contractual forms of agreement with the most influential being: Alliance contracting. The paper uses a major infrastructure project ‘Sydney Desalination Plant’ which started in June 2007 and completed in January 2010 as a successful example of Lean approach implementation, although the term ‘Lean’ was never used then by the parties involved in the project. The paper draws on the first-hand experience of the author in the construction industry including the participation in the delivery of the ‘Sydney Desalination Plant’ used as example of a Lean project.

The lean approach, which was initially used in manufacturing industry, now is widely adopted by the construction industry called lean construction, in order to reduce waste and to optimize the value. This study was conducted to see the suitability of the lean construction approach on the EPC project of gas pipeline installation. This study is viewed from the Company side as the owner particularly in engineering aspect which is carried out by the company itself. Engineering work is deemed as a key to the next activity which is effective and efficient procurement and construction phase. Almost all similar projects show the same symptoms such as: low quality of engineering work (amendment value above 10%), target and realization lagging of its progress, re-work, weak coordination and residual materials. Therefore, the urgency to make improvements occur with the Lean Construction approach described in Big Picture Mapping, Value Stream Analysis Tool, Pareto Diagram, Fishbone Diagram at each stage of the engineering work EPC gas pipeline. Value Added (VA) activities were obtained at 39.35% and Non-Added Value (NVA) activities at 60.65%, engineering work quality classified as poor (amendment value 12.81%). The application of a lean construction approach is suitable to be applied in Company for gas pipe installation projects but with some notes. Then a comprehensive evaluation is required to evaluate man power, load, and skills needed and eventually to be standardized in an acknowledged company standard in order to make every project to be done punctually. The dominant root cause of the problem is the engineering contract form (a lump-sum engineering contract) and company policy as the reference to identify the contract form itself

In Nigeria, ineffective materials management remains a major challenge within the construction industry, contributing to substandard work quality, increased material waste, budget overruns, disrupted materials flow, and delays in project execution. Addressing these issues calls for a fundamental shift in the operational strategies currently used in the Nigerian construction sector. One promising solution that has gained attention is the adoption of lean production approach to enhance materials management. This study set out to explore how lean production methods could be applied to improve the handling of construction materials. The research involved reviewing relevant literature and analysing selected case studies. Abuja, the Federal Capital Territory of Nigeria, served as the study’s focus area, where ten case studies were examined. Data collection was carried out through direct observation using a tick-box checklist. The findings revealed that materials management practices in construction industry currently have a low overall impact on waste reduction. Lean approach such as waste minimization, timely delivery, improved productivity, and just-in-time systems were found to be underutilized across the observed projects. Based on these findings, a clear framework consisting of three key phases lean Initiation, lean implementation, and lean sustainability has been proposed. Ultimately, the study provided valuable insights into effective materials handling practices in the Nigerian construction industry and emphasized the importance of educating construction personnel about the risks and consequences associated with poor materials management.

This study aims to study the benefits of lean approach implementation in engineering education in Morocco by using three concrete case studies to present a comparative analysis between situations with and without Lean approach deployment. The first project focuses on improving internet access. The second project aims to improve the conduct of practicum sessions. The third project aims to identify and improve the performance of the processes implemented in the student affairs department. In this research study, deductive methodology is followed, also called the "hypothetical-deductive approach", First, we presented a synthetic analysis of Lean implementation studies existing in the literature between 2000-2023, then we presented three Lean implementation projects in the engineering school in Morocco. This research work allowed us to present, with concrete cases, the contribution of the approach to engineering education in Morocco, whether it is in the teaching processes or in the support and management processes within an engineering school. The involvement and sensibilization of the resources represent key success factors of this Lean transformation. This research work can serve as a baseline reference for other Lean implementation initiatives in the field of education in Morocco. On the one hand, while examining the literature, we found a scarcity of studies that have presented a comparison between the situation without and with the Lean approach. On the other hand, the Lean approach is a new concept that has never been discussed concretely in the context of Moroccan engineering; the present research fills that gap. Doi: 10.28991/ESJ-2023-07-04-07 Full Text: PDF

The construction sector is a cornerstone of economic growth, encompassing building, repairing, renovating, and maintaining structures. To enhance efficiency and precision across various parameters such as time, cost, and quality, the industry has embraced innovative methodologies. Among these, Building Information Modeling (BIM) stands out, revolutionizing architecture, engineering, and construction (AEC) practices. BIM entails the continuous utilization of digital models throughout the building lifecycle, facilitating seamless collaboration and decision-making. This paper serves to offer a comprehensive understanding of BIM, drawing from extensive bibliographic studies on BIM literature. It elucidates BIM's role as the genesis of Lean Construction (LC), viewed through a technical lens. Moreover, it meticulously examines the background, evolution, standardization, and adoption process of BIM. It delves into various dimensions of BIM, including levels, languages, types, and the diverse roles and professions involved in its implementation. The paper also elucidates the myriad benefits and challenges associated with integrating BIM into construction projects. Furthermore, it explores the intricate relationship between BIM and lean construction methodologies, shedding light on the synergies and potential hurdles in their convergence. By identifying key factors and barriers, the paper seeks to provide actionable insights into effectively integrating Lean Construction and BIM practices. This holistic approach aims to pave the way for enhanced project outcomes, fostering innovation and efficiency in the construction industry.

The concepts of Building Information Modeling (BIM) and Lean construction are increasingly popular and used for the purpose of improving the efficiency of construction projects. The Lean construction approach helps optimize the system, thereby minimizing the waste and increase the maximum amount of value for clients. This is in line with the effectiveness of BIM for the purpose of analyzing, evaluating, and managing projects based on the virtual information model before, during and after construction. The combination of BIM and Lean construction will certainly be the trend of the construction industry in the near future. This paper aims to analyze the integration of Lean construction principles in the BIM coordination process through a specific case study. The project management unit is responsible for managing and evaluating BIM models from consultants and contractors and serves as the project's BIM coordinator.
 Keywords: building information modeling; BIM coordination process; Lean construction; Lean principles.
 Received 20 November 2018, Revised 30 December 2018, Accepted 25 January 2019

Question: What lean approaches are more suitable for improving pre-construction processes, which, if not performed effectively, are likely to lead to cost overruns in the construction of transportation projects? Purpose: The purpose of this research is twofold. First, to identify what main pre-construction processes have the potential to lead to cost overruns in construction if not conducted effectively. Two, to identify what lean techniques might be more suitable to improve those processes. Research Method: This research followed a two-stage methodology. First, the authors conducted a systematic literature review and a focus group to identify and validate the pre-construction processes to be analyzed in the second stage. Second, the authors completed a two-round Delphi Survey to identify and rank the most suitable lean techniques for improving the processes identified in Stage 1. Findings: The authors found “Risk Identification and Assessment” and “Design Interdisciplinary Reviews” to be the two most relevant pre-construction processes that, if not conducted effectively, might lead to cost overruns in construction. To improve those processes, Integrated Project Delivery (IPD) and Target Value Design (TVD) were found to be suitable for improving both processes. Last Planner System (LPS®) and Building Information Modelling (BIM) were identified for improving “Risk Identification and Assessment” and “Interdisciplinary Design Reviews,” respectively. All the lean approaches identified are based on team collaboration. Limitations: The results of this research are based on experts’ opinions. Further research should test the effectiveness of using these lean techniques and their impact on minimizing cost overruns in construction. Implications: The results from this research support the use of collaborative approaches in developing preconstruction processes to minimize construction cost overruns. Value for authors: The lean approaches proposed as a result of this research might inspire owners and practitioners to boost collaboration within and across pre-construction processes. Keywords: Transportation Projects, Cost Overruns, Delphi Survey, Pre-construction Paper type: Technical Note

Purpose The main purpose of this study is to reveal the degree of association between lean, building information modeling (BIM) and construction project success. The study further intends to provide strategies for high and low associations of the factors. Design/methodology/approach Lean construction and BIM are two important applications that have recently gained popularity in terms of enhancing project success. Considering this impact, this study investigates the synergy between lean construction and BIM and determines to what extent these two contribute to the success of the projects. As a first step, lean, BIM and project success were examined based on an in-depth literature review. In the second stage, a structural equation model (SEM) was established to reflect the relationship among these three through hypotheses. Then, a questionnaire was designed and administered to the construction professionals experienced in both lean and BIM implementation. The SEM was tested using Analysis of Moment Structures (AMOS), an SPSS tool. Findings The results indicated that lean implementation has a significant and positive impact on BIM implementation and project success. On the other hand, BIM implementation had a lower significant impact on project success than lean implementation construct. Research limitations/implications The results of this study can be used by both policymakers and industry practitioners in terms of developing strategies for effectively using both lean and BIM. The researchers can further develop other implementation models to investigate whether these concepts are more effective in increasing project success when used integratively. Originality/value This study considers both the impact of lean and BIM on project success through input from construction practitioners working on large projects. This way, the study fosters the use of lean, BIM or lean–BIM together in construction projects to enhance project success.

Dams are critical infrastructure that support water security, energy production, food resilience, and disaster risk reduction in Indonesia's rapidly developing regions. However, conventional delivery of dam projects still suffers from delays, cost overruns, and waste arising from fragmented planning and low workflow reliability. This study investigates how Lean Construction, particularly the Last Planner System (LPS) integrated with Building Information Modeling (BIM), can enhance performance in the Tiga Dihaji Dam Project Package 4. An explanatory sequential mixed-methods design was adopted, combining document review, site observations, and structured discussions with project stakeholders, followed by quantitative evaluation of schedule and productivity indicators. The results show that collaborative planning, weekly coordination, constraint removal, and visual control through BIM support more reliable task commitments, reduce rework and waiting, and improve information flow. Lean implementation also decreased non-value-adding activities such as overproduction, excessive inventory, and unnecessary material handling on site. Overall, Lean-LPS implementation contributed to measurable performance gains, including significant schedule acceleration (Ra ≈ 96.7%; Ri ≈ 97.2%), while reinforcing sustainable infrastructure outcomes, organisational learning, and alignment with national dam development policies and Sustainable Development Goals targets. The findings provide practical guidance for scaling Lean practices to other Indonesian dam projects and large infrastructure programs.

This study analyzed the impact of organizational factors on delays in building information modeling (BIM)- based coordination for mechanical, electrical, and plumbing (MEP) systems from the decision-making perspective. Recently BIM-based coordination has been regarded as a critical phase in project delivery but suffers from delays during the coordination process. This study investigated three complexity factors that often contribute to coordination delays: the number of participants – the total number of participants involved in a decision-making process for resolving a coordination issue; the level of the decision makers – the highest decision-maker involved in a problem-resolution process; and the heterogeneity of participants –the number of trades related to an issue. Using 95 major coordination issues derived from 11,808 clashes in a case study, the correlations between the coordination time and the complexity factors were analyzed. The coordination time linearly increased as each factor increased. The number of participants had the highest correlation with the coordination time, followed by the level of decision makers and the heterogeneity of participants. The findings stress the significance of integration between BIM and lean approaches, such as Obeya (big room) and Shojinka (flexible manpower line), during BIM-based coordination to expedite decision-making processes and eventually to reduce the coordination time.

Question: What are the benefits of using the Last Planner System (LPS®) in commercial construction projects in areas with high disruption, e.g., the Civil War in Iraq from 2005 to 2017? Purpose: The purpose of this research is to explore the benefits of using the Last Planner System® concerning the critical project metrics of cost, safety, quality, and time performance in projects operating in highly disruptive environments. Very few qualitative studies have been done on LPS® in commercial construction, and none explicitly study its application in areas of high disruption. Research Method: The study utilizes a qualitative methodology with input from focus groups and structured interviews. Twenty-one individuals practicing engineering professionals from the Middle East, mainly in Iraq, participated in this research. Findings: Results indicated that the application of Lean Construction, particularly LPS®, in unusual work conditions led to four themes in its use: planning, quality, safety, and cost. Ninety-five percent of the participants agreed that using a lean approach helped reduce waste in construction projects, 75% reported that it had improved the planning and quality of work, and 65% said it extended safety in their construction work in Iraq. Limitations: This study utilized professionals from the Middle East who were working on specific types of commercial construction projects. Results may be different for other construction sectors and areas. Implications: Results indicate that the use of the LPS® can assist in improving the project metrics of cost, quality, safety, and planning over traditional project management methods. Value for practitioners: This research demonstrates how the use of the LPS® can aid in the adaptability of project planning, allowing for successful management of safety, cost, and quality in conflict-ridden areas where stability for planning is not possible. Keywords: Lean Construction, Last Planner System®, Commercial Construction, Middle East, Project Planning, Highly Disruptive Work Environments. Paper type: Case Study

Question: Using a Lean approach to classify issues, or wastes, experienced during the different design processes, what sustainability-related activities affect the project design development stage. Purpose: The objective of this paper is to create a new lean-based approach to analyze the design process and quantify the negative effect of detected project-management issues on the project’s main resources, categorized through three different variables: costs, time and sustainability. Research Method: The research makes full use of a Lean approach intended as a standardized method to identify project wastes, classify the issues experienced during the different design processes and ultimately propose possible solutions for process optimization. The Lean approach was used as the basis to study four case studies wherein real projects were developed in different European countries under the LEED and BREEAM reference standards. The projects were analyzed against a set of guidelines developed by the Researchers with the aim of avoiding the replication of such issues in future projects. The analysis took into consideration all sustainability-related activities that affected the project design development. Findings: By identifying and estimating the effects of each issue on the project variables, researchers could rank their negative impact on the project budget, schedule and level of sustainability. The ranking allowed isolating which issues, or categories of issues, had the worst impact on the overall project from both qualitative and quantitative points of view. These research goals were achieved through the implementation of the Lean method and philosophy. Limitations: Among the main challenges related to time-variance analysis. Estimating the delay of single activities impact was sometimes difficult and ambiguous because it relied on other activities for which dependency could not be calculated. Limitations related to cost-variance analysis involved indirect costs that were difficult to estimate because they were neither related to any written document nor any formal activity or event of the project. The present research takes into consideration only four case-study projects and therefore the related conclusions cannot be generalized for all building projects. Implications: Applying the ranking of the issues identifies to a real project development with limited resources, it would be possible to highlight which problems should be addressed first in order to avoid, or at least limit, their negative impact on the project establishing a set of guidelines for future projects. Value for authors: This study sets the basis for several other research studies in relationship with green-building developments and lean approach. Keywords: Lean Construction, Lean Thinking, Design, Green-Building; Development, Sustainability; Project Management; Waste Paper type: Full paper.

PurposeThe application of integrated project delivery (IPD) in conjunction with building information modeling (BIM) and Lean Construction (LC) as the efficient method for improving collaboration and delivering construction projects has been acknowledged by construction academics and professionals. Once organizations have fully embraced BIM, IPD and LC integration, a measurement tool such as a maturity model (MM) for benchmarking their progress and setting realistic goals for continuous improvement will be required. In the context of MMs literature, however, no comprehensive analysis of these three construction management methods has been published to reveal the current trends and common themes in which the models have approached each other.Design/methodology/approachTherefore, this study integrates systematic literature review (SLR) and thematic analysis techniques to review and categorize the related MMs; the key themes in which the interrelationship between BIM, IPD and LC MMs has been discussed and conceptualized in the attributes; the shared characteristics of the existing BIM, IPD and LC MMs, as well as their strengths and limitations. The Preferred Reporting Items for Systematic Reviews (PRISMA) method has been used as the primary procedure for article screening and reviewing published papers between 2007 and 2022.FindingsDespite the growth of BIM, IPD and LC integration publications and acknowledgment in the literature, no MM has been established that holistically measures BIM, IPD and LC integration in an organization. This study identifies five interrelated and overlapping themes indicative of the collaboration of BIM, IPD and LC in existing MMs' structure, including customer satisfaction, waste minimization, Lean practices and cultural and legal aspects. Furthermore, the MMs' common characteristics, strengths and limitations are evaluated to provide a foundation for developing future BIM, IPD and LC-related MMs.Practical implicationsThis paper examines the current status of research and the knowledge gaps around BIM, IPD and LC MMs. In addition, the highlighted major themes serve as a foundation for academics who intend to develop integrated BIM, IPD, and LC MMs. This will enable researchers to build upon these themes and establish a comprehensive list of maturity attributes fulfilling the BIM, IPD and LC requirements and principles. In addition, the MMs' BIM, IPD and LC compatibility themes, which go beyond themes' intended characteristics in silos, increase industry practitioners' awareness of the underlying factors of BIM, IPD and LC integration.Originality/valueThis review article is the first of a kind to analyze the interaction of IPD, BIM and LC in the context of MMs in current AEC literature. This study concludes that BIM, IPD and LC share several joint cornerstones according to the existing MMs.

PurposeLean construction provides innovative practices to manage construction projects while reducing waste and improving performance. This paper aims to explore the current level of awareness of lean construction practices among Moroccan construction professionals to assess the potential benefits derived from lean construction practices and to identify the critical barriers hindering a successful implementation.Design/methodology/approachThe paper opted for a quantitative approach by using a structured questionnaire survey. A total of 330 valid responses were collected from Moroccan construction practitioners involved in private and public construction organisations.FindingsThe results show that 61 per cent of the respondents are familiar with lean construction practices. The findings have also pointed out that the lean construction approach adds a positive impact, specifically on quality, safety and environmental level. In addition, the main barriers hindering a successful lean construction deployment in Morocco are lack of knowledge about lean construction philosophy, unskilled human resources and insufficient financial resources.Originality/valueThis study provides a new insight into the implementation of lean construction in Morocco. It contributes to the body of knowledge, as it uncovers for the first time the level of awareness, the potential benefits derived from lean construction practices and the barriers to implementing lean construction in the Moroccan construction industry. Exploring the current state of lean construction implementation can help practitioners, companies and researchers in the Moroccan construction industry to focus their effort and resources on the significant issues necessary to assist a successful implementation of lean construction. Furthermore, the findings of this study could prove valuable to other countries in Africa, especially those sharing similarities to the Moroccan context.

Nowadays companies look more and more for improving their efficiency to excel in the market. At the same time, the competition has moved from firm level to whole supply chain level. Supply chain are very complex systems and lacks of coordination among their members leads to inefficiency. Supply chain planning task is to improve coordination among supply chain members. Which is the best planning solution to improve efficiency is an open issue. On the other hand, Lean approach is becoming more and more popular among managers. Lean approach is recognize as efficiency engine for production systems, but effects of Lean implementation out of single firm boundaries is not clear. This paper aims at providing a theoretical and practical starting point for Lean implementation in supply chain planning issue. To reach it, a DES simulation model of a three-echelon and multi-product supply chain has been set. Lean management is a very broad topic and this paper focuses on two principles of “pull” and “create the flow”. Kanban system and setup-time and batch-size reductions are implemented in the lean-configured supply chain to apply “pull” and “create the flow” respectively. Lean principles implementations have been analyzed and compared with other supply chain planning policies: EOQ and information sharing (Visibility). Supported by the simulation study, this paper points Lean supply chain planning is a competitive planning policies to increase efficiency.