Lean Project Research Articles

A Theoretical Framework Based on a Quantitative Assessment of the Interaction Between Commonly Used Lean Construction Tools and Techniques Through the Project Management Knowledge Areas

Research Question: How do Lean Construction (LC) tools and techniques interact quantitatively with the project management knowledge areas (PMKAs) in construction projects? Purpose: To provide a theoretical framework to quantify the relationship between LC tools and techniques (LCTTs) with the PMKAs of the PMBOK construction extension guide, since prior investigations were mostly qualitative. Research Method: The authors performed an exhaustive literature review of 61 international papers from 2010 to 2020, followed by a quantitative analysis. Findings: The quantitative analysis revealed that some LCTTs improve several of the main PMKAs. Limitations: The authors have selected papers related to building sector projects with a range of 10 years (from 2010 to 2020). Also, some of the most relevant LCTTs have been selected (6) and their main benefits have been analyzed. Implications: The use of the proposed framework will enable construction project managers and other professionals to understand the benefits of the interaction between LCTTs through the different PMKAs. From a practical perspective, this study could allow them to select the most suitable LCTTs for each PMKA depending on each particular need. Keywords: Lean Construction, tools, techniques, PMBOK, Lean Project Management, Agile, Predictive, Hybrid, quantitative analysis. Paper type: Full paper.

Integrative project and asset management strategies to maximize gas production: A review of best practices

The growing demand for natural gas as a cleaner energy source has driven the need for optimized production strategies in the oil and gas sector. This paper reviews integrative project and asset management strategies designed to maximize gas production, drawing from best practices in the industry. The review highlights the critical role of strategic alignment between project management and asset optimization in achieving sustainable and efficient gas production. Key areas explored include the integration of predictive maintenance, digital twin technologies, and data analytics to improve decision-making and operational performance. Emphasizing a life-cycle approach to asset management, the paper discusses how proactive asset monitoring, risk management, and performance tracking contribute to long-term production efficiency. The importance of stakeholder collaboration and interdisciplinary coordination across technical, operational, and financial teams is also underscored, as it facilitates the seamless execution of projects from exploration to production. This review further examines case studies where digital tools and advanced project management methodologies have been successfully implemented to reduce downtime, optimize resource allocation, and enhance production capacity. Techniques such as Lean project management and Six Sigma are highlighted as effective in streamlining operations and reducing inefficiencies. The study concludes by discussing the future trends in gas production management, including the adoption of artificial intelligence (AI) and machine learning (ML) for predictive asset optimization and the integration of real-time monitoring systems for enhanced production forecasting. In summary, integrating advanced project and asset management strategies, with a focus on technology and collaboration, can significantly enhance gas production efficiency. By adopting these best practices, gas producers can meet rising global energy demands while maintaining operational sustainability and cost-effectiveness.

Lean менеджмент в умовах економічного зростання та розвитку

Economic growth planning plays an important role because it ensures the efficient operation of the company, and efficient operations cannot be carried out without reducing production costs. That is why it is expedient to implement a system of planning of lean management for the purpose of economic growth in the context of the introduction of new types of foreign economic activity. Therefore, the purpose of the work is to develop measures for planning economic growth at the enterprise in the context of introduction of new types of foreign economic activity. The main research methods are data collection, evaluation, analysis, comparison, calculation. In the process of the research, several partial tasks were performed: 1) analyzing the lean management system; 2) to describe the process and methods of implementing the lean concept; 3) to formulate specific recommendations regarding the application of lean management by the enterprise in the context of the introduction of new types of foreign economic activity. The goal of managers in the process of implementing a lean management system is to create a process of continuous elimination of losses, the elimination of any actions that use resources but do not create value for the end user. Constant reduction of losses is the main task of lean management. This concept is an effective tool and mechanism for cost control and continuous improvement of business processes. The basis of the concept of lean management is to generate product value for the end consumer at each stage of its creation. To analyze the emergence of value as a result of work, a map of the flow of value creation, which graphically describes the main processes of the company. Those processes that do not add value to the client should be excluded, because they waste the company's resources. One of the key factors in the success of the lean is the involvement of the maximum number of employees in the work to improve processes, because each employee in his workplace performs certain processes and he/she sees first of all what can be improved in the work process. In order to successfully implement a lean project, the following steps must be performed: – step 1 – creation of the statute; – step 2 – the value creation flow card and the scheme of ideas. The cost of implementing the lean management system itself is small compared to the results. The lean project does not require large investments in production. It is only necessary to take into account that the main benefit from the introduction of lean management is in the long run. The process of transitioning a company to the practice of lean can take an indefinite period of time. It all depends on the leadership, team, corporate culture. But remember, lean manufacturing is an endless process of improvement. It is impossible to complete the construction of a system of continuous improvement.

Implementation of Lean Manufacturing Methods in Russian Companies

Implementation of lean manufacturing methods is widespread globally. These methods have demonstrated high potential of implementation and gained popularity in many developed, developing and transition economies. Despite the popularity, so far there are few empirical research devoted to the implementation of lean manufacturing in Russia, and this paper partially fills this gap.Aim. The main purpose of the paper is to analyze the spread of lean manufacturing methods, find out the most frequently used practices, describe the industry affiliation of companies and identify problems and obstacles in the implementation of lean manufacturing methods and techniques.Tasks. To achieve the objectives, the quantitative empirical study was conducted on the base of open secondary sources.Methods. The information about the lean projects of 201 companies of different industries was gathered. The data was processed, coded and analyzed.Results. Among findings, we identified that 5S and VSM were the most implementing practices, most of the companies were practicing 3 to 7 lean practices at the same time. Low employee engagement, unfavorable organizational culture and problems of scaling the pilot projects are the most frequent problems in implementing of lean practices.Conclusions. The introduction of lean manufacturing methods remains one of the main direction of production processes improving and labor productivity increasing on Russian enterprises. The study has limitations inherent to research that are based on secondary sources.

Lean and Sustainable Project Delivery in Building Construction: Development of a Conceptual Framework

The shortage of constructive philosophies, principles, techniques, and tools in construction project delivery and sustainability before the 1990s, together with the abundance of them after 2000, creates two different eras which are of prime importance. The former one’s considerable advantage was a common understanding and set of practices (e.g., the critical path method for scheduling), which seems to be a goal to achieve in the later one. In this regard, the combination and integration of best practices, tools, and techniques in construction project delivery can be considerably helpful for benefiting from their advantages and covering their limitations. Thus, this study aims to develop a conceptual framework for lean and sustainable project delivery in building construction projects. To do so, a systematic literature review was carried out, through which 230 studies were located and analyzed via thematic analysis to realize the purpose of this study. The findings present a conceptual framework for project delivery which combines and integrates sustainability, lean construction, and building information modeling in terms of principles, practices, tools, and techniques. Practically, this study’s results inform practitioners in the construction industry on the lean and sustainable delivery of building construction projects.

An approach to the implementation and evaluation of the effectiveness of lean production in a transport organization

Background: Currently, lean production technologies are being actively introduced into the production processes of JSC "Russian Railways". A competent approach to their improvement significantly saves time and reduces operating costs by minimizing or eliminating unproductive losses. This contributes to maintaining a leading position in the transport services market, maintaining consumer confidence despite changing conditions and shifting geography of transportation.
 Aim: assessment of the effects of implementing a lean production project to change the technological process of delivering attachments to the site of track work. We confirm that the proposed solutions make it possible to increase the efficiency of the transport organization through the use of lean production tools.
 Methods: the methodology of the study is based on the analysis of projects and assessment of the effects of their implementation within the framework of the implementation of the Lean production program in JSC "Russian Railways" using the main provisions of the instrumental approach and the method of cumulative economic efficiency. The information base of the study is based on reports and the regulatory framework of JSC "Russian Railways" and methods of planning and rationing expenses during travel work.
 Results: the change in the technological process of work on the delivery of attachments to the place of track work is justified, a roadmap for its improvement is developed. the effects of the proposed project implementation are determined, recommendations for improving the efficiency of the transport organization through the use of lean production tools are developed, prospects for the development of the program in JSC "Russian Railways" are established.
 Conclusion: the study confirms that one of the components of the effective development of a railway organization is the development of new and improvement of existing solutions for process optimization based on the active use of lean production methods and tools.

S1481 Impact of Time-Motion Patient Flow Analysis on the Productivity of an Endoscopy Unit in a Large Safety-Net Health Center

Introduction: The COVID-19 pandemic disrupted health care delivery, particularly for high-volume procedural areas. To improve productivity in the Los Angeles County + University of Southern California Medical Center (LAC + USC) Endoscopy Unit, we initiated an iterative rapid cycle quality improvement process to identify inefficiencies and implement changes to our workflow. Methods: A time-motion analysis of patient flow through the LAC + USC Endoscopy Unit was used to construct a time-tracked flow sheet to track individual patients as they moved through the Unit. Data were collected weekly over 3 9-10 week phases, and intervening plan-do-study-act (PDSA) cycles were conducted to direct interventions for subsequent phases. Following phase 1 (9/1/21 to 11/9/21) we implemented targeted interventions at the start of phase 2 (12/1/21 to 2/1/22) and phase 3 (3/15/22 to 5/31/22). Phase 2 was focused on our anesthesia supported endoscopy room which requires greater resource coordination. Metrics were compared to published benchmarks. Linear regression was used to compare outcome parameters for the lean process flow improvement project. Results: Our phase 1 analysis showed operational delays in room turnover time for all procedures and pre-operative assessment and first-case on time start percentage for procedures supported by anesthesia, when compared to published benchmarks (Table 1). In phase 2 we implemented an intervention of combining pre-anesthesia visits with endoscopy teaching visits for patients designated to have anesthesia support. This significantly improved both turnover time and throughput for the anesthesia room (Table 1). In phase 3 we initiated a policy of preparing the first patient of the day in the procedure room which dramatically increased first-case on time start percentage. We further streamlined inter-procedure processes by simultaneously consenting, placing monitoring equipment and documenting in the time between procedures, leading to a greater than 20% increase in total procedure volume (Table 1). Procedure throughput for the anesthesia supported procedure room increased from 4.5 to 7 to 9 procedures per room per day for phases 1, 2, and 3 respectively (Table 1). Endoscopy Unit staffing remained unchanged throughout the study period. Conclusion: Time-motion analysis of patient flow may be used to perform targeted interventions with significant improvements in Endoscopy Unit efficiency. This may be achieved without costly interventions such as hiring additional support staff or faculty. Table 1. - Core Productivity and Efficiency Parameters of LAC+USC Endoscopy Unit Phase 1 FIRST INTERVENTION 12/1/2021: pre-anesthesia visit Phase 2 SECOND INTERVENTION 3/15/2022:First patient prepared in-room and streamlined inter-procedure processes Phase 3 Sep-2021 Oct-2021 Nov-2021 Dec-2021 Jan-2022 Feb-2022 Mar-2022 Apr-2022 May-2022 Total Procedures 539 556 450 511 467 501 504 647 612 Moderate Sedation 515 539 426 488 432 468 465 608 573 Anesthesia Supported 24 17 24 23 35 33 39 39 39 Mean Room Turnover Time (minutes - for anesthesia room) 45 (±40) 31 (±40) 30 (±24) First-Case On Time Start % (moderate sedation) 75.7% 78.3% 87.5% First-Case On Time Start % (anesthesia supported) 0% 0% 92.5% Anesthesia Room Throughput (mean # of procedures per day) 4.5 7.0 9.0

Neutron Response Modeling to Track Lean Gas Plume in Recycled Gas Cap Reservoir in Concurrent Gas Cap-Oil Rim Development: A Step Forward

Summary Gas cap pressure maintenance while developing the associated oil rim is a critical aspect for optimum recovery. Preventing gas cap pressure dropping below dewpoint by injecting lean gas is essential for concurrent gas cap-oil rim development. Reservoir heterogeneity aggravates lean gas override causing preferential movement of lean gas plume. Thus, it is important to track lean gas plume while recycling and understanding the breakthrough potential of lean gas. This paper demonstrates a new workflow to track lean gas plume by estimating phase saturations with a case study from one of the giant oil and gas fields, Onshore, Abu Dhabi. Pulsed neutron capture (PNC) tools are used for reservoir monitoring and surveillance. However, sigma log evaluation is insufficient to derive individual hydrocarbon phase saturations to monitor lean gas plume. Neutron response modeling (NRM) is devised to differentiate between lean and rich gas. NRM is a probabilistic solver with input of mineral and fluid phase parameters into tool response functions in petrophysical evaluation. To distinguish with discrete neutron fluid response between lean and rich gas, pressure/volume/temperature (PVT) data are utilized to derive hydrogen index, capture cross section, thermal decay length, and neutron macro parameters, such as neutron slowing down length and migration length. Neutron response is investigated for lean and rich gas with sensitivity of invasion effects on neutron log by calibrating to core porosity. The response for each phase under thermal neutron and capture modes with corresponding raw neutron log statistics is reviewed in both openhole and casedhole environments in known lean/rich gas intervals. Thirty-five wells spread across gas cap and oil leg with quality neutron log data are modeled and individual phase saturations are estimated. The target reservoir is under development with over three decades of lean gas injection to support oil production. NRM results and phase saturations are validated with recent formation sampling, which enhanced the confidence in the overall workflow. Later, the results are verified to be in excellent agreement with lean gas injection and production history of the target reservoir. The identified movement of lean gas highlights nonuniform geology and gravity segregation of injected lean gas into upper members of the target reservoir. The results also emphasized the need for better injection support to lower members of the target reservoir where gas cap development is ongoing. The solution presented is unique, particularly for lean gas injection projects by utilizing PVT for NRM based on neutron transport mechanism in pore fluids. Existing workflows require a special nuclear modeling platform with computationally expensive processing on data sets acquired using advanced logging technology. In spite of these prerequisites, existing workflows are not able to distinguish lean gas over rich gas. This paper effectively demonstrates NRM workflow distinguishing lean gas plume from rich gas using neutron logs and reveals compelling reservoir management insights. The sensitivity studies and practicality of this workflow highlight the fundamental importance of neutron logs in mature fields.

Lean Technology in Construction

Abstract: Since the 1940’s, lean production principles have evolved and were successfully implemented by Toyota Motor Company. Lean construction is a production and management-based approach to a project. An increasing number of construction academics and professionals are storming the ramparts of conventional construction management in an attempt to deliver better value to owners while making real profits. As a result, lean-based tools have emerged and are successfully applied to simple and sophisticated construction projects. Generally, lean construction projects are easier to manage, safer, completed sooner, cost less and are of higher quality. Thanks to the success of the lean production system in manufacturing the construction industry has adapted lean techniques to eliminate waste and increase profit. It is a way to design production system to minimize the wastage of material, time, and effort in order to generate the maximum possible amount of value. The main objective of this study is to analyze and implement the lean construction practices. Keywords: lean construction, economic, safe, construction management

Perception of shop floor employees regarding senior management support in lean projects and its relationship with initiatives success

Purpose – Over the years, the lean production philosophy has shown satisfactory results for companies from different sectors in different countries. Aiming to contribute to the knowledge base on the mentioned philosophy, this study aims to verify the perception of shop floor employees regarding senior management support in lean projects and its relationship with initiatives success. Design/methodology/approach – Through a literature review, 18 aspects of a lean journey were identified and divided into four constructs by a panel of specialists. This information was used to compose a questionnaire, and a survey was conducted with 198 shop floor employees of two auto parts companies. Data analysis was done via Structural Equation Modeling. Findings – As a general result, it was possible to prove that when employees perceive more significant support from senior management in lean projects, the greater is the perception of initiatives success. Therefore, it is interesting that the involvement of senior management occurs at all stages of the project. Originality/value – The results described here have practical implications, especially for managers interested in implementing lean projects; they must be aware of the importance of senior management support for the success of previous projects.

Implementation of BIM to improve organizational capabilities

This paper describes a process that an organization can use to develop its organizational capabilities through the use of Building Information Model (BIM). The process involves identifying and tapping the skills of its employees to deliver lean and green projects. This paper aims to identify the various capabilities necessary to effectively implement Building Information Modeling (BIM) in the construction industry. The study was conducted through a mixed-method approach. It revealed that adopting a BIM adoption culture is necessary for an organization to achieve desired project outcomes. Through a study, the authors of the proposed framework stated that adopting a BIM-based approach can help organizations improve their project outcomes and reduce their carbon footprint. They also noted that it can help them focus on the human factors within their organizations. This paper explores the importance of the social and technical skills of an employee in developing an organization's capabilities to achieve green and lean results.

Emergent barriers to the lean healthcare journey: baronies, tribalism and scepticism

Healthcare systems are essential service organizations for citizens. However, the increasing demand for healthcare provisions and limited resources are challenging the public healthcare system to its limit. To respond to these constraints, healthcare managers and practitioners have worked together to adapt industrial practices of process improvements, such as lean production, to healthcare operations. Although the implementation of lean has gained considerable traction in the complex healthcare ecosystem and provided several benefits, its journey has been and continues to be challenged by contextual barriers not encountered in manufacturing settings. Amongst these barriers, the literature identifies professionalism, implementation fidelity, and the need for evidence-based research as being the most disruptive to lean implementation. These emergent barriers have impacted on the implementation and sustainability of lean in healthcare, and scholars have called for empirical studies to provide an in-depth understanding of these issues to fill this knowledge gap. This study responds to this call by empirically investigating the impact of these barriers in practice by using an exploratory case study in three emergency areas of a public healthcare system. Thirty-seven semi-structured interviews were conducted with nurses, physicians, coordinators, and lean management specialists involved in lean improvement projects. Two key concepts of value destruction and balanced centricity were identified as being crucial to understanding the impact of these emergent barriers. Research propositions are provided that identify baronies, tribalism and scepticism as being the main elements that constrain the implementation and sustainability of lean in healthcare.

Implementing workload control through lean-based project in MTO-MTS environment

Purpose Due to high customization, companies, which used to follow the make-to-stock (MTS) strategy, are now adopting the make-to-order (MTO) strategy along with MTS in order to cope with high variability in customer demand. Although lean is quite popular in general, its advantage in MTO-MTS environment is quite rare. Therefore, the purpose of this paper is to show the benefits of lean techniques in this environment.Design/methodology/approach A popular furniture company in Italy is selected for the longitudinal action research and as a part of the lean project, workload control (WLC) is deployed in the selected company. Data were collected through on-site interviews, potential areas of improvement were identified and then suitable countermeasures were proposed and adopted.Findings This study reveals that the implementation of lean techniques including WLC in a furniture company reduces the throughput time and improves the inventory turnover.Research limitations/implications This research is based on a single company. Additional empirical studies can help to refine our proposition.Practical implications The paper shows the practical implementation of WLC as a part of the lean project in MTO-MTS environment. It provides the practitioners and consultants with the way of implementing lean techniques in companies that are planning to adopt MTO-MTS hybrid strategy.Originality/value This is the first paper that aims to assess the efficiency of the adaption of WLC based on lean principles in a company using MTO-MTS hybrid strategy. Hence, the results are highly valuable for similar companies, especially when are facing transition situations (e.g. from MTS to MTO-MTS).

Automated Well Models Improve PCP Surveillance and Optimization

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper SPE 207290, “Intelligent Operating Envelope Integrated With Automated Well Models Improves Assetwide Progressing-Cavity-Pump Surveillance and Optimization,” by Mohammed Al Sawafi and Antonio Andrade, Petroleum Development Oman, and Nitish Kumar, Weatherford, et al. The paper has not been peer reviewed. The operator has completed a project in which the progressing-cavity-pump (PCP) well-modeling process is automated. Models are built and sustained automatically in a well-management system (WMS) for all active PCP wells, with a major effect on day-to-day operational activities. The complete paper discusses use of physics-based well models from the WMS to automatically update operating envelopes (OE), identify daily oil-gain potential, and enable real-time PCP performance through a well-management-visualization system (WMVS). Introduction PCPs have gained popularity in recent years and, thus, have increased their footprint within the operator’s assets. At the time of writing, PCP wells contribute 19% of the operator’s net oil production, with a minimal water-cut rate per well in comparison with all other artificial-lift wells. The number of PCPs has almost doubled since the inception of an exception-based-surveillance (EBS) system in 2015, and the effort in configuring and managing EBS alerts had become more challenging, with each engineer handling an average of 30 EBS alerts per week. In 2018, the operator’s PCP team completed a Lean project for sustainable PCP well modeling by automating the complete process in the WMS (a nodal-analysis-based real-time application) and delivering 100% real-time models for all active PCP wells. This was achieved by building and integrating the operator’s corporate database for PCP wells with the WMS. The system was developed for performing PCP well modeling by collecting well information automatically from various corporate databases such as an artificial-lift database, a subsurface database, a production database, and reservoir and pressure/volume/temperature databases, among others (Fig. 1).

Lean and Public Organization Performance: The Wisconsin Lean Government Initiative at the Wisconsin Department of Health Services

This exploratory research study employs an embedded single case study design of the Wisconsin Department of Health Services (DHS) to determine how the agency implemented the Governor’s Executive Order directing state agencies to promote efficiency by applying Lean principles. The order outlined goals such as a shift in mindset among employees and leadership by applying Lean principles, incorporating Lean principles in overall organizational plans, conducting Lean projects that can be tracked, and collaboration with other divisions and agencies to achieve Lean outcomes. For the study we used multiple data sources including survey, archival data, meeting minutes, and annual reports for the evaluation. We employed pattern matching for the analysis applying the Lean implementation framework SITE MAP developed by Furterer to the Wisconsin Lean Government Initiative implementation. Our results indicate the SITE MAP framework aligned with the implementation, and that the agency met the goals of the executive order. Based on our findings, we developed several theoretical propositions that should be useful for continuous improvement attempts at state agencies.

Digitalisation as a competitive advantage of Rosatom State Corporation

The article considers the process of digitalisation of the nuclear industry on the example of State Atomic Energy Corporation Rosatom and foreign companies. The purpose of the study is to identify the digital competitive advantages of Rosatom and analyse global competitors. The main prospects and trends in the development of the state corporation have been identified. The article describes the problems faced by the process of digitisation of the industry. The current digital products of Rosatom and its developments have been considered. The positive effects of the Lean Smart Plant project, the introduction of electronic document management have been described. The process of digital transformation includes the introduction of artificial intelligence, a digital twin, the Internet of things, which also changes the methodology of enterprise management and production, the infrastructure sector, high-tech modeling, automation of design and construction. It is stated that digital transformation has a multiplicative effect. The complex use of digital technologies and platforms allows you to reduce logistics costs, increase labor productivity, reduce the level of labor intensity of production and increase KPI. The main conclusions of this article are that there are a number of problems on the way of implementing digitalisation in the nuclear industry that should be overcome using current, modern, including foreign digital services that can positively affect changes due to transformational digital shifts.

Fast-Track 24-Hour UPA: Analysis of opportunities and continuous improvements through IRAMUTEQ

Overcrowded public emergency services are global issues and their serious healthcare problems are widely discussed in literature. Therefore, there are high rates of morbidity and mortality due to lack of specialized care, especially regarding low-acuity patients identified as those responsible for overcrowded services in scientific literature. Thus, a Lean Healthcare approach was developed in order to understand Fast Track applications in Emergency Care Units (UPA 24H) through a descriptive qualitative research using a statistical data analysis software called IRAMUTEQ, which processes data obtained from technical reports prepared during the Lean Project at 24-Hour UPA..

Sustainable lean implementation: A study of Serbian companies

We aim to identify and analyse the key success factors of sustainable lean implementation and investigate the changes in management accounting and performance measurement systems after lean implementation. We analyse four large, publicly traded Serbian companies that have implemented lean. To introduce diversity into our sample we choose companies from different industries and with different competitive and organizational characteristics. We use a multiple case study method to analyse the motives behind, barriers to, and implications of lean implementation and to examine the management accounting and performance measurement systems of companies implementing lean. Our results suggest that the key factors of sustainable lean implementation are continuous communication of the objectives and importance of the lean project, continuous improvement of soft skills, development of teamwork and employee motivation, dedicated management, a supportive work environment, and continuous monitoring of the implemented changes and results. Our results also point to the importance of changes and improvements in the management accounting and performance measurement systems during and after lean implementation.

Potential of continuing education in Health of improvement practices in urgency and emergencies in Emergency Care Units – UPA-24h

The practice of Lean in the 24-hour Emergency Care Units is a reality in the 50 units that were part of the Lean Project in the 24-hour UPA of the Ministry of Health in partnership with the Fluminense Federal University. However, the continuity of the good practices developed by the improvement teams is threatened of being lost at the end of the Project with the departure of the consultants who helped in the implementation of the Lean Healthcare in this unity. In this sense, the objective of this work is to present a pedagogical methodology with potential for the implementation of the Permanent Education Center (Permanent Education in Health - EPS) as an instrument not only of education but also of internalization of this practice in the culture of Emergency Care Units. In the research method, a bibliographic research was used about the types of education followed by a qualitative and cross-analysis of data and information from the Virtual Platform of the Lean Project in the UPAs in the first version. The results presented: a strategic planning of the technical visits; the establishment of a tutor as a training facilitator; the practical action of the work teams according to the reality in each UPA; record of improvements via reports; dissemination of information using media platforms. As a conclusion, it can be stated that there was training via didactic resources and that permanent education contributed greatly to the success of the implementation of Lean Healthcare in the studied units.

The Evolution of Lean Construction Education at US-based Companies

Question: How are US-based companies training their employees and project team members in lean construction / lean project delivery principles and techniques? Purpose: To identify potential commonalities in practices used by leading US-based organizations/companies to train project team members in lean construction / lean project delivery. Research Method: Researchers conducted semi-structured interviews with company representatives to determine the specific practices employed in preparing stakeholders for participation in lean projects. We surveyed a cross-section of established construction firms, design firms, and consultants to identify best practices currently in use. Findings: This study found that while there are some similarities in how trade associations, companies, consultants, and owner organizations are managing lean training, there are substantial variations in the design of training programs and approaches. This indicates that best practices in lean training are still emerging. Limitations: The sample of organizations contacted was relatively small, only comprising companies known to maintain active lean construction programs. Due to the relative novelty of lean construction, training programs are not a standard requirement across the industry. Implications: Companies that have successfully implemented lean in project delivery have developed best practices in training within their own organizations/companies, and these practices have been identified in this study. Their lessons learned can provide guidance to other companies that wish to begin implementing lean on their projects. Value for Practitioners: This paper provides case study examples to organizations wishing to adopt lean practices. Keywords: Lean construction education, Lean Construction Institute (LCI), Associated General Contractors (AGC), CM-lean certificate, coaching Paper type: Full paper