The purpose of this paper is to identify and theoretically explain the general barriers to adopting lean construction practices in the construction industry regardless of the country or the company size or specialization, and to suggest future research studies in this field.,Systematic literature review was conducted to identify and explain the list of the barriers from scientific sources that were published before May 2018.,Twenty-nine barriers were identified and explained, and a proposed model to classify the sources of the barriers was chosen. Seventeen barriers were classified as internal environment-related barriers, five were labor-related, three were materials-related and four were exogenous barriers. In addition, some directions for the future research studies were suggested.,The barriers that are related to the advanced levels of lean construction (LC) implementations, to a specific location or to a specific LC tool were excluded.,This review will help to increase the understanding of the new concept of LC and might help to encourage the adoption of LC practices. Also, it might be useful for identifying the strategies to achieve successful application of these practices.

Barriers to adopting lean construction in the construction industry: a literature review

construction as a philosophy and set of tools has been successfully implemented in construction to reduce waste and improve customer value. The Last Planner System (LPS) has enriched the construction industry with a production and planning system that aims at improving the reliability of construction planning and workflow. However, several developing countries have not started implementing lean construction or LPS. This paper presents a reflection on the first implementation of lean principles in general and the LPS in particular on a large scale project in Lebanon. The study employs case- study analysis to investigate the implementation process by the General Contractor's team as well as the various subcontractors. Results highlight the team's satisfaction despite the several challenges faced. Improvements to the reliability of planning and project's progress are clearly presented through a longitudinal cross section of the main key performance indicators measured on the project. The paper also highlights the major barriers faced during implementation. This study serves as a reflection process for the general contracting company implementing lean and LPS while forming a basis for future implementations in Lebanon and the Middle East.

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The first extensive implementation of lean and lps in lebanon: results and reflections

Prioritizing BIM Capabilities of an Organization: An Interpretive Structural Modeling Analysis

During the last few decades, there has been a greater understanding of the role of lean construction (LC) in achieving better management of construction projects and enabling the application of the fourth industrial revolution in the construction industry (Construction 4.0), which in turn, has the potential to improve the practices and outcomes in the construction industry. This paper aims to identify the barriers to adopt LC practices by taking a case of the Kingdom of Jordan. A questionnaire that included 30 barriers that were resulted from a comprehensive literature review was distributed and filled by 326 respondents from the Jordanian construction industry. The findings showed that the absence of support from the top management, low awareness toward LC, lack of training, and the absence of transparency are amongst the most serious factors that hinder the adoption of LC. The findings in this paper might be helpful to improve the knowledge about LC and support the adoption of new techniques that might improve the performance in the construction industry.

Barriers to Adopting Lean Construction in the Construction Industry—The Case of Jordan

Goal: This research aim is to answer the question: which Maturity Model (MM) is suitable to evaluate LC implantation in Brazilian Small-Medium Sized Enterprises (SME) of construction.
Design / Methodology / Approach: A literature review was carried out to identify MM related to LC. Then, a case study was conducted applying selected MM in one SME located in Sao Paulo country town state. The data collection was carried out from April to August of 2018 with professionals of the construction company. A content analysis was used to lead the suited MM through the case study outcomes.
Results: The case study results were analyzed and guide to the suitable MM for this scenario. Improvements to the MM and complementary tools for companies starting on LC implementation are discussed. It was verified that the elected MM has many advantages and can be used in different Brazilian SME of construction.
Limitations of the investigation: The MM assessment cover just one project and the content analysis classification criteria embrace this project issues and the experience provide by this application.
Practical implications: This paper point out the suitable MM to be used by construction practitioners in Brazilian construction projects that are starting lean implementation an SME seeking to meet the gap of elect one model to fill this goal and spread lean philosophy in this scenario.
Originality / Value: This paper contributes to the LC body of knowledge discussing the individuality of Brazilian SME construction projects and the challenge of choosing the MM that fit these companies, leading to method selection criteria that support this issue.

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Maturity models to evaluate lean construction in Brazilian projects

Construction sector in India has been on a high growth path lately and maximizing efficiency and profitability has been a key concern. Lean Construction offers a potential solution for system level efficiency improvement. Given the weak planning processes, diverse cultures and ill-trained labour in the industry, Lean implementation has been a challenge. IIT Madras, an educational institution, had recently taken up a carefully-structured programme for training and implementation of Lean construction practices in nine trial projects with varying characteristics through classroom and webinar-based trainings, reporting in predefined formats, monitoring by site visits and periodic reviews. Sites were encouraged to adopt the LPS as the core and use various other Lean tools with close assistance from the Faculty. Overall many of the standard benefits of Lean implementation were realised. However, the extent of gains was seen to be influenced by many soft aspects, such as the culture of the site and the organisation, planning and engineering expertise available, commitment and support from top management and site management. The paper presents an overview of the programme and an analysis of the results obtained/lessons learned across the different sites based on the organisational and cultural aspects of the sites.

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Implementing Lean Concepts on Indian Construction Sites - Organisational Aspects and Lessons Learned

Lean is a culture-based management system essentially aimed at waste elimination, thereby creating value for the customer. It is a transformation journey and to evaluate the progress on this journey at any time, the achieved state of maturity has to be assessed. We argue that Lean Construction management spans three stages or phases Physical (Activity-based) Manifestation, Behavioral (Culture-based) Manifestation and Strategic (Long-term) Manifestation. To evaluate the progress on this journey and assess the state of Lean maturity achieved across a project or the entire organization at any stage, a host of factors needs to be considered. The distinctive factors relating to each of the above three stages are initially identified by literature survey and interviews. These factors are then assigned with different individual weights through findings from a detailed questionnaire survey. A weighted factor model is then developed to assess the overall maturity at project and organizational levels. The Lean scores for the various factors are shown on a Spider Radar and a bar chart and overall maturity level is plotted on a normative Lean maturity progression curve spanning across the three stages. The model was developed based on data collected from 25 Lean practitioners across six organizations, which are implementing Lean construction in their sites. The model was then applied to projects of four different organizations and the Lean Construction Maturity Ratings were calculated. These scores were then discussed with experts to validate whether the scores appropriately reflected, in an overall qualitative sense, the Lean maturity of the projects surveyed. In view of the low level of spread of Lean practices across the Industry in this country, assessment of Lean maturity across an entire organization has not been taken up so far. 1 Student, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India, yeshwant0311@gmail.com 2 Professor, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India,koshy@iitm.ac.in 3 Professor of Practice, Dept. of Civil Engineering, Indian Institute of Technology Madras, Chennai, India,nraghavan@iitm.ac.in Framework for Progressive Evaluation of Lean Construction Maturity using Multi-Dimensional Matrix People, Culture and Change 371

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Framework for progressive evaluation of lean construction maturity using multi-dimensional matrix

The Last Planner System (LPS TM )is becoming popular for project management all over the world. Though the practitioners are able to follow the concepts quite well, they sometimes find it difficult to develop the required processes and templates, particularly in organisations and environments where systematic planning practices are not that prevalent. Structured templates, simulations, or games for LPS are also not freely available in the open domain. A simulation exercise, COLPLASSE (COLlaborative PLAnning System Simulation Exercise), has been developed to cater to this felt need. COLPLASSE is based on simple Excel spreadsheets and uses work plans for developing Look Ahead Plans and Weekly planning over the many weeks required for project completion. It has provisions to simulate random delays due to inclement external environmental conditions or variations in productivity due to various causes. It computes PPC automatically and simultaneously draws continuous charts for PPC and Root Cause Analysis over the Project completion period. It is simple to use and with further improvements being planned, can develop into a powerful tool for training or simulation or actual use along with LPS. Further research is proposed to be done using this simulation with various groups to evaluate its capabilities for helping early practitioners to use LPS.

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N Raghavan

Papers

Implementing Lean Concepts on Indian Construction Sites - Organisational Aspects and Lessons Learned

Framework for progressive evaluation of lean construction maturity using multi-dimensional matrix

Simulation Exercise for Collaborative Planning System / Last Planner System (COLPLASSE)