Framework for progressive evaluation of lean construction maturity using multi-dimensional matrix
18 Jul 2018-Vol. 1, pp 358-369
TL;DR: F framework for Progressive Evaluation of Lean Construction Maturity using Multi-Dimensional Matrix People, Culture and Change 371, developed based on data collected from 25 Lean practitioners across six organizations, which are implementing Lean construction in their sites is presented.
Abstract: 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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TL;DR: In this paper, a literature review was carried out to identify MM related to LC and a case study was conducted applying selected MM in one SME located in Sao Paulo country town state.
Abstract: 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.
10 citations
Additional excerpts
...Carvalho and Scheer (2017) affirm that analyzed Brazilian construction companies have low knowledge of LC principles and tools application, a similar situation from India, were the application and local application of this philosophy gets started recently (Sainath et al., 2018)....
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DOI•
03 Jul 2019
TL;DR: In this paper, a case study of the world's first business to achieve certification to the Lean ISO18404 standard is presented, and the authors conclude that ISO 18404 is appropriate for the construction sector and could provide a useful roadmap to those seeking business transformation.
Abstract: Despite significant experience with lean, the construction sector still fails to grasp the nettle and cannot keep up with other sector’s rates of improvement. Ad hoc deployment of tools and techniques are common, but business transformations appear extremely rare. The research approach rests upon a focused literature review, examining the concept of Lean Construction transformation in the context of culture change, together with a single case study of the world’s first business to achieve certification to the Lean ISO18404 standard. Key learning points from the case study were derived by structured interviews with construction staff directly involved and by noting similarities of the lean deployment to recommendations made in the literature. It is concluded that ISO 18404 is appropriate for the construction sector and could provide a useful roadmap to those seeking business transformation. Limitations and recommendations for further work and research are offered.
6 citations
Cites background from "Framework for progressive evaluatio..."
...They are not clear on why this is needed or what benefit it might bring but Sainath et al. (2018) offer another maturity matrix for lean construction based on the perceived need to provide clarity to industry of lean concepts and also to gauge progress toward achieving these....
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TL;DR: In this paper, the authors identify lean construction (LC) practice variants and facilitate LC benchmarking and adoption, provided that national institutional influences on LC practices are acknowledged, and given the fact that lean construction practices are inherently adaptive.
Abstract: Identifying lean construction (LC) practice variants can facilitate LC benchmarking and adoption, provided that national institutional influences on LC practices are acknowledged. Given tha...
3 citations
TL;DR: In this article , the authors conducted a critical review of lean construction maturity models using the PRISMA method and revealed the most common attributes among the models, along with their key strengths and weaknesses.
Abstract: Lean construction (LC) is becoming prevalent, and assessment of the level of LC implementation is vital for organizations to realize their full potential. In meeting that need, lean construction maturity models (LCMMs) play a key role. However, there is less evidence of critical reviews in spite of the significant number of LCMMs available. Therefore, this study was initiated with the aim of systematically reviewing the literature on existing lean-construction-related maturity models (MMs) through a critical review. The study adopted the PRISMA method to review 24 such models using manual content analysis. The study revealed the most common attributes among the models, along with their key strengths and weaknesses. The findings of this study can be directly used to develop more robust LCMMs and enhance the knowledge base on theoretical underpinnings. From an industry perspective, the findings assist organizations to more effectively assess LC maturity. The study invites further research on the area of LC maturity and advocates for developing new MMs addressing these areas identified for improvement.
References
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TL;DR: In this article, the authors provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organization, and point out areas for future research.
Abstract: The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high‐volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.
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Abstract: Develops and tests an integrated check‐list to assess manufacturing changes towards lean production. Using the results from a survey to manufacturing plants located in the Spanish region of Aragon, analyzes which lean production indicators are more used to assess the company’s improvements in their production systems, and the determinants on the use of these indicators.
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Abstract: Various lean tools and techniques have been developed for process improvement. In order to track the progress, lean metrics were developed correspondingly. However, an integrated and quantitative measure of overall leanness level has not been established. This paper proposes a unit-invariant leanness measure with a self-contained benchmark to quantify the leanness level of manufacturing systems. Evolved from the concept of data envelopment analysis (DEA), the leanness measure extracts the value-adding investments from a production process to determine the leanness frontier as a benchmark. A linear program based on slacks-based measure (SBM) derives the leanness score that indicates how lean the system is and how much waste exists. Using the score, impacts of various lean initiatives can be quantified as decision support information complementing the existing lean metrics.
221 citations
"Framework for progressive evaluatio..." refers background in this paper
...A maturity model that defines the various applicable factors and improvement opportunities is very beneficial in bringing major transformation (Nesensohn, et al., 2014). Nesensohn et al. (2013a, 2014) and Nesensohn (2017) also show a detailed framework comprising various maturity levels, "ideal statements" and corresponding Factors, which enable the measure of current maturity of any construction project....
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TL;DR: The Lean Enterprise Self-Assessment Tool (LESAT) was developed by an industry/govern-ment/ academia team under the auspices of the Lean Aerospace Initiative (LAI) at the Massachusetts Institute of Technology in 2000 and 2001 based upon a user needs determination.
Abstract: The Lean Enterprise Self-Assessment Tool (LESAT) was developed by an industry/govern-ment/ academia team under the auspices of the Lean Aerospace Initiative (LAI) at the Massachusetts Institute of Technology in 2000 and 2001. Based upon a user needs determination, a Capability Maturity Model format was selected. The current version of LESAT, released in August 2001, is the result of a joint effort between the U.S. LAI and the United Kingdom LAI. Extensive field-testing in more than 20 companies in both countries demonstrated the tool's utility, effectiveness and ease of use. Further refinements are planned for the future.
185 citations
Journal Article•
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63 citations