A Conceptual Framework for Implementing Lean Construction in Infrastructure Recovery Projects

Abstract

Natural hazards can have substantial destructive impacts on the built environment. Providing effective services in disaster areas is heavily reliant on maintaining or replacing infrastructure; thus, post-disaster reconstruction of infrastructure has attracted growing attention. Due to the complex and dynamic nature of infrastructure recovery projects, contractor companies engaged in this work have typically experienced poor performance. Furthermore, from a commercial perspective, the post-disaster reconstruction environment is characterized by fierce competition and market uncertainty, challenging the organizational resilience of companies undertaking this work. One approach for improving contractor performance is the implementation of lean construction, but the literature lacks consensus on its capability to affect organizational resilience. To respond to this problem, a conceptual framework applicable for lean implementation in infrastructure, which explicitly addresses organizational resilience, is required for recovery projects. In parallel, contributing components to effective implementation of lean-recovery and supportive theories for justifying the conceptual framework must be identified. Consequently, this paper proposes a conceptual framework to implement lean practices for the enhancement of organizational resilience. The framework is developed using a systematic research method, wherein 110 research documents were discovered initially, and following processing, 18 relevant documents were identified and analyzed. Through this process, contingency and Transformation-Flow-Value (TFV) theories were identified as an appropriate foundation for a framework to implement lean construction in infrastructure recovery projects.

Lean Production: One path to Organizational Resilience?

“…Our findings suggest that LP has potentials far beyond mere waste reduction (Shah and Ward 2007), and that implementation of lean practices improves organizational capabilities to adapt, cope and anticipate. This is in line with earlier research that has argued that lean implementation leads to enhanced OR (Ruiz-Benítez et al 2018, Habibi Rad et al 2022.…”

“…As both aim at improving system responsiveness, and may complement each other (Shafiee et al 2021), they should go hand-in-hand (Uhrin et al 2020). Lean practices drive OR, and lean implementation leads to enhanced OR (Govindan et al 2015;Ruiz-Benítez et al 2018, 2019Habibi Rad et al 2022). Resilience is a function of (among other things) leanness (Purvis et al 2016).…”

“…We understand organizational resilience (OR) as the 'ability to anticipate potential threats, to cope effectively with adverse events, and to adapt to changing conditions' (Duchek 2020, 220). Lean Production (LP) may promote resilient organizational performance (Birkie 2016;Lotfi and Saghiri 2018;Saurin et al 2017;Soliman et al 2018, Habibi Rad et al 2022, and most 'lean' practices can be utilized by organizations to leverage their capacity to mitigate disruptions (Ahmed and Huma 2021;Soliman et al 2018). According to our definition of OR, disruptions mean potential threats, adverse events, and changing conditions.…”

Broader use of the Modern Methods of Construction (MMC) in the UK public sector: A Business Model Canvas (BMC) perspective

“…Moreover, scholars pioneering the theory in construction research are showcasing important and valuable insights (Brege et al, 2014;Tijani et al, 2021;Alkilani and Loosemore, 2022;Standing and Lamari, 2023). For instance, Brege et al (2014), review the business strategies of five companies in Sweden and the influence of a changing market on their business models, and similarly, Rad et al (2022) contribute to the theory by arguing a construction innovation in relation to a change in performance.…”

Identifying critical challenges to lean construction adoption

“…The implementation of LC was received with positive sentiments across several areas, including the USA, South America, the UK and European countries (Al Balkhy et al , 2021; Habibi Rad et al , 2022; Sarhan and Pretlove, 2021; Schimanski et al , 2021). LC has various advantages for the construction industry, including efficient resource management and use, on-time project delivery and environmental sustainability.…”