A Requirement Model for Lean Leadership in Construction Projects

Walter, Rory; Weinmann, Marc; Baier, Carolin; Oprach, Svenja; Haghsheno, Shervin

doi:10.24928/2020/0074

Cited by 7 publications

(8 citation statements)

References 6 publications

(9 reference statements)

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“…This barrier is generated because practitioners still do not understand the benefits of Lean in the long term and focus to a greater extent on the short term. Finally, the "lack of knowledge of Lean in the qualified professionals" is a barrier many implementers agree (Cano et al, 2015;Demirkesen et al, 2019;Walter et al 2020). Overcoming this barrier will allow the spread of Lean and reduce the impact of other barriers such as: "resistance to change,"…”

Section: Resultsmentioning

confidence: 99%

“…Lack of understanding of the fundamental purpose and rationale for Lean implementation. (Walter et al 2020) Lack of transparent information between team members and management, reducing reliability in Lean. (Liu et al 2020) Local and not global flow optimization (Almanei et al 2017) Lack of information exchange between teams, suppliers, subcontractors, etc.…”

Section: Barriers Associated With the Lean Philosophymentioning

confidence: 99%

“…Lack of self-criticism to learn from mistakes and identify problems (Alarcón et al 2005) Lack of improvement culture throughout the organization (Walter et al 2020) Inability to measure team performance and progress (Omran y Abdulrahim 2015)…”

Section: Barriers Associated Whit the Lean Toolsmentioning

confidence: 99%

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An Exploratory Study of the Main Barriers to Lean Construction Implementation in Peru

Huaman-Orosco¹,

Erazo-Rondinel²

2021

Annual Conference of the International Group for Lean Construction

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Lean Construction (LC) has been implemented for 20 years in Peru in different types of projects: buildings, sanitary works, mining, sports infrastructure, and for the development of people, finding significant benefits after its implementation. However, some barriers make complicated Lean Construction from being applied in many projects in Peru. This research aims to identify and classify the obstacles that lead to poor implementation of Lean thinking. First, the study started with a literature review and consultation with six experts with more than ten years of experience in the implementation of Lean Construction in different types of projects, identifying thirty-two barriers to Lean Construction implementation, dividing the barriers into four types: culture barriers, technology barriers, lean philosophy, and other barriers. One hundred and twenty-four engineers from various projects are surveyed, and the main obstacles to Lean Construction implementation are ranked. The findings identified that "lack of government policies," "lack of alliances between academy and organizations," and "high use of time and cost with no return" are the main barriers related to the implementation of Lean. Research is the basis for generating a roadmap and lines of research.

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Section: Resultsmentioning

confidence: 99%

Section: Barriers Associated With the Lean Philosophymentioning

confidence: 99%

See 1 more Smart Citation

An Exploratory Study of the Main Barriers to Lean Construction Implementation in Peru

Huaman-Orosco¹,

Erazo-Rondinel²

2021

Annual Conference of the International Group for Lean Construction

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“…With this, an organization in constant learning is created. Employees have their technical part stimulated with the solution of problems, and the leaders, who like their subordinates, also maintain continuous knowledge and develop their interpersonal skills using coaching and the development of future leaders (Walter et al ., 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Lean leadership: a bibliometric analysis

Santos

Sigahi

Rampasso

et al. 2023

BIJ

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PurposeThe present research aims to understand how the literature on lean leadership is currently structured. For this, the thematic subdivisions within the subject (thematic clusters) are analyzed as well as the networks between authors and the authors' countries and the chronological co-occurrence of terms over the years.Design/methodology/approachThe research strategy chosen was a bibliometric analysis conducted with documents collected from the Scopus scientific database. After screening, 192 documents were analyzed using the Vosviewer software.FindingsThe main result is related to identifying four thematic clusters. The first cluster is connected to the manufacturing and supply chain industry, and this showed an increasing concern with sustainability, agile manufacturing and digitalization. The second is related to small and medium-sized companies in which Lean concepts, often associated with Six Sigma ideas, present as differentials for competitive advantage. The third one is associated with the civil construction segment, in which there is a great need for cultural and organizational change. The fourth cluster focuses on health organizations. In all clusters, leadership plays a key role.Practical implicationsBesides the contributions to the literature on the theme, this study provides interesting insights for managers regarding the path the managers' sectors are taking in the Lean leadership context.Originality/valueThere are no studies that critically examine Lean leadership literature. This research identifies clusters on the theme, showing how Lean leadership is being addressed by international research.

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“…3. Knowledge related barriers consist of an (3.1) insufficient understanding of Lean concepts and tools as well as a lack of implementation know-how and practices (Abu et al, 2019;Huaman-Orosco & Erazo-Rondinel, 2021;Salonitis & Tsinopoulos, 2016;Valente et al, 2020;Walter et al, 2020). In addition, ETO companies often neglect to properly (3.2) train employees (Abu et al, 2019;Lodgaard et al, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Empirical Validation of Lean Implementation Barriers in Engineer-to-Order Companies: An Exploratory Study

Schulze¹,

Dallasega²

2022

Proc. 30th Annual Conference of the International Group for Lean Construction (IGLC)

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Enterprises employing an Engineer-to-Order (ETO) manufacturing strategy produce complex products designed specifically to customer requirements, on a project basis, under time and cost constraints. As a result of this complexity, wastes and inefficiency occur within the internal and external supply chain. To improve productivity, companies are striving to implement Lean practices in ETO environments but encounter implementation barriers. Based on the comprehensive literature study on Lean implementation barriers in ETO companies, this study empirically validates the occurrence of these barriers in practice. For this purpose, empirical evidence was gathered using a survey questionnaire followed by semi-structured interviews with 15 companies from the ETO sector in construction, mechanical engineering, and shipbuilding. As a result, the barriers mentioned in the literature are compared with the barriers that occur in practice. Simultaneously, new barriers not described in the literature are also identified. This study can guide Lean professionals in the ETO environment in their Lean efforts to identify corresponding barriers in their own organizations while trying to understand the relevant causes and fields of action to mitigate them. Future research should aim to explore other methods and strategies along with emerging technologies of Industry 4.0 that could help overcome Lean implementation barriers.

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A Requirement Model for Lean Leadership in Construction Projects

Cited by 7 publications

References 6 publications

An Exploratory Study of the Main Barriers to Lean Construction Implementation in Peru

An Exploratory Study of the Main Barriers to Lean Construction Implementation in Peru

Lean leadership: a bibliometric analysis

Empirical Validation of Lean Implementation Barriers in Engineer-to-Order Companies: An Exploratory Study

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