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

AlBalkhy, Wassim; Sweis, Rateb J.

doi:10.1108/ijlss-12-2018-0144

Cited by 52 publications

(67 citation statements)

References 58 publications

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“…Albalkhy and Sweis (2020) summarized barriers in adoption of LEAN construction, among others are lack of proper documentation leading to lack of conciseness and clarity (Jørgensen and Emmitt, 2008), lack of knowledge, or simply not welcomed (Martins and Cachadinha, 2013; Inokuma et al , 2014; Sweis et al , 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Challenges and action plans in construction sector owing to COVID-19 pandemic – a case in Indonesia real estates

Oey

Lim

2021

IJLSS

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Purpose All industry has been facing tremendous pressure since the beginning of 2020 owing to COVID-19 crisis, including real estate construction. The research is a case study investigating challenges and action plans faced by stakeholders (developers/consultants/contractors) in real estate construction in some major cities in Indonesia. This study aims to identify and prioritize on action plans related to real estate construction stakeholders. Design/methodology/approach The study gathered challenges and action plans by distributing open questionnaire to expert to get insights in their own verbatim. Data reduction was then performed to get high-level challenges and high-level action plans. High-level action plans were then analyzed using proposed Eisenhower-simultaneous importance performance analysis (SIPA) matrix which help prioritize high-level action plans. Correlation matrix was also constructed to gain insight on relation between action plans to challenges and to three main LEAN elements (Muda, Mura and Muri). Alternative ranking method using “sum-product to 3M” approach was also performed to give complementary insights. Findings Ten action plans fall under category “Act now and become COVID-19 champion company.” One falls under category “prepare and invest now to gain competitive advantage,” one falls under category “external collaboration now to survive,” one falls under category “external collaboration for potential efficiency,” whereas the remaining six action plans fall under category “let-it-go” or “do-nothing.” Research limitations/implications The study gathered only 48 and 64 respondents in its first and second questionnaires. Despite small number, the respondents are experts in their own field, and their valuable insights and responses off-set the limited number of participants. The study gives insightful action plans that can be taken by stakeholders in real-estate construction in Indonesia’s major cities analyzed by proposed Eisenhower-SIPA matrix. Originality/value The novelty of the research lies in the insights from industry experts in dealing with current COVID-19 pandemic in real-estate construction in Indonesia. Added value is also given through the use of Eisenhower-SIPA matrix.

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Section: Literature Reviewmentioning

confidence: 99%

Challenges and action plans in construction sector owing to COVID-19 pandemic – a case in Indonesia real estates

Oey

Lim

2021

IJLSS

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“…Since the introduction of lean thinking in construction, several definitions were presented for the LC. In their review, and based on reviewing some of the available definitions for LC, Albalkhy and Sweis [34] defined LC as "a philosophy that aims to improve the collaboration between all project stakeholders to maximize value for all of them in general and for the customer in particular. In addition to eliminating all kind of wastes, achieving continuous improvement, improving flow of materials, reducing cost and enhancing safety and quality".…”

Section: Literature Reviewmentioning

confidence: 99%

“…The implementation of LC was noticeable in several areas around the globe such as the United States, United Kingdom, South America, and Scandinavian countries [1,27,28]. Nevertheless, in many countries, lean construction was not welcomed, (e.g., in Japan which is the origin of Toyota production systems where lean was firstly developed), not known, or faced by numerous barriers [29][30][31][32][33][34].…”

Section: Introductionmentioning

confidence: 99%

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

2021

Self Cite

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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.

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“…This has contributed to the slow adoption and widespread interpretation and a missing rational philosophy (Alves et al, 2012;Common et al, 2000;Jørgensen & Emmitt, 2008). Albalkhy and Sweis (2020) posit that LC is either not adequately known or fully welcomed in many developed and developing economies.…”

Section: Introductionmentioning

confidence: 99%

Major Barriers Assessment of Lean Construction Application in Construction Projects Delivery

Nwaki¹,

Eze²,

Awodele³

2021

CSID-JID

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The construction sector is facing challenges of meeting client's value and end-user satisfaction, and this situation is worsened by customers' dynamic demands for quality and speedy delivery without loss of value. Lean concept has been advocated to be a panacea to poor project performance, and it, however, has a high awareness level but with little implementation among construction organizations especially in developing countries including Nigeria. The purpose of this study is to assess the major barriers to lean construction application on construction project delivery, to suggest possible measures for overcoming them. A well-structured questionnaire was used to gather data from construction professionals in the south-south, Nigeria using electronic means and snowball sampling technique. Data gathered were analyzed using frequency, percentage and factor analysis. It was found that the major cluster of barriers to lean implementation are technology and knowledge barrier, leadership and management barrier, culture and complexity barrier, engagement and relationship barriers, financial barriers, and communication barriers. It was recommended that adequate management and leadership support is needed for entrenching lean construction techniques into the culture of operations of construction organisations.

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

Cited by 52 publications

References 58 publications

Challenges and action plans in construction sector owing to COVID-19 pandemic – a case in Indonesia real estates

Challenges and action plans in construction sector owing to COVID-19 pandemic – a case in Indonesia real estates

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

Major Barriers Assessment of Lean Construction Application in Construction Projects Delivery

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