Lean construction implementation in the Moroccan construction industry

Abstract

Purpose Lean construction provides innovative practices to manage construction projects while reducing waste and improving performance. This paper aims to explore the current level of awareness of lean construction practices among Moroccan construction professionals to assess the potential benefits derived from lean construction practices and to identify the critical barriers hindering a successful implementation. Design/methodology/approach The paper opted for a quantitative approach by using a structured questionnaire survey. A total of 330 valid responses were collected from Moroccan construction practitioners involved in private and public construction organisations. Findings The results show that 61 per cent of the respondents are familiar with lean construction practices. The findings have also pointed out that the lean construction approach adds a positive impact, specifically on quality, safety and environmental level. In addition, the main barriers hindering a successful lean construction deployment in Morocco are lack of knowledge about lean construction philosophy, unskilled human resources and insufficient financial resources. Originality/value This study provides a new insight into the implementation of lean construction in Morocco. It contributes to the body of knowledge, as it uncovers for the first time the level of awareness, the potential benefits derived from lean construction practices and the barriers to implementing lean construction in the Moroccan construction industry. Exploring the current state of lean construction implementation can help practitioners, companies and researchers in the Moroccan construction industry to focus their effort and resources on the significant issues necessary to assist a successful implementation of lean construction. Furthermore, the findings of this study could prove valuable to other countries in Africa, especially those sharing similarities to the Moroccan context.

Development of Stakeholder Engagement Strategies to Improve Sustainable Construction Implementation Based on Lean Construction Principles in Indonesia

“…This study confirms the explanation given by Bajjou [60], where a lack of knowledge of lean construction practices is the main barrier to lean construction implementation. This study shows that the lack of lean construction knowledge is not only a general barrier to lean construction but also a barrier that is felt directly by many stakeholders.…”

“…This study explains that improved time efficiency is the highest driver of SLC implementation. This confirms the explanation by Bajjou [60], where reducing construction cost and duration is the key driver of lean construction implementation. However, this efficiency is different from the efficiency that is the key driver in sustainable construction, where Tokbolat [32], Durdyev [44], and Ahn [35] explain that energy and resource efficiency are the key drivers of sustainable construction.…”

Evaluation of the Implementation of Lean Techniques to Reduce Construction Process Waste in Real Estate Firms in Addis Ababa, Ethiopia

“…Research works show a number of lean tools or techniques which are currently used in the construction industry. Te most implemented ones are just-in-time (JIT), the Pull "kanban" system, the 5S process, computer-aided design (CAD), standardization, prefabrication, the last planner system (LPS), value stream mapping (VSM), continuous improvement (Kaizen), target value design (TVD), a waste elimination, clean schedule and work plan, frst-run studies (plan, do, check, and act), total production maintenance (TPM), total quality management (TQM), error proofng (Poka-Yoke), Ishikawa diagram, Pareto analysis, daily huddle meetings, failure modes, efects and criticality analysis (FMECA), and fve whys [12,[20][21][22].…”

Implementation of Lean Construction to Eliminate Waste: A Case Study Construction Project in Indonesia

“…LC provides innovative practices to manage construction projects while reducing waste and improving performance [16,17]. Lauri Koskela introduced LC in 1993 at the International Group for Lean Construction (IGLC) conference [18].…”

“…In Latin America LC was implemented in the constructing affordable housing production in Ecuador using formwork standardization and integration of information technology to support production processes [27]. Moroccan construction industry applied LC using a structured questionnaire survey [16]. Integrating LC and sustainability in the UK construction waste classified into eight groups: quality costs, lack of safety, unnecessary transportation trips, delay times, rework, long distances, wrong choice or management of methods or equipment, and poor constructability [28].…”