Minimize the ‘bad’ and maximize the ‘good’ in construction projects

Lean construction is a method of production aimed at reducing costs, materials, time and effort. Essentially, the methodology is to minimize the bad and maximize the good. Using the principles of lean-construction, the desired outcome would be to maximize the value and output of a project while minimizing wasteful aspects and time delay. This outcome is produced when standard construction approaches are merged with a clear and concise understanding of project materials and information along with two sets of management archetypes, planning and control. This may seem complex to understand, but the essence of this system is to use what is necessary without using extra. This can only be done by strategic planning and action by a management group and with the help and aid of all workers. It is essentially based on a continuous improvement strategy, covering avoidance of all types of waste, optimizing and improving processes, smoothening workflow, synergizing and integrating efforts of all stakeholders to improve certainty at various stages and to get the best overall results for the project. Lean Construction originated from the Lean Manufacturing principles implemented by Toyota Motors successfully in their renowned Toyota production system. Even though construction is unlike manufacturing, many of the principles of Lean Manufacturing can be applied to construction.

Reduction of wastes would be the most significant advantage of practicing Lean Construction. The optimized and continuously improved processes ensure reliable material deliveries, higher staff and labour morale through higher employee participation. The Lean Construction processes ensure creation of more stable schedules and higher certainties. Other cascading advantages such as higher staff retention, more systematic working at the sites, and improved brand image for the stakeholders are also seen. The Lean processes result in reduction of cost, improvement of quality and hence superior value generation, for the client and hence for all.

With the continuous decline in profit margins and increased competition in construction projects, construction contractors are continuing to search for ways of eliminating waste and increasing profit. Although numerous approaches have been developed to improve efficiency and effectiveness of construction processes, lean construction techniques offer the promise to minimize, if not completely eliminate, non value-adding work. Since the early 1990’s, the construction research community has been analysing the possibility of applying the principles of lean production to construction. The International Group for Lean Construction (IGLC) has made significant contributions to the formulation of theoretical foundation for lean construction by abstracting the core concepts of lean production and applying them to the management of construction processes. The difference between the current practices and lean construction is that lean construction is based on production management principles, and it has better results in complex, uncertain and quick projects. The construction industry is hesitant to invest in research and development to improve productivity.

A project managed under the standardized view of construction versus that managed using the lean philosophy is greatly different. From the beginning of the project to the end goal, every area is drastically changed. One of the biggest differences is derived from the strategic planning of the lean philosophy. Lean construction forces all parties to have a clear set of goals and benchmarks for the end process. Using the lean philosophy, the whole idea is to maximize the performance at every level for the customer. This includes employees, distributors and all managing parties. All of these groups are forced to work cohesively together and stresses production control throughout the entire project. Every unit of the project works together like a well-oiled machine, meaning that if one piece is loose, everything falls apart. Current construction models utilize the mass production mindset. Meaning that every job is allocated to just one group with little or no interaction. The lean focus causes all parties to work as one unit and allows more efficient planning and implantation. The lack of predictability is the main problem in standard construction procedure. Unpredictability results in lost time, waste and stress. The lean philosophy is centred around predictability and flow, thus eliminating most negative aspects.

There are tremendous construction activities regularly undertaken throughout the globe. These construction projects include a mix of residential towers, commercial complexes and industrial buildings. Many of these projects are not executed according to a planned schedule. They start enthusiastically but fail to finish according to the predetermined deadline. In the process, these projects undergo delays in works, generation of waste, time and cost overruns, rework etc. To reduce wastes and uncertainties in construction projects and to increase its efficiency, Lean construction practices can be introduced. They could be cost effective and beneficial in the long run. 

In any construction project, the client expects to get the structure completed rapidly, economically and fit for intended use, with a view to obtain maximum returns on investment. On the other hand, contractors and consultants strive to perform their duties appropriately, so that they yield more profit and reputation to get future projects. In this process, client wants to spend minimum and contractor wants to earn maximum with least efforts. Due to their conflicting interests, construction project may unnecessarily get prolonged, function ineffectively, experience hurdled workflow, prove to be uneconomical, finally getting labeled as a work of bad quality. In addition, construction projects have a huge index of uncertainty and hence are a risky business. To improve the performance of construction projects, some decisive management strategies need to be applied through certain tools which remove the uncertainties and make the project progress smoothly, increasing the value of project.

Finally, it can be stated that, Lean construction is a management technique which can be used to improve the project performance by strategically planning the processes for delivering a healthy desired project. It is based on a continuous improvement strategy which considers removing all types of wastes and improving the construction activities to ultimately get the best results for the project i.e. Minimize the ‘bad’ and maximize the ‘good’ in construction projects.

Nandkishor Balaji Sonar
Assistant Professor,
Civil Engineering Department