The introduction of lean to the construction industry started in 1992 by Lauri Koskela who presented Transformation-Flow-Value (TFV) theory, which has three phases of evolution. In the first phases, transformation was emphasized. “Transformation”, is transforming the inputs into outputs. The focus was on decomposing the work into tasks, then minimizing the cost of these undertakings in order to realize the efficiency of the added-value activities. “Flow” of materials and information includes, in addition to transformation, inspection, moving, and waiting. The main aim of flow design and improvement is minimizing the wastes of non-added value activities.
In the third phase, “Value” as generated from the customer point of view was highlighted. Product designers have to understand the needs of the customer and fulfillment of these needs has to be attempted by them. In addition to Koskela’swork, Ballard introduced the Last Planner System (LPS), which is lean tool that was specifically developed in the construction field and aims to create a social process based on discussion between planning and site staff to have a reliable workflow. LPS is the most well-known lean construction tool for planning and control.
Since the introduction of lean thinking in construction, several definitions were presented for the LC.
Albalkhy and Sweis 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”.
List of the barriers that face the adoption of lean construction (2021)
Classification Barrier
Barriers Related to the Internal Environment
Poor understanding of the customer needs and lack of customer focus (IE1)
Management resistance to change (IE2)
Lack of support and commitment from top management (IE3)
Lack of involvement and transparency among stakeholders (IE4)
Lack of adequate lean awareness and understanding (IE5)
The results are not fast and often only partially visible, and may not conform with high
expectations from management (IE6)
Lean may lead to additional cost/Implementation cost (IE7)
Inaccurate and incomplete designs, and lack of applying the concept of design
constructability (IE8)
The reluctance of project participants to share risks (IE9)
Lack of a long-term philosophy and planning (IE10)
Lack of planning for quality (IE11)
Poor leadership and insufficient management skills (IE12)
Lack of incentives and motivation and poor professional wages (IE13)
Inadequate administration of the necessary information to generate a learning cycle and take
corrective actions (IE14)
Hierarchies in organizational structures/Unsuitable organizational structure (IE15)
Centralization of the decision and avoid making decisions and taking responsibility from
those who are not in the top management (IE16)
Lack of identification and control of waste (IE17)
Barriers Related to Input Factors (Labor)
Employees resistance to change and fear of unfamiliar practices (L1)
Unskilled labor and the low level of education of the site foreman (L2)
Insufficient training for workers (L3)
Labor consider lean too complex (L4)
High turnover of workforce (L5)
Barriers Related to Input Factors (Materials)
Inadequate delivery performance and the delays in materials delivery (M1)
Lack of long-term relationship with suppliers (M2)
Limited use of off-site construction techniques and the lack of prefabrication (M3)
Exogenous Barriers
Fragmented nature of the construction industry/so many parties joined the project,
especially subcontractors and suppliers (EX1)
Limited use of design-and-build procurement (EX2)
Stringent requirements and approvals during contracting (EX3)
Lack of support from the government (EX4)
Source: Albalkhy, W.; Sweis, R. Barriers to adopting lean construction in the construction industry: A literature review. Int. J. Lean Six Sigma 2020, 12, 136–210.
Barriers to Adopting Lean Construction in the Construction Industry—The Case of Jordan,Wassim Al Balkhy , , Rateb Sweis and Zoubeir Lafhaj
Al Balkhy, W.; Sweis, R.; Lafhaj, Z. Barriers to Adopting Lean Construction in the Construction Industry—The Case of Jordan., Buildings 2021, 11, 222., https://doi.org/10.3390/buildings11060222
2022
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