Is it a a fact that Lean methodology is ignored by the construction sector. While there has been a fair amount written about Lean principles, actual application in the form of an integrated construction planning, procurement, and project delivery methodology has been limited to 5% or less actual work. Furthermore, of this 5%, most of the applications have not leveraged, or even been designed to leverage the full valued of Lean.
Research has readily noted the causal factors for the relative lack of adoption of Lean across the construction and facilities management sectors. These factors include….poor formal and professional education in the domain, low investment in research and development, deep
rooted project culture, perceived long life-cycle of associated return on investment, resistance from construction projects’ participants and stakeholders, and lack of real property owner leadership and competency. (Bayfield & Roberts, 2005, Hook & Stehn, 2008, Howell, 1999, McGrath-Champ & Rosewarne, 2009)
Lean construction is not simply a matter of applying Lean manufacturing concepts. Little benefit would be achieved by attempting to directly apply the Toyota Production System (TPS), or similar approaches to the AEC sector, exclusive of as a general background learning exercise.
That said, all the tools and services to implement integrated LEAN construction planning, procurement, and project delivery are readily available to any real property owner to deploy and subsequently achieve significant benefit.
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