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Naim Lean Construction

Actualizing Lean Construction: Barriers Toward the Implementation

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Hadi P.
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Actualizing Lean Construction: Barriers Toward


the Implementation

Conference Paper · May 2015

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Advances in Environmental Biology, 9(5) April 2015, Pages: 172-174

AENSI Journals

Advances in Environmental Biology


ISSN-1995-0756 EISSN-1998-1066

Journal home page: http://www.aensiweb.com/AEB/

Actualizing Lean Construction: Barriers Toward the Implementation


1Mohammad Azwanie Naim Mohammad Asri and 2Mohd Nasrun Mohd Nawi
1,2
School of Technology Management and Logistic, Universiti Utara Malaysia

ARTICLE INFO ABSTRACT


Article history: Lean thinking has been regarded as a success strategy in mass production, realizing cost
Received 12 October 2014 and time saving while simultaneously improving competitive position in the market. It
Received in revised form 26 December also can be interpret as a philosophy based on the concept of lean manufacturing. It is
2014 about managing and improving the construction process to profitably deliver what the
Accepted 1 January 2015 customer need. Despite all the benefits that can be gained by implementing the idea of
Available online 17 February 2015 lean construction, all industry player need to consider the barriers obstructing its
application. Through a review of a literature there are numbers of barrier that can be
Key words: identified. The barriers toward the implementation are discussed in this paper.
barriers, lean construction

© 2015 AENSI Publisher All rights reserved.


To Cite This Article: Mohammad Azwanie Naim Mohammad Asri and Mohd Nasrun Mohd Nawi., Actualizing Lean Construction: Barriers
Toward the Implementation. Adv. Environ. Biol., 9(5), 172-174, 2015

INTRODUCTION

The idea of lean thinking originated in Japanese manufacturing concepts and has spread to other areas such
as medical industries, logistic, service industries and construction. Lean thinking had also been introduce into
the building construction sector through lean construction. By adopting and understanding this philosophy it can
qualify construction companies to maximize profit by maximizing efficiency and eliminating waste of resources
[1]. For the sustainable implementation of the lean construction it is paramount for the construction company to
identify the factor obstructing its application. A review of literature that are related to lean construction have
opened various door in understanding the barriers that hinders its application. Therefore this paper focus on
discovering the barriers toward the implementation of lean construction.

Key Principles of Lean Construction:


By reviewing into the various definition explained by various author it can be concluded that lean
construction is a strategy that contains the utmost objective to minimize waste by following the continuous
waste abolishing process while maximizing the customer’s need and preference [2]. Lean construction also can
be understood as a concept which focuses on specific aspects that have the capabilities in benefiting to
construction industry players. These principles are [3]: waste management, value and value stream, workflows,
customer pull and perfection.

Barriers Toward the Implementation:


The lean principles can only be applied fully and effectively in construction by focusing on improving the
whole process where all parties have to be committed and work together to overcome obstacles that may arise
from conventional contractual preparation [4]. However in order to achieve the successful implementation of
lean construction, the barriers are inevitable. In an attempt to understand the barriers, the review on the various
literature have enable the authors to identify and generalized the specific barriers into six different categories.
Table 1 shows the expected barriers.

Corresponding Author: Mohd Nasrun Mohd Nawi, School of Technology Management and Logistic, Universiti Utara
Malaysia.
E-mail: nasrun@uum.edu.my
173 Mohammad Azwanie Naim Mohammad Asri and Mohd Nasrun Mohd Nawi, 2015
Advances in Environmental Biology, 9(5) April 2015, Pages: 172-174

Table 1: Barriers to the lean implementation

Author

Educational aspect
Managerial aspect

Attitudinal aspect
Technical aspect
Financial aspect

Governmental
aspect
Bashir et al [5] X X X X X X
Achanga et al [6] X X X X
Jadhav et al [4] X X X X X X
Dombrowski et al [7] X
Boyer [8] X X X
Mostafa et al [9] X X X
CL Alves et al [10] X X

(i) Management aspect:


Management operate through functions that are often classified as planning, organizing, leading and
controlling. This group of people will reinforce and promote the substantial amount of initiative to the
subordinates to participate, drive and control the work and management of each projects [11]. Therefore the
success of lean implementation practice will depend on how well they support and motivate the people to work
toward each planned goal.

(ii) Financial aspect:


Managing the project’s finances is among the complicated job in the construction project management. One
of the crucial part is to obtain the source of funding to finance the projects. Substantial amount of funding is
needed to obtain a relevant equipment for the project and to hire the lean specialist in order to guide each parties
involved in the implementation of lean concept [5].

(iii) Educational aspect:


This factor is crucial for the implementation process to be successful since it provides the practitioner with
the relevant knowledge and guidance relating lean construction while improving the communication and
integration among each parties [10]

(iv) Governmental aspect:


This factor touches the issue regarding the government policies and their attitudes toward the construction
industry players. As asserted by Alinaitwe [12] in the research finding it stated that government bureaucracy,
lack of social policies, inconsistency in policies, lack of social amenities and infrastructure, material
unavailability and fluctuation in commodities price were among the barriers associated with governmental
aspect.

(v) Technical aspect:


According to Kamar et al [13] the technical knowledge of a construction project can be derived from the
process of training and education. Thus, the personnel will be equipped with the relevant knowledge and have a
clear understanding on any technical issues related to the construction work process. An example of technical
aspect are lack of technology, complexity of design and construction and lack of specialist.

(vi) Attitudinal aspect:


Jadhav et al [4] stressed that as evident from the literature survey attitudinal issues is one of the most cited
barriers and each and every barriers are not stand alone. Most of them were said to be related with each other.
An example of attitudinal aspect is worker’s resistance, lack of perseverance and incompatibility of lean with
the company bonus, reward or incentives systems.

Conclusion and Further Research:


This literature review is primarily focused on the barriers toward the implementation of lean concept on
various countries in construction sector and secondarily on other sectors. Further review is needed to discover
the barriers in the context of Malaysia industrialized building system (IBS). Once the barriers are identified,
implementation strategy can be developed. A further research also need to be conducted to identify the
interaction among the barriers and between others implementation issue such as work culture of the organization
in Malaysia, geographical demographic and policies and procedures.
174 Mohammad Azwanie Naim Mohammad Asri and Mohd Nasrun Mohd Nawi, 2015
Advances in Environmental Biology, 9(5) April 2015, Pages: 172-174

REFERENCES

[1] Koskela, L., 1992. Application of the new production philosophy to construction(No. 72). (Technical Report
No. 72, Center for Integrated Facility Engineering, Department of Civil Engineering). Stanford, CA:
Stanford University.
[2] Marhani, M.A., A. Jaapar, N.A.A. Bari and M. Zawawi, 2013. Sustainability Through Lean Construction
Approach: A Literature Review. Procedia-Social and Behavioral Sciences, 101: 90-99.
[3] Jørgensen, Bo, and Stephen Emmitt, 2008. "Lost in transition: the transfer of lean manufacturing to
construction." Engineering, Construction and Architectural Management., 15.4: 383-398.
[4] Jadhav, J.R., S.S. Mantha and S.B. Rane, 2014. Exploring barriers in lean implementation. International
Journal of Lean Six Sigma, 5(2): 1-1.
[5] Bashir, A.M., S. Suresh, D.G. Proverbs and R. Gameson, 2010. Barriers Towards The Sustainable
Implementation Of Lean Construction In The United Kingdom Construction Organisations. In Arcom
Doctoral Workshop (p. 1).
[6] Achanga, P., E. Shehab, R. Roy and G. Nelder, 2006. Critical success factors for lean implementation within
SMEs. Journal of Manufacturing Technology Management, 17(4): 460-471.
[7] Dombrowski, U., and T. Mielke, 2014. Lean Leadership–15 Rules for Sustainable Lean Implementation.
Procedia CIRP, 17: 565-570.
[8] Boyer, K.K., 1996. An assessment of managerial commitment to lean production. International Journal of
Operations & Production Management,16(9): 48-59.
[9] Mostafa, S., J. Dumrak and H. Soltan, 2013. A framework for lean manufacturing implementation.
Production & Manufacturing Research, 1(1): 44-64.
[10] da CL Alves, T., C. Milberg and K.D. Walsh, 2012. Exploring lean construction practice, research, and
education. Engineering, Construction and Architectural Management, 19(5): 512-525.
[11] Bossink, B.A., 2004. Effectiveness of innovation leadership styles: a manager’s influence on ecological
innovation in construction projects. Construction Innovation: Information, Process, Management, 4(4):
211-228.
[12] Alinaitwe, H.M., 2009. Prioritising lean construction barriers in Uganda's construction industry. Journal of
Construction in Developing Countries, 14(1): 15-30.
[13] Kamar, K.A.M., M. Alshawi and Z. Hamid, 2009. Barriers to industrialized building system (IBS): The case
of Malaysia. In In BuHu 9th International Postgraduate Research Conference (IPGRC), Salford, United
Kingdom.

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