Lean Project Management: A Proactive Approach to Revolutionise Construction Project Delivery

Construction, one of the oldest industries, faces significant inefficiencies such as delays, cost overruns, and quality issues that are prevalent worldwide. By incorporating Lean Construction concepts and best practices into project and operations management, we can greatly improve the delivery of construction projects. 

Complexity in Predicting Causes and Responsibilities of Issues

Managing construction projects can be compared to addressing complex, wicked problems, as the intricacies involved in predicting the causes of issues and the responsibilities associated with them are often substantial. Decision-making occurs within the context of current circumstances, which frequently encompass uncertainty, thereby leading to a range of possible outcomes, both positive and negative. A principal challenge in construction is the interdependence of various activities. Projects typically depend on the timely clearance, approval, and availability of essential resources, including materials and machinery. More often than not, when an individual/trade is unable to progress on a specific task, it indicates a broader issue involving multiple stakeholders.  

The contributors to delays may include consultants, engineering and design teams, supply chain personnel, and even clients or developers who trigger the inefficiency of the project. As a consequence, the level of completed activity in construction projects tends to be considerably lower than in other industries, adversely affecting both predictability and the reliability of commitments concerning timelines and deliverables. Typically, the efficiency of work being accomplished in construction hovers between 20% and 30%. This inefficiency cannot be attributed solely to workforce limitations; rather, it results from a variety of micro- and macro-level factors.  

A common challenge arises when commitments are unmet, thereby obstructing subsequent teams from accessing necessary work fronts. There are instances where teams are hampered by various obstacles, while at other times, an excess of work leads to resource bottlenecks. Initiating projects with a large workforce may leave many individuals idle, and as the project progresses, the evolution of work fronts ensures that increasing manpower to levels of 200 or 300 does not assure timely completion. This intricate balance of required resources exerts considerable pressure on contractors to meet client demands, often resulting in cycles of both surplus and scarcity.  

Professionals in the construction sector frequently experience heightened stress, particularly towards the conclusion of a project or during critical milestones. The processes of approval and obtaining clarity often take significant time, making it challenging for those within the industry to maintain strict adherence to start times, while simultaneously being expected to compensate for lost time by working late. This phenomenon of overburdening is widespread and contributes to both mental strain and operational inefficiency.  

Learning from Other Industries

In contrast, other industries have successfully mitigated similar challenges by improving operational efficiency through the elimination of waste, unevenness, and overburden. A crucial resolution lies in focusing on delivering value to the subsequent team or process in the workflow. By ensuring that work is adequately prepared in a timely manner, construction professionals can enhance predictability and reliability, ultimately reducing the inefficiencies that characterise the industry.  

It is essential to allocate sufficient time for tasks to be executed as promised, as this brings stability to the system and allows all parties involved to prepare effectively. When this occurs, tasks are distributed more evenly, leading to a heightened focus on outcomes. It is imperative to cultivate collaboration, transparency, and trust within the construction system to ensure the success of these initiatives. Achieving this objective requires the implementation of various techniques, concepts, and best practices that support efficient workflows. Utilising the best practices from Lean construction and project management can significantly aid project teams in enhancing collaboration, transparency, and trust, thereby fostering continuous improvement within construction projects. 

Building Stability in the Construction System

I propose that we examine two critical areas: first, the necessity of proactive engagement, and second, the importance of reactive responses to various situations. It must be understood that there is no singular solution that can transform operations overnight. An essential starting point is comprehending the current state of affairs, our responses to challenges, and our understanding of issues prior to their resolution.  

In this context, the Lean problem-solving methodology emerges as a valuable tool. It enables us to analyse the recurrence of problems, categorise them, and identify activities that do not add value. Instruments such as value stream mapping, daily huddles in the Last Planner System®, work observations, Gemba walk-by management, and time-motion studies conducted on-site can yield critical data that highlights major problem areas. It is paramount to recognise that 20% of causes often result in 80% of problems, necessitating a deeper investigation through various techniques, including root cause analysis and fishbone diagrams, to collaboratively identify and brainstorm feasible countermeasures.  

Although countermeasures are deployed in construction projects, the typical approach often resembles a reactionary firefighting method. A fundamental distinction exists between understanding root causes and adopting a comprehensive problem-solving methodology, rather than simply reacting to issues. Lean practices utilise concepts such as PDCA (Plan-Do-Check-Act) to ensure that we possess a structured plan to tackle recurring problems in a controlled environment. We monitor outcomes to determine effectiveness; if successful, we institutionalise the solution, and if not, we pursue alternative strategies. 

Achieving Better Collaboration and Continuous Improvement

The Toyota Kata approach highlights the importance of maintaining a long-term objective while being cognizant of the current situation. By establishing intermediate goals or targets, teams can experiment with necessary actions to meet these milestones. It is vital to acknowledge that the pursuit of perfection is a long-term journey. Organisations aiming to address larger issues should develop a strategy that spans three to five years, focusing simultaneously on short-term improvements while maintaining a view of broader objectives. This necessitates a commitment to continuous improvement, along with an expectation that all team members embrace Lean principles and project management in their daily work.  

The responsibility for addressing the root causes of issues that create challenges for subsequent team members lies with every individual involved in a project across all trades, organisations, and departments. By proactively tackling these root causes, we can transcend existing obstacles and achieve substantial improvements. If we persist in waiting for problems to emerge before attempting resolution, we are engaging in mere firefighting.  

The application of value stream mapping can facilitate the transformation of our processes and the implementation of the last planner system ® to enhance project planning & delivery. Insights obtained from daily stand-up meetings should enhance our phase planning, look-ahead planning, and weekly planning endeavours, thereby rendering our work more reliable and predictable. This method enhances interface management, strengthens risk management expertise, and clarifies scope management. 

Importance of Effective Management in Construction Projects

In summary, the adoption of a Lean project management approach stabilises project timelines, allowing for cost control while delivering quality and safety. The fundamental distinction between current working methods and Lean project management is that existing processes frequently create silos, with certain individuals concentrating solely on cost reduction. This focus can lead to extended negotiations and compromises that result in bottlenecks and numerous non-value-adding activities within the system. Therefore, all stakeholders, regardless of whether their focus is on cost, governance, quality, or planning, must ensure that their contributions are valuable to succeeding team members.  

By facilitating ease of work for colleagues and minimising recurring issues, it becomes evident how Lean project management enhances planning, monitoring, and project control. Although the concepts of project management and Lean construction are not novel to the industry, they are often insufficiently practised. I have invested considerable time in training, developing, and supporting individuals to implement these practices effectively.  

A clearly defined strategy is essential, and every participant in a project must possess a foundational understanding of project management principles and Lean construction concepts at a practitioner level. To support skill development, adherence to the 70-20-10 model is recommended: 70% of learning should occur through practical experience on the job, while 20% should derive from social learning via team interactions, including toolbox talks, experience-sharing sessions, or monthly knowledge-sharing meetings. The remaining 10% should consist of formal classroom instruction, which is vital for grasping theoretical concepts necessary for practical application. By following the 70-20-10 model, we can effectively cultivate the skills of construction professionals in Lean practices and project management. 

The Shift from Firefighting to Comprehensive Problem-Solving

It is imperative to refrain from establishing additional departments or silos within the organisation for improvements. Instead, the focus must shift towards cultivating proficient Lean practitioners who can adeptly apply their expertise in their respective roles. For successful implementation, it is essential for all personnel within the organisation to acquire competencies that empower them to proactively address challenges using Lean problem-solving methodologies. Continuous improvement should be emphasised at all levels—within teams, across departments, and throughout the entire organisation.  

In this context, certain individuals may emerge as Champions for this approach. Supporting these Champions is vital, as they can provide assistance to colleagues who may not fully comprehend the process or who require additional guidance in their tasks. This support should be regarded as an essential duty rather than a formal title. Management and senior leadership play a critical role in fostering a culture of continuous improvement and must be adequately prepared to direct their teams.  

This may involve engaging experts, such as Lean engineers or continuous improvement specialists, who can aid in the standardisation and streamlining of organisational processes. However, the establishment of an effective Lean project management system cannot solely be a unilateral effort. It is neither practical to construct the entire system prior to implementing Lean practices nor should this be executed indiscriminately. Each organisation must formulate its own strategy while recognising the significance of a structured approach.  

The journey towards improvement should span a period of three to five years, employing a controlled methodology that underscores simplicity and systematic processes. This proactive and reactive management of projects is particularly advantageous and will be revolutionary for the construction industry to enhance the project delivery.