WHAT IS LEAN CONSTRUCTION?

So many things can impact a construction schedule, some of them out of your control. For the things you can control, there is Lean Construction. You may have heard the term “lean” in manufacturing terms where it means reduced waste and efficient processes. Those same principles and techniques can be applied to construction for the same reasons.

If you think about it, construction is a form of manufacturing; it just doesn't happen on a production line. You can create efficient processes and find ways to eliminate waste for any construction project. Using lean construction techniques, you can deliver value through a lower total project cost as opposed to paying the lowest price for each element. The quality will be better as well.

DEFINING LEAN CONSTRUCTION
A more complex definition of lean construction is this: it’s a production management based approach to project delivery. The idea is to maximize value and minimize waste at the delivery level and creating an improved product that meets customer needs. Doing so requires a high level of teamwork and collaboration because lean construction starts at the very beginning with design where a “build-able” solution is developed and ushered through the rest of the supply chain of contractors, project managers, transportation and delivery through to the completion of the project.

The key is reviewing each process and removing any elements that do not add value. Many processes evolve over time and pick up elements that do not support customer needs. Others have parts that should be done with technology. Going through a process step by step can identify those that are no longer relevant or that add no value. You need a clear strategy that is understood and will be followed by every element of the supply chain.

CRITICAL SUCCESS FACTORS
The most critical factor is getting the buy-in of every member of the team working on the project. Any group or individual can throw a wrench in the works if they do not follow the process. Everyone in the following groups must work together towards the same goal:

Owners
Designers
General contractor
Specialty, trade, and subcontractors
Suppliers
Together they can produce a structure that has added value, and is “construct-able,” usable, and maintainable. A fully integrated team is required from the very beginning of the design process that will act as a supply chain to create a building.

Another success factor is off-site prefabrication. Create a key relationship with your metal building manufacturer as a partner in your lean construction project. Bring the vendor in as early as possible to develop delivery schedule that fits into the rest of the project timeline. You will be communicating with this and other vendors frequently to ensure everything is delivered exactly when you need it so you can continue to drive to project completion with no wasted time or materials.

Benchmark your performance to set a starting point for future measurements as you go through the process again and again, always eliminating non-value adding elements and seeking ways to tighten up the supply chain.

Lean construction has become one of the main drivers accelerating change in the industry. It is leading to fully integrated teams of contractors, subs, designers, and product suppliers that work smoothly together. Everyone understands the project and how it will be achieved.

BENEFITS OF LEAN CONSTRUCTION
As mentioned earlier, a couple of the aims of lean construction is to eliminate waste and improve processes. From that, you can develop:

Shorter order fulfillment lead times
Less downtime
True cost reductions
Innovation
Higher quality
Higher customer satisfaction
Throughout the project, and during subsequent projects, you will continue to redefine and improve your work processes including expanding project planning. Your employees become empowered and accountable. Anyone can “stop the line” to fix an issue before it becomes a major problem. Because the owner is part of the team, you will work together more closely to develop the right definition of value.

In fact, you may need to assist the owner in figuring what they need rather than what they want. With better planning and good customer relations, the project should come in on time and on budget, increasing profits and reducing costs along the way. There is less wasted time, no non-essential material or equipment, and avoidable delays will be, well … avoided.

Everyone is involved in:

Value engineering
Production planning
Organizational learning
Defect prevention
Well-defined processes can lead to more accurate key performance measurements and give insight into individual contributions. Another impact is to safety. Better processes are repeatable processes that can lead to fewer injuries and accidents. Uniform tool storage, visual aids and common markings, and common jobsite configurations from project to project help error-proof the workplace.

CHALLENGES IN LEAN CONSTRUCTION
Nothing is easy. Everything you have read so far makes lean construction look like a great idea. And it is. The challenge, as always, will be getting everyone on board with the program. Lean construction requires team unity, commitment, and focus. All parties, including suppliers and subcontractors, must be prepared to stick with the method for the long haul. Results will not be immediate, and the increases in profitability are gradual. However, in some areas you may see some quick near-term improvements.

A single weak link can threaten any gains you make, though. You may face some difficult personnel decisions as you go through training and begin to use the lean methodology. If you have any negative team members, you may need to cut them loose before they impact morale and the lean initiative.

Management may feel pressure to skip steps or otherwise backslide into old habits. Training requires significant investments of time and resources. If you decide to "go lean" in the middle of a project, you will likely run into problems as processes are changed over.Nobody likes change. Continue to communicate the goals and guide your workers and owners through the new method. As a contractor, you are in a unique position to guide the project from beginning to end, involving the right people at the right time.

There is a final challenge with lean construction, but it is a challenge to a long-held belief. Lean construction challenges the conventional wisdom that says there must always be a trade-off between time, cost, and quality. Lean construction can provide on time, on budget, high-quality projects for those teams that stick with the program. Put together the right team and put in the time. Reap the benefits lean construction can sow.


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