This document summarizes a study on the current status of lean construction techniques in the local construction industry. It provides an overview of the study's objectives to identify the level of implementation of lean tools/techniques and the benefits achieved. It also describes the research methodology used, which included a questionnaire survey and data analysis using reliability testing and Kendall's W test to rank the most implemented lean tools and achieved benefits. The results found that the most implemented techniques are pull planning, work standardization, and fail-safe for quality, while the top benefits are greater profitability, minimized inventory, and defects reduction. The conclusion recommends fully implementing lean through workshops and research to better understand and utilize the techniques.

1. CURRENT STATUS OF LEAN CONSTRUCTION TECHNIQUES IN LOCAL
CONSTRUCTION INDUSTRY
UNDER THE SUPERVISION OF
RESPECTED
DR AFTAB HAMEED MEMON
&
DR MOHSIN ALI SOOMRO
QUAID-E-AWAM UNIVERSITY OF ENGINEERING, SCIENCE &
TECHNOLOGY, NAWABSHAH, PAKISTAN
CIVIL ENGINEERING DEPARTMENT

2. OUR TEAM
SALAHUDDIN KOLACHI 13CE42 GROUP LEADER
ABU BAKAR 13-12CE102 (A.G.L)
MIR AWAIS TALPUR 13CE20 (MEMBER)
ALI RAZA 13-12CE59 (MEMBER)
MUJEEB REHMAN 13CE90 (MEMBER)
MUKHTIAR ALI 13-12CE134 (MEMBER)

3. AIMS AND OBJECTIVES
 Identifying status of level of Implementation of Lean Tools & Techniques in Construction
industry.
 Identifying Benefits achieved by using Lean Construction Management.

4. Thesis Statement

5. PURPOSE OF STUDY
 The purpose of this study is to increase the productivity in construction projects by removing
wastes ( non-value activities) and evaluating different lean concepts and tools in construction
industry that are currently adopted by construction sector.
 The aim is to find out lean concepts and tools that are most suitable to use in construction
projects. If lean concepts give benefits and could be used in projects, there are no barriers for the
companies to implement lean concepts for increasing the productivity

6. LEAN
 Lean is a thinking that makes an evolution in Management System and is accepted as Standard
system of Management.

7.  The core idea of Lean Management is to eliminate every kind of waste, found in Production
process to smooth workflow by early study of constraints and variances.
 A lean organization understands customer value and focuses its key processes to
continuously increase it. Lean focuses on what customers wants not on what company can
give to customers.
 Lean Management system focuses to produce the right product at the right time in the right
quantity for the customers and to provide exactly what he need and nothing more with fewer
resources.

8. Lean objectives

9. BREIF HISTORY

11. LEAN PRINCIPLES
Lean works on its five principles that are described in figure;

13. Why lean in construction ?

14. WASTES

15. LEAN CONSTRUCTION TECHNIQUES
From 67 research papers and 31 thesis from past researchers, literature mapping was done from that
34 different lean tools was analyzed, based on their adaptation, 20 lean tools were selected for
Questionnaire survey to assess the status of lean techniques.
These 20 techniques are briefly explains to know their functions.

16. LAST PLANNER SYSTEM
 The main function of this tool is Production Control by schedulling.

17. JUST IN TIME
 JIT system is a production cost system in the specified time for certain productivity
within the project; productivity which leads to its development and reduce its costs.
 It is an inventory costs system in a timely manner, which works on receiving materials
today and use them tomorrow and this can be effected by adjusting the time of material
receipt at the time we start using it in production and adjusting the time of completion
with the time we delivered to customer. This represents a step in controlling stocks
systems leading to a JIT process.

19. INCREASED VISUALIZATION
 The increased visualization lean tool is about communicating key information effectively to
the workforce through posting various signs and labels around the construction site. Workers
can remember elements such as workflow, performance targets, and specific required actions
if they visualize them (Moser and Dos Santos 2003).
 This includes signs related to safety, schedule, and quality.
 It works on 3d visualization software like BIM and other Modelling softwares.

21. FIRST RUN STUDIES
 First Run Studies are used to redesign critical assignments (Ballard and Howell et al., 1977),
part of continuous improvement effort; and include productivity studies and review work
methods by redesigning and streamlining the different functions involved.
 A PDCA cycle (plan, do, check, act) is suggested to develop the study

23. DAILY HUDDLE MEETINGS
(TOOL-BOX MEETINGS)
 Two-way communication is the key of the daily huddle meeting process in order to achieve
employee involvement. With awareness of the project and problem solving involvement along
with some training that is provided by other tools, employee satisfaction (job meaningfulness,
self-esteem, sense of growth) will increase.
 As part of the improvement cycle, a brief daily start-up meeting was conducted where team
members quickly give the status of what they had been working on since the previous day's
meeting, especially if an issue might prevent the completion of an assignment

24. THE FIVE STEPS PLAN 5S PROCESS
The list describes how to organize a work space for efficiency and effectiveness by identifying and
storing the items used, maintaining the area and items, and sustaining the new order. The decision-
making process usually comes from a dialogue about standardization, which builds understanding
among employees of how they should do the work.

26. FAIL-SAFE FOR QUALITY
 Check for Quality
An overall quality assessment was completed at the beginning of the project. Most quality issues
could be addressed by standard practices, and it seemed there was little room for improvement.
 Check for Safety
Safety was tracked with safety action plans, i.e., lists of main risk items prepared by each crew.
Potential hazards were studied and explored during the job. Most hazards, such as eye injuries, falls
and trips, and hearing loss, have standard countermeasures; however, in practice, workers have to
be reminded of safety practices (Salem et al., 2006).

27. VALUE STREAM MAPPING
 Value stream mapping is a tool to identify non-value adding activities and waste.
 A value stream map divide the process into smaller sub-process, activities or tasks to clarify how
the product flow between the activities.
 The purpose is to identify which activities that add value and which activities that do not add
value, and thereafter look for opportunities and eliminate the nonessential non-value adding
activities. The stakeholders of each activity have to be involved to determine potential time and
cost savings in an activity.

28. KAIZEN
 Kaizen is a Japanese word for improvement.
 This Lean construction tool involves looking at some task in the field and finding out how to do
it better, more efficiently, safer and quicker.
 Standardization of processes is a requirement before starting on Kaizen activities.

30. TOTAL QUALITY MANAGEMENT
 Total quality management (TQM) consists of organization-wide efforts to install and make
permanent a climate in which an organization continuously improves its ability to deliver high-
quality products and services to customers. While there is no widely agreed-upon approach.
 TQM efforts typically draw heavily on the previously developed tools and techniques of quality
control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being
overshadowed by ISO 9000.

32. CONCURRENT ENGINEERING
 Concurrent Engineering approach emphasizes exactly the design flows and the role of the
design in adding value to the clients.
 Concurrent Engineering (CE) is a systematic approach to the integrated, concurrent design of
products and their related processes, including manufacture and support. This approach is
intended to cause the developer, from the outset, to consider all elements of the product
lifecycle from concept through disposal, including quality control, cost, scheduling and user
requirements.

33. INTEGRATED PROJECT DELIVERY
 IPD is a Lean Construction tool aimed at improving the traditional construction management
structure by encouraging AEs, CPMs and legal departments to craft contract terms that align
interests of key project team members with a view to setting a better playing field and
working together towards a common goal where risks and rewards are shared.

35. KANBAN SYSTEM
 In Japanese, the word Kanban means ‘card’ or ‘sign’ and is the name given to the inventory
control card used in a pull system. The aim of a ‘pull’ system is to produce only what is
needed, when it is needed, and in the right quantities.

36. POKE YOKE
 Poka-yoke’s priority is to prevent defects from occurring in the first step by correcting the
condition of work so the product could flow correctly in value stream. A good mistake-proofing
device is one that requires no attention from the worker.

37. WORK STANDARDIZATION
 Standardized work is one of the most powerful but least used lean tools. By documenting the
current best practice, standardized work forms the baseline for kaizen or continuous
improvement.
 As the standard is improved, the new standard becomes the baseline for further
improvements, and so on. Improving standardized work is a never-ending process.

38. ONE PIECE FLOW
 One Piece Flow is a fundamental element of becoming lean.
 To think of processing one unit at a time usually sends a shudder through the organization
which has batch manufacturing as its life blood.
 The word "one" does not necessarily have a literal meaning. It should be related to the
customers' requirements and could be one unit of order. However, what it does mean is that
the organization should only process what the customer wants, in the quantity he wants and
when he wants it.

40. RE-ENGINEERING
 In reengineering whole workflow for each activity/process is redesign considering constraints,
variances, non-value activities and then taking appropriate solution to remove or minimize these
to make uniform workflow.
 Reengineering can be used from design phase to final execution phase by defining value of each
step or process.
 Industry can apply the reengineering concept or a derivative of this concept, not only at the level
of frim but also at the level of complete industry sector, this will be a major contribution to the
advancement of the construction sector and would be a considerable achievement.

41. CREATIVE THINKING
 Construction industry sometimes require innovative thinking to achieve new heights in
construction.
 During the process of construction or designing we are faced with the problems for that we have
to think of a creative way so that the problem can be solved with the most efficient way and the
waste can be minimized as much as possible.

42. TOTAL PRODUCTIVE MAINTENANCE
(TPM)
 TPM is a powerful program for planning and achieving minimal machine downtime.
 Equipment and tools are literally put on “proactive” maintenance schedules to keep them
running efficiently and with greatly reduced downtime. Machine operators take far greater
responsibility for their machines upkeep.
 Maintenance technicians are liberated from mundane, routine maintenance, enabling them to
focus on urgent repairs and proactive maintenance activities.
 A solid TPM program allows you to plan your downtime and keep breakdowns to a
minimum.

44. PULL PLANNING
 A tool that strengthens our current scheduling process by helping manage risk through detailed
collaborative planning and continuous improvement.
 Pull Planning is a technique that is used as part of the Last Planner System to develop a
coordinated plan for one phase of a project. However, with practice, Pull Planning should
become much more efficient.
 People mistake merely scheduling a phase of work from the end working backwards for the
intent of push planning rather than pull planning.

46. BENEFITS OF LEAN CONSTRUCTION
21 Benefits were examined from literature mapping of past researchers that are ;
1. Reduce Project Duration
2. Reduction in waste
3. Smooth Workflow
4. Visual Control
5. Improved Safety
6. Improved Project Quality
7. Client’s Satisfication
8. Improved Flexibility
9. Proper Scheduling

47. 10. Defects Reduction
11. Standardizing Work
12. Simplifying Work
13. Reduction in Cost
14. Proper Estimation
15. Greater Profit
16. Improved Communication
17. Minimize inventory
18. Control Budget
19. Proper Task Management
20. Simplify Data organizing
21. Stress Free Working Environment

48. Research Methodology

49. DATA COLLECTION
 To determine the current and beneficial status of lean construction management techniques,
Data survey was conducted in different companies of Sindh, Pakistan to collect data.
 For data collection survey was conducted by taking interviews from construction professionals
also a Questionnaire was designed, 100 copies were distributed and almost 34 complete
Questionnaire were collected.

50. DATAANALYSIS
 The data analysis involves Microsoft Excel spread sheet program and SPSS v. 20 statistical
software package for the purpose of analysis.
 the methods used are Reliability test and Kendall’s W test.

51. Reliability test
 The alpha value is 0.791 for overall data. This range is considered high as previous studies
show that if Cronbach α is more than 0.7 it indicates that inner consistency of data is in high
level and it can be highly acceptable (Litwin, 1995; Wong & Cheung, 2005; Yang & Ou,
2008). Since, alpha value for each group as well as overall data estimated for this study is
found higher than 0.7, which indicates that the questionnaire data are valid and reliable.
Descriptrion Cronbach Alpha Number of Items
Tools & Techniques
0.791 20

52. W. Kendall’s Test
 This test is conducted by SPSS V.20 to rank the most implemented lean tools in Pakistan.
Ranks are given by mean rank of data that collected from questionnaire survey.
 For tools ranking following slide is showing table made from W. Kendall’s test
 Benefits ranking is given in next after tools ranking.

53. S.no Tools & Techniques Mean Rank Ranks
1 Pull Approach 13.92 1.00
2 work standarization 13.39 2.00
3 Fail Safe For Quality 12.26 3.00
4 Five Step Plan 5 S's 12.23 4.00
5 Just inTime (JIT) 12.14 5.00
6 Increased Visualization Tools 12.14 6.00
7 Integerated Project Delievery 12.12 7.00
8 Total Productive Maintaince 12.11 8.00
9 Total Quality Management 12.06 9.00
10 Concurrent Engineering 11.48 10.00
11 Value Stream Mapping 10.73 11.00
12 Kiazen 10.39 12.00
13 Creative Thinking 10.06 13.00
14 Last Planner System 9.24 14.00
15 One-Piece Flow 8.50 15.00
16 Re-engineering 8.44 16.00
17 Poke-Yoke 8.32 17.00
18 Daily Huddle Meetings 8.12 18.00
19 First Run Studies 7.41 19.00
20 The Kanban System 4.94 20.00

54. S.no Benefits
Mean Rank Ranks
1
Greater Profibility 13.74 1
2
Minimize Inventory 13.12 2
3
Defects reduction 12.50 3
4
Redutcion in cost 12.19 4
5
Reduce Project Duration 11.88 5
6
Improved flexibility 11.88 6
7
Standerizing work 11.57 7
8
Simplifying Work 11.57 8
9
Simplify Data orgnizing 11.26 9
10
Improve Project Quality 10.96 10
11
Control Budget 10.96 11
12
Smooth Work flow 10.65 12
13
Improved safety 10.65 13
14
Proper Scheduling 10.34 14
15
Proper Estimation 10.34 15
16
Stress Free Working Environment 10.03 16
17
Visual control 9.72 17
18
Proper Task Management 9.72 18
19
Client's Satisfication 9.41 19
20
Improved Communication 9.41 20
21
Reduction in waste 9.10 21

55. CONCLUSION
 From analysis, techniques that are most implemented are ;
1. Pull Approach or Pull Planning
2. Work Standardization
3. Fail Safe for Quality
Also benefits that are most achieved by construction sector by using lean are ;
1. Greater profitability
2. Minimize Inventory
3. Defects Reduction

56. RECOMMENDATIONS
 From the results it is clear that almost all lean tools & techniques are used in construction
industry, but due to lack of supports from construction organizations and less researches in lean
construction they are not fully implemented as they are functioned.
 Many respondents using these techniques are not fully aware of their specified functions for that
they are made.
 Although still Lean construction is in its beginning stages so large efforts are required to
implement Lean techniques properly.
 For future recommendations to assess the Lean benefits fully, organizations are suggested to
arrange Lean workshops, seminars and meetings to achieve the theoretical functions and
benefits of lean techniques.

58. ANY QUESTIONS . . . ???
WELCOME . . .