Theodore Roosevelt once wisely said: “Nothing in the world is worth having or worth doing unless it means effort, pain, difficulty.” There are parallels here with implementing a Lean culture in construction, which will bring in many tangible benefits, but the process will not be without challenges along the way, not least winning over hearts and minds. Let’s explore what those challenges might be and how we can overcome them.
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Every project is different in construction!
How does Lean apply in a construction environment? Each job is different and unique, right? There are significant differences between construction and the manufacturing industry, where Lean principles originated. In manufacturing, the focus is on established and repeatable processes. In contrast, construction projects are often bespoke and unique, with each project acting as a prototype rather than a repeated production line. However, despite this variability, there are common processes that recur across projects, but lessons learned are often not shared throughout the supply chain or delivery process. This means that gains, when they are implemented, are often lost by the time the next project begins.
One way to overcome this challenge is to adopt a lean working approach by identifying smaller, repeatable processes such as traffic management or health and safety reporting. You might be surprised at the significant impact that small changes can make. For each project, there will also be lessons learned that can be applied to the next build, particularly if the projects are similar in size, complexity, or style. Additionally, consider areas where automation could be introduced, such as a clocking-in system, reporting tools, and mobility solutions. By fostering a lean culture for the construction industry, these practices can help streamline operations, reduce waste, and improve overall efficiency.
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Being influenced by third parties… clients and suppliers.
Staying true to your Lean principles can take some mettle when you are constantly challenged by clients or suppliers who do not understand Lean ways of working. It could be that their own processes are wasteful and this may have a knock on impact which stifles innovation and your attempts to introduce better ways of working.
Customers can sometimes dictate how they want something to be done, but this may not be best practice. For example, they may prefer a specific build technique or material which is no longer industry leading and presents a barrier to Lean efficiencies. In addition, bureaucracy between third parties can slow decision making and reduce staff empowerment.
Personal relationships should also be noted because it is easy for individuals to pick up bad habits when working with third party partners and unintentionally, bring these back into your business.
These are challenges because to some extent they are outside of your control, but they also present an opportunity to improve and add value to your customer. A way to overcome these challenges would be to work with your clients from the beginning… Can you introduce a process to have knowledge sharing sessions with key clients to update them on best industry practice and advances brought about by Lean which are advantageous to clients and suppliers? Quantifying benefits is a key part of winning over hearts and minds in this journey.
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There is always resistance to change.
Teams being resistant to change is often cited as a challenge to embedding a Lean culture. However, this resistance needs to be addressed. Often, when resistance is encountered, there are multiple root causes. At the core, strong leadership is essential. Leaders must influence stakeholders, not only in aligning a common vision within senior management but also in fostering active Lean Construction through active sponsorship. Examples of this include delivering consistent communication from the initial vision and throughout the implementation process. Leaders must also be present and actively engaged in Lean activities, ensuring there is no ‘say-do’ gap. Authenticity is crucial here!
Further, a lack of training and time for employees People to get involved in Lean activities can hinder the process. To support Lean behavior changes, it’s essential to:
- Build the capability of your team through Lean training, ideally from a provider who collaborates with you to tailor a program that fits your needs.
- Empower employees by providing time within their work schedule to engage in Lean activities.
- Encourage autonomy in evaluating and making improvements without direct supervision.
- Embed Lean Construction principles throughout the supply chain to realize the full benefits of Lean.
Collaboration is key to Lean principles and creating a Lean culture, which can be challenging, especially when working with third parties. Our previous blog on the benefits of Lean provides a compelling case to all involved across the supply chains.
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Surely investing in technology will help?
A common starting point for many in trying to roll out Lean Construction is, “I’ve seen ‘x’ tool and we need to get this in place to solve ‘y’ problem.”
Focusing on tech solutions before clearly defining the problem and the desired outcome is putting the cart before the horse. IT teams need to be part of the business discussions around finding innovative solutions, but these solution-based discussions should only occur once everyone understands the problem and the desired outcomes are clear.
Challenges in lean implementation often arise when technical difficulties become obstacles in delivering a Lean strategy. Standardisation in Lean techniques is far easier when technology is aligned throughout the process. Working off different systems at different times can hinder process efficiency. Therefore, it would be wise to review your digital strategy alongside running a Lean strategy.
To foster a lean culture change, it’s essential to ensure that all stakeholders are aligned and committed to the Lean culture. This involves not only adopting the right tools and technologies but also embedding a mindset that prioritises continuous improvement and collaboration. By addressing these challenges in lean implementation and fostering a strong lean culture, organisations can achieve more effective and sustainable Lean Construction practices.
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Governance issues mean we’ll never deliver Lean.
If your organisation is hampered by red tape and bureaucracy when it comes to bringing in meaningful change this can be a frustrating barrier. There can sometimes be inertia, which means decision making is slow and staff lack the empowerment to deliver change. If the decision makers are too far away to see the benefits, then change programmes constantly get kicked down the agenda. Lean embraces empowerment and promotes the idea that “everyone is a leader”. Gathering data and statistics about delays, re-work and waste is perhaps the most powerful weapon to unblock the blockers and so part of your Lean implementation needs to review how to make this type of data easily accessible to teams.
At Nine Feet Tall we stress the importance of “Just Enough” governance to ensure that projects are delivered not hindered. Often a reality check on time spent completing processes, forms and documents which add no value needs to be discussed. Challenge the methodology and ensure there is flexibility appropriate to any risk.
Implementing a Lean Construction strategy may be extra challenging now as mixed ways of working continue, with some teams working remotely and others being on site, but that doesn’t make it impossible. The key is to start with a real-life issue which is evident across multiple projects. Put simply there are 6 steps to getting going:
1. Identify a discrete process which has caused issues across multiple projects.
2. Upskill a team in how to review this process (or work with an experienced external lean team who can provide advice and guidance.)
3. Use value stream mapping to identify some improvements to trial.
4. Test these improvements, capturing data to show what real benefits (if any) they bring.
5. Review your results and share the learning.
6. REPEAT!
As a company whose vision is a world where change is embraced, we have lot of ideas about how to overcome some of the challenges of effectively implementing Lean Construction. We would love to hear about the obstacles you are facing and help you identify opportunities to build momentum in your Lean journey. Contact DavidD@NineFeetTall.com
Why Choose Nine Feet Tall?
At Nine Feet Tall, we understand the unique challenges of implementing Lean culture in construction. Our expertise lies in helping you overcome resistance to change, navigate governance issues, and align technology with your Lean strategy. We provide tailored solutions, from identifying repeatable processes to upskilling your team in Lean methodologies. Our approach emphasises “Just Enough” governance, ensuring projects are delivered efficiently. With a vision of a world where change is embraced, we offer practical, step-by-step guidance to build momentum in your Lean journey. Choose Nine Feet Tall for a partner who can transform obstacles into opportunities and drive meaningful change in your construction processes.
