A recently conducted survey with corporate members of the LCI showed that the main barriers in Lean implementation are managerial based. To achieve the required change, site managers play a very important role as the linkage between the people responsible for value-adding activities on the construction site and the top management.

Industrial system infrastructure installations, such as those in semiconductor fabrication plants, are complex, short-term and mission-critical. Our strategy, called Optimized Installation Flow (OIF), builds on lean and associated theories in the realm of production planning and control, synthesizing a method with seven principles, and can manage such projects and substantially reduce their durations.

Traditional design management processes aim to remove waste on individual design processes, neglecting to view the process as a whole. This research answers the question: How project participants perceive waste in design management operations, and in which ways the waste could be eliminated?

This paper deploys value stream mapping (VSM) as a lean methodology to investigate and compare the process differences between a Canadian precast project and a Chinese precast project as a basis for improvements in reducing process waste.

This study measures the impact of Lean and VDC on waste in operations, and on GHG emissions of masonry partitions.