When it comes to lean implementation, the operational attributes of developing countries can cause significant impacts on priorities, tools and techniques. This paper took Iranian construction as a sample and sought to identify and prioritise the factors that could significantly contribute to the success of lean implementation in its context.

Visual Management (VM) has the potential to increase process transparency in design and facilitate the information transfer between stakeholders. The main findings of this paper include the discussion of VM concepts in a digital design environment, as well as the analysis of existing VM tools which contribute to new ways of working and communicating.

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.

This article elaborates on the development of a DMAIC Manual for the restructuring of an Integrated Management System of a Brazilian company that builds real estate and corporate works, with a focus on Lean Six Sigma. The Manual was designed to lead the XYZ construction company toward a management focused on Lean Six Sigma, reducing...

This theoretical study encompasses the role of digitalization in visual management (VM) applied in construction projects to increase the situational awareness (SA) of construction workers and crews.