Key themes that emerge from this study for a successful lean construction journey are; effort to stabilise the environment, knowledge creation and management, transparency in the process to enable simplicity and shared understanding, and building trust for further growth.

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.

Starting with the basics on collaboration, this paper describes the development of a tool called "Collaboration Barometer", which can be used to measure the degree of collaboration between the participants in a construction project and shows how the results are processed and what benefits are derived from them.

This research seeks to identify the main competences of professionals in charge of Lean implementations in Construction Projects from a Latin American point of view, as a basis for the development of key behavioural indicators (KBI).