https://doi.org/10.24928/2019/0125

Evaluating the Lean-Enabling Competencies of Clients

Yara Daoud¹, Carla Ghannoum², Soheila Antar³ & Farook Hamzeh⁴

¹Graduate Student, Dept. of Civil and Environmental Engineering, American University of Beirut, Beirut, Lebanon, +961 70 063008, [email protected]
²PhD Student, Dept. of Civil and Environmental Engineering, American University of Beirut, Beirut, Lebanon, +961 3 350362, [email protected]
³Graduate Student, Dept. of Civil and Environmental Engineering, American University of Beirut, Beirut, Lebanon, +961 3 540882, [email protected]
⁴Associate Professor, Civil and Environmental Engineering Dept., University of Alberta, Canada, [email protected]

Abstract

The principles of lean thinking are rapidly gaining the attention of construction companies while client-side organizations are not catching up at the same pace. However, the client plays a crucial role in driving and setting the framework of the process throughout all phases of the project and thus has a critical influence on the successful implementation of lean. This issue has not been given enough attention in literature, especially in the Middle East. Hence, this study aims at identifying the current status of Middle Eastern clients’ characteristics, behaviors and practices throughout the different phases of a construction project. The paper investigates the lean-enabling competencies of clients from the perspective of designers and contractors through online data collection surveys. The results revealed that clients were regarded by AECs as being knowledgeable and involved. However, it appears they persist in taking unilateral decisions, especially regarding deadlines, and focusing on short-term financial goals while neglecting the importance of enforcing collaboration measures.

Keywords

Clients, Lean construction, Middle East, Collaboration, Value

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Reference

Daoud, Y. , Ghannoum, C. , Antar, S. & Hamzeh, F. 2019. Evaluating the Lean-Enabling Competencies of Clients, Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) , 889-900. doi.org/10.24928/2019/0125

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