TY  - CONF
TI  - Achieving Excellence in Lean Implementation at Construction Companies - A Case Study From Brazil 
C1  - Berkeley, California, USA
C3  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
SP  - 349
EP  - 360
PY  - 2020
DO  - 10.24928/2020/0029
AU  - Valente, Caroline P.
AU  - Mourão, Carlos Alexandre M. do A.
AU  - Saggin, Angela de B.
AU  - Neto, José de P. Barros
AU  - Costa, Jorge M. da
AD  - 1 PhD Candidate, Civ. Eng., MSc, School of Built Environment, Univ. of Technology Sydney, Australia, carolinevalente@gmail.com, orcid.org/0000-0002-8539-8200 
AD  -  PhD Candidate, Civ. Eng. M.Sc., Fac. of Engin., Univ. of Porto, Technical Director, C. Rolim Engenharia, Fortaleza, Brazil, alexandre@crolim.com.br, orcid.org/0000-0001-9711-970X 
AD  - Civ. Eng. MBA, Technical Manager, C. Rolim Engenharia, Fortaleza, Brazil, angela@crolim.com.br, orcid.org/0000-0002-7166-8556
AD  - Professor, Dept. of Acad. and Technol. Integ., Fed. Univ. of Ceará, Fortaleza, Brazil, jpbarros@ufc.br, orcid.org/0000-0001-5131-4593
AD  -  Assoc. Professor, Faculty of Engineering, University of Porto, Portugal, jmfcosta@fe.up.pt, orcid.org/0000-0002-7128-2952
AB  - Lean Construction has become a popular concept to improve performance and reduce costs in construction projects. Assessment tools and implementation strategies that focus on lean practices such as the Last Planner® System, the use of Kanbans, the routine of Kaizens and, recently, the integration with information technology are also common. However, barriers to the wide adoption of lean principles remain and implementation challenges continue to intrigue scholars. Previous studies suggest that barriers to the successful implementation can be either political, economical, social and/or technical, with the focus on lack of knowledge about lean concepts, resistance to the required organisational culture change, and lack of support from top management. Few studies present the lean implementation process from the practitioners’ perspective. Using the narrative enquiry methodology, the authors aim to describe how a construction company from Brazil matured from the implementation of lean operational tools to achieve excellence in the lean culture and mindset. 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. 
KW  - Lean construction
KW  - lean culture
KW  - lean implementation
KW  - commitment
KW  - enactment
PB  - 
T2  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
DA  - 2020/07/06
CY  - Berkeley, California, USA
L1  - http://iglc.net/Papers/Details/1773/pdf
L2  - http://iglc.net/Papers/Details/1773
N1  - Export Date: 29 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -