https://doi.org/10.24928/2019/0229

Comparing Lean Management Principles and Evolutionary Design in Nature

Malek Ghanem¹, Rania Albanna², Ralph I. Hage³ & Farook R. Hamzeh⁴

¹Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, [email protected]
²Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, [email protected]
³Graduate Student, Civil and Environmental Engineering Department, American University of Beirut, Beirut Riad El-Solh 1107 2020, Lebanon, [email protected]
⁴Associate Professor, Civil and Environmental Engineering Department, University of Alberta, Canada, [email protected]

Abstract

Evolutionary design is defined as a gradual process in which something changes into a different and usually more complex or better form. This process is apparent in nature where it is evolving towards the optimum solution. Lean is defined as a philosophy that aims at eliminating waste in production processes without compromising value. The two concepts appear in the literature as independent with little attempts to study a possible relation between them. The purpose of this paper is to explore synergies between the two seemingly distinct systems. This is performed by studying each notion on its own through breaking it down to its dynamic functional systems, and comparing the functions of each against one another. Findings reveal that the development of lean since its inception is comparable to the natural mechanisms of evolutionary design in nature. Findings suggest that lean is the natural course of evolution of construction management systems towards more optimal systems.

Keywords

Lean construction, evolutionary design, nature, workflow, optimization, design science

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Reference

Ghanem, M. , Albanna, R. , Hage, R. I. & Hamzeh, F. R. 2019. Comparing Lean Management Principles and Evolutionary Design in Nature, Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) , 573-582. doi.org/10.24928/2019/0229

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