28th Annual Conference of the International Group for Lean Construction (IGLC) - Berkeley, California, USA - 2020

https://doi.org/10.24928/2020/0074

A Requirement Model for Lean Leadership in Construction Projects

Rory Walter1, Marc Weinmann2, Carolin Baier3, Svenja Oprach4 & Shervin Haghsheno5

1MSc Student, Karlsruhe Institute of Technology, 76131 Karlsruhe, Germany, +49-721-608-42647, [email protected], orcid.org/0000-0002-8405-1029
2BSc Student, Karlsruhe Institute of Technology, 76131 Karlsruhe, Germany, +49-721-608-42647, [email protected], orcid.org/0000-0003-3871-0553
33 Research Fellow, Karlsruhe Institute of Technology, 76131 Karlsruhe, Germany, +49-721-608-48265, [email protected], orcid.org/0000-0002-2790-9586
4Research Fellow, Karlsruhe Institute of Technology, 76131 Karlsruhe, Germany, +49-721-608-48265, [email protected], orcid.org/0000-0002-0376-1791
5Professor, Karlsruhe Institute of Technology, 76131 Karlsruhe, Germany, +49-721-608-42646, [email protected], orcid.org/0000-0002-0602-6370

Abstract

A growing number of construction companies are implementing the Lean philosophy to improve the customer’s value and identify waste. A recently conducted survey with corporate members of the LCI showed that main barriers in Lean implementation are managerial based. Many construction companies mainly focus on the implementation of Lean Construction methods and tools and often social factors for cultural change are neglected. 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. A role shift is necessary, which results in changing requirements for leadership: From a strongly centred role of a manager to the role of a leader. The new leadership role has both to support collaboration between subcontractors and to continuously improve the skills and knowledge of the individuals. Based on a comprehensive literature study in the field of Lean Leadership and leadership approaches in general, the authors develop a requirement model for construction managers for the Lean transformation process. The requirement model can serve as a basis for further research and the development of further training programs for construction managers.

Keywords

Lean Construction, Lean Leadership, culture change, requirements

Files


Full Text

Presentation
 

Reference

Walter, R. , Weinmann, M. , Baier, C. , Oprach, S. & Haghsheno, S. 2020. A Requirement Model for Lean Leadership in Construction Projects , Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC) , 145-156. doi.org/10.24928/2020/0074

Download: BibTeX | RIS Format

 

Founded in 1993, the IGLC is an international network of researchers from practice and academia in architecture, engineering, and construction (AEC) who feel that the practice, education, and research of the AEC industry have to be radically renewed in order to respond to the global challenges ahead.

2015 © All Rights Reserved.