33rd Annual Conference of the International Group for Lean Construction (IGLC 33) - Osaka and Kyoto, Japan - 2025

https://doi.org/10.24928/2025/0140

The Hidden Lean: Lessons From Japan

Wataru Kon1, Iris D. Tommelein2, Gregory F. Saragih3, Richardus N. Kasih4 & Rafael V. Coelho5

1MS Student, Civil and Environmental Engineering Department and Project Production Systems Laboratory (P2SL), University of California, Berkeley, USA, [email protected], orcid.org/0009-0009-2254-8089
2Distinguished Professor, Civil and Environmental Engineering Department, Director, Project Production Systems Laboratory (P2SL), University of California, Berkeley, USA, [email protected], orcid.org/0000-0002-9941-6596
3MS Student, Civil and Environmental Engineering Department and Project Production Systems Laboratory (P2SL), University of California, Berkeley, USA, [email protected], orcid.org/0009-0001-4698-3722
4MS Student, Civil and Environmental Engineering Department and Project Production Systems Laboratory (P2SL), University of California, Berkeley, USA, [email protected], orcid.org/0009-0001-9821-0481
5PhD Student, Civil and Environmental Engineering Department and Project Production Systems Laboratory (P2SL), University of California, Berkeley, USA, [email protected], orcid.org/0000-0003-3298-3622

Abstract

Lean Construction, rooted in the Toyota Production System, has revolutionized the global construction industry. However, its explicit adoption in Japan—the birthplace of Lean principles—has been surprisingly limited. This paper investigates the intersection of traditional Japanese management systems and Lean principles to uncover latent Lean principles within Japanese construction practices. By combining a systematic literature review and field observations, the research explores the cultural, historical, and industrial factors that have shaped Japan’s approach to construction management. The study highlights unique aspects of Japanese management, including the WA culture of harmony, the Monozukuri and Hitozukuri spirit, and the membership-based employment system, which collectively foster a quality-centric environment aligned with Lean principles. Challenges such as labor shortages, workforce aging, and overwork culture are also examined alongside innovative initiatives like i-Construction. The findings aim to bridge the gap between Japanese management styles and the global LC philosophy, offering insights for enhancing Lean adoption worldwide.

Keywords

Japanese Management, Monozukuri, Hitozukuri, WA culture, Kaizen

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Reference in APA 7th edition format:

Kon, W., Tommelein, I. D., Saragih, G. F., Kasih, R. N. & Coelho, R. V.. (2025). The Hidden Lean: Lessons From Japan. In Seppänen, O., Koskela, L., & Murata , K. (Eds.), Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33) (pp. 1345–1356). https://doi.org/10.24928/2025/0140

Shortened reference for use in IGLC papers:

Kon, W., Tommelein, I. D., Saragih, G. F., Kasih, R. N. & Coelho, R. V.. (2025). The Hidden Lean: Lessons From Japan. IGLC33. https://doi.org/10.24928/2025/0140

 

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.

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