34th Annual Conference of the International Group for Lean Construction (IGLC 34) - Singapore, Singapore - 2026

https://doi.org/10.24928/2026/0259

Analysis of key success factors of lean construction performance

I Putu Artama Wiguna1, Tri Joko Wahyu Adi2, Yusroniya Eka Putri Rachman Waliulu3 & Devita Candraningtyas4

1Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, [email protected]
2Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, [email protected]
3Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, [email protected]
4Master’s in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, [email protected]

Abstract

Inefficiency, material waste, schedule delays, and cost overruns remain major issues affecting Indonesia’s construction projects, especially in high-rise projects. Lean construction gains recognition as a solution to these problems, though its application does not always lead to better project performance. By separating managerial practices from actual performance outcomes, this study aims to examine the hypothesized relationships between critical success factors and lean construction performance. A standardized questionnaire was distributed to professionals working in high-rise building projects, including project managers, site managers, engineers, consultants, and other experienced professionals. A total of 125 valid responses were analyzed using the Structural Equation Modeling-Partial Least Squares (SEM-PLS) method. The study examined direct and indirect effects of management commitment, human resource development, internal client focus, technical planning & continuous improvement, and lean construction performance. The results showed that Technical Planning & Continuous Improvement had the greatest direct influence on Lean Construction Performance at 58%. Meanwhile, when enabled through Human Resource Development, the indirect effect on Lean Construction Performance is at 28.8%. Followed by direct influence of Communication and Collaboration on Lean Construction Performance at 28.8%. These findings indicate that lean construction performance improves most effectively through planning systems and continuous improvement, then communication and collaboration.

Keywords

Lean construction, collaboration, commitment, continuous improvement, waste.

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Reference in APA 7th edition format:

Wiguna, I. P. A., Adi, T. J. W., Waliulu, Y. E. P. R. & Candraningtyas, D.. (2026). Analysis of key success factors of lean construction performance. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 519–532). https://doi.org/10.24928/2026/0259

Shortened reference for use in IGLC papers:

Wiguna, I. P. A., Adi, T. J. W., Waliulu, Y. E. P. R. & Candraningtyas, D.. (2026). Analysis of key success factors of lean construction performance. IGLC34. https://doi.org/10.24928/2026/0259

 

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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