Developing a “True North” Best Practice Lean Company with Navigational Compass
Claus Nesensohn1, S. Tugra Demir2 & David J. Bryde3
1Researcher, Built Environment and Sustainable Technologies [BEST]–Research Institute, Liverpool John Moores University, Liverpool L3 2ET, UK, Phone +44 151 23 14 149, [email protected]2Researcher, Built Environment and Sustainable Technologies [BEST]–Research Institute, Liverpool John Moores University, Liverpool L3 2ET, United Kingdom
3Reader in Project Management, Built Environment and Sustainable Technologies [BEST]– Research Institute, Liverpool John Moores University, Liverpool L3 3AF, United Kingdom
Abstract
One challenge facing many organisations is how to become Lean. There are two aspects to this. First, what does a real Lean organisation look like? Second, how do you get there? This paper seeks to provide answers to these two questions. It presents an exemplar best practice Lean organisation for construction project management which has been developed through a benchmarking process involving 5 organisations. Using the Reading Model, a validated benchmarking process for construction, Lean methods, philosophy, strengths and weaknesses are analysed. Then a route map is outlined which can act as a compass to guide organisations wishing to undertake Lean as defined in the Reading Model. It is highlighted that the implementation of Lean in construction project management often requires both a change in organisational culture and structure. It is also stressed that the effective implementation of Lean requires a rigorous analysis of the organisation’s capability in relation to becoming Leaner.
Keywords
Benchmarking, Collaboration, Continuous Improvement/Kaizen, Germany, Lean Construction, Project Management, True North.
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Reference
Nesensohn, C. , Demir, S. T. & Bryde, D. J. 2012. Developing a “True North” Best Practice Lean Company with Navigational Compass, 20th Annual Conference of the International Group for Lean Construction , -. doi.org/
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