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EXPORT DATE: 19 June 2026

@CONFERENCE{Wiguna2026,
author={Wiguna, I Putu Artama and Adi, Tri Joko Wahyu and Waliulu, Yusroniya Eka Putri Rachman and Candraningtyas, Devita },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={Analysis of key success factors of lean construction performance}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={519-532},
url={http://www.iglc.net/papers/details/2550},
doi={10.24928/2026/0259},
affiliation={Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, artama.wiguna@gmail.com ; Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, trijoko.riset@gmail.com ; Lecturer in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, yusronia.putri@gmail.com ; Master’s in Construction Project Management, Civil Engineering Department, Institut Teknologi Sepuluh Nopember, Surabaya, Indonesia, devitacandra1@gmail.com },
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. },
author_keywords={Lean construction, collaboration, commitment, continuous improvement, waste. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}