TY  - CONF
TI  - Accelerating construction of public infrastructures leveraging lean concepts: a case study
C1  - Singapore, Singapore
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
SP  - 1076
EP  - 1086
PY  - 2026
DO  - 10.24928/2026/0192
AU  - Rastogi, Dr Subhash
AU  - Misra, Manoranjan
AU  - Ghadai, Narendra Kumar
AU  - Jacob, Tony
AD  - Retired Professor, IIM Mumbai, India, dr.subhash.rastogi49@gmail.com, orcid.org/0009-0008-8756-3071
AD  - Former Engineer-in-Chief and Special Secretary, Govt of Odisha, India, manoranjanmisra@gmail.com, orcid.org/0009-0000-1849-8909
AD  - Superintending Engineer, Works Department, Govt of Odisha, India, narendraghadai@gmail.com, orcid.org/0009-0001-3386-0192
AD  - Director, Constask Management Solutions LLP, India, tony.jacob@constask.com, orcid.org/0000-0001-6393-6787
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
AB  - Public infrastructure projects often face schedule overruns due to fragmented planning, poor coordination, and weak workflow reliability. This paper presents a Lean Construction case study from India involving the construction of a 650-bed government teaching hospital, developed as an academic extension to an existing medical college. The project was part of a programme comprising four identical hospital facilities. After delays of nearly fifteen months, a pilot Lean intervention was initiated on one hospital.
The intervention shifted project control from traditional quantity-based monitoring to modular and sub-modular workflow planning using physically measurable work packages. Constraint management was prioritised, and repetitive work patterns across floors and building zones were systematically analysed. Lean planning was implemented through structured monthly, weekly, and daily collaborative planning cycles involving contractors, the Project Management Office (PMO), and client representatives, aligned with the Last Planner System®.
The outcomes included improved workflow reliability, effective debottlenecking of critical finishing activities, and enhanced coordination across project stakeholders. The pilot hospital was completed nearly three months ahead of the remaining projects without any increase in budget. The study demonstrates the practical applicability of Lean principles in public sector infrastructure projects characterised by complexity and multiple interfaces.
KW  - Collaborative Planning System
KW  - Last Planner System®
KW  - workflow
KW  - constraint management
KW  - production.
PB  - 
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
DA  - 2026/06/22
CY  - Singapore, Singapore
L1  - http://iglc.net/Papers/Details/2496/pdf
L2  - http://iglc.net/Papers/Details/2496
N1  - Export Date: 19 June 2026
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -