Warcup, R (2015) Successful paths to becoming a lean organization in the construction industry. PhD thesis, Utah State University, USA.
Abstract
Lean construction is considered a valuable solution for the declining productivity of the construction industry. This study seeks to answer the general research question: What does it take to become lean? The research explored the possible paths to becoming lean by examining the journeys of three successful lean construction firms in the U.S. The results are intended to assist other construction firms with their own transformations. This study is especially useful to executives and management because it describes the cultural transformation process of each participating company, the expectations of company employees, and the best practices that each company employed. A qualitative, multiple-case study methodology was used to find common patterns among all three firms as well as unique attributes. Eight research themes shaped the interview dialog that probed the participants' experiences and insights regarding lean--from the companies' initial discovery of lean to their implementation of tools and trainings. The themes further prompted responses regarding the roles that were critical to successful lean implementation as well as the barriers that inhibited lean adoption. Finally, interviews also sought out strategies to successfully promote and implement lean into the future. The research discusses the assertions and conclusions that emerged from the findings, which identify several successful paths to becoming lean. Findings show how people, the environment, and actions positively or negatively influence the adoption of a lean culture. The study concludes with recommendations for future firms regarding lean planning to transform the organization into a successful, top-performing, lean construction company. It emphasizes personalized application for each employee to create a positive environment for the new culture to develop. The conclusions also include five phases of lean saturation: discovery and learning, commitment, strategic planning, implementation, and training company partners in lean.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Reeve, E |
| Uncontrolled Keywords: | optimization; private sector; build-operate-transfer; government; privatization; risk analysis; project performance; risk analysis; simulation |
| Index terms: | construction industry, privatization, implementation, best practice, strategic planning, build-operate-transfer, executive, project performance, productivity, private sector, transformation, case study, becoming, risk analysis, methodology, commitment, strategy, construction firm, lean construction, interview |
| Subjects: | data collection methods, business, industry analysis, management, project management theory and practice, psychology, contractual arrangements, economic analysis, organization, practitioner, building construction, philosophical process, environmental hazards, research methods |
| Topics: | Project Management, Procurement, Sustainability, Site Management, Organizational Design, Research Practice, Business Strategy, Roles and Professions |
| Descriptive scope: | 4 PCTE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here