Abarinda, J; Kibwami, N and Tutesigensi, A (2019) Towards improving schedule performance of construction projects in Uganda with lean construction. In: Gorse, C and Neilson, C J (eds.) Proceedings of 35th Annual ARCOM Conference, 2-4 September 2019, Leeds Beckett University, Leeds, UK.
Abstract
Productivity, in terms of construction time performance of building construction projects in Uganda, is wanting – most projects are not completed within their original contract durations. A growing body of research suggests that such productivity challenges could be solved by implementing lean construction. However, there is barely any evidence on how lean construction can be applied to fit a wide variability of project environmental factors surrounding construction practices worldwide. In this paper, research is carried out to determine how Lean construction can be applied to ensure timely completion of construction projects in Uganda, considering the project environmental factors surrounding construction practices. A longitudinal research design was used involving a variety of data collection methods – participant observation, structured interviews and questionnaires. The subjects were contractors that had ongoing projects at the time, and their supervising consultants. Construction practices were assessed, environmental factors identified, and their compatibility with recommended lean tools from literature was assessed. The findings reveal that design changes, due to inadequate initial planning, are among the leading causes of poor time performance, and that contractors lacked discipline to work within time frames. Lean tools that were found to be applicable were value stream mapping, to remove unnecessary processes, and use of the last planner and collaborative planning tools. A strategy for integrating lean construction in the construction practices, cognizant of the environmental factors, was proposed based on the most appropriate lean tools suitable. Recommendations that were posed, basing on the proposed strategy include: all participants' involvement at the planning stage to minimize changes during construction and hiring managers of construction projects based on their qualifications, among others. The research shows that understanding project environmental factors, which ultimately affect productivity in terms of time performance, enhances better applicability of lean construction.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | lean construction; project delays; schedule performance; Uganda |
| Index terms: | Uganda, construction time, project delay, variability, environmental factor, duration, questionnaire, evidence, planner, construction project, time performance, value stream mapping, research design, strategy, design change, productivity, building construction, qualification, schedule performance, interview, manager, lean construction, observation, collaborative planning |
| Subjects: | practitioner, evaluation and assessment methods, data collection methods, profession, business, research design and methodology, contractual arrangements, environmental science, urban planning, production management, Geography, management, educational resources, statistical analysis, project controls, building construction |
| Topics: | Education, Time Control, Site Management, Research Practice, Project Management, Geographical Context, Business Strategy, Procurement, Construction Technology, Sustainability, Governance, Roles and Professions |
| Descriptive scope: | 4 PCEA |
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