Lean construction is widely known as a theory or methodology of organizational management, while seldom been studied as a solution for industry improvements through practice. This paper explores the practical role of lean for construction industry improvements beyond its theoretical inspirations by empirically examining the industry understanding and practice with the case of Hong Kong.
The research was designed as a mixed-method study by combining a critical literature review, semi-structured interviews with relevant professionals, and a follow-up research workshop that includes eight focus group discussions over two break-out sessions with Hong Kong construction stakeholders.
The research results indicate a low awareness of the term “lean construction” in use, but its principles were implicitly embedded in relevant practices and techniques, particularly building information modeling (BIM), low or zero carbon building (L/ZCB), and prefabrication and modular construction. Practitioners perceived wide-ranging benefits of lean for construction industry improvements but were reluctant to pioneer its adoption and concerned the multi-level challenges.
The paper provides a new practical perspective to rethink lean for construction industry improvements through its synergies with emerging practices, i.e. BIM and ICT, L/ZCB and sustainability, and prefabrication and modular construction.
