Lean construction (LC) and building information modelling (BIM) are viewed as complementary approaches for improving operational efficiency and value delivery in construction projects. Nevertheless, their combined implementation within the Indian construction industry remains uneven and fragmented. This study aims to examine the major constraints limiting LC–BIM adoption and to develop effective strategies for overcoming these constraints within the Indian industry context.
A structured decision-support framework was adopted to address the research objectives. Thirty-four implementation barriers from earlier studies were classified into 6 categories and 11 mitigation strategies were proposed. Expert inputs were analysed using the fuzzy analytical hierarchy process to prioritize strategies, while the fuzzy technique for order of preference by similarity to ideal solution ranked barriers by impact. Survey data reliability was confirmed using Cronbach’s alpha.
Skill, organizational and financial barriers are the top three critical challenges for the implementation of Lean–BIM integration. To address these challenges, the most effective strategies include client-mandated contractual requirements for Lean–BIM adoption, strong top management support and hiring Lean–BIM experts to provide project-level training and guidance.
This study extends Lean–BIM adoption literature by demonstrating that implementation barriers in emerging construction economies are primarily socio-organisational rather than technological. Applying a socio-technical systems perspective, the study explains how organisational readiness, workforce capability and stakeholder coordination shape Lean–BIM implementation outcomes. The findings provide a theoretically grounded prioritisation framework to support managerial and policy-level decision-making for Lean–BIM adoption in developing construction contexts.
