Eivazi Ziaei, P., Salhab, D., Ahuja, R. & Hamzeh, F. (2023). Lean health check framework. Proceedings of the
31st Annual Conference of the International Group for Lean Construction (IGLC31), 1498–1509.
doi.org/10.24928/2023/0163
LEAN HEALTH CHECK FRAMEWORK
Parastoo Eivazi Ziaei1, Diana Salhab2, Ritu Ahuja3, and Farook Hamzeh4
ABSTRACT
Lean construction is an approach that prioritizes enhancing quality and value while minimizing
waste. Lean management comprises of principles and concepts that must be observed to
effectively implement Lean management and leverage its benefits. In line with Lean concepts
and principles, appropriate behavior and culture must be properly implemented to achieve
successful Lean management, hence necessitating the use of an established health check
assessment to evaluate the level of Lean maturity. This study aims to introduce a health check
assessment to ascertain the level of maturity of Lean behavior and culture in the construction
industry. The health check assessment was formulated by identifying Lean success factors,
which were further validated by Lean experts. The methodology employed to achieve the study
objectives follows a Design Science Research (DSR) approach, which involves creating a health
check framework and evaluating it through an expert panel interview among project parties in
a real case study project. In addition to the Lean expert panel interview, other performance
metrics, such as percent planned complete (PPC) and constraint information, were collected.
The proposed framework was validated, and the results indicate that there may be a correlation
between effective team communication and project performance.
KEYWORDS
Lean construction, Lean maturity level, framework, Lean health check.
INTRODUCTION
Planning plays an essential role in construction projects. It tackles uncertainties in a project and
improves the efficiency of processes while providing a better understanding of project
objectives (Chan et al. 2004). However, the construction industry faces several challenges in
conducting reliable planning, scheduling, and budgeting, which leads to additional uncertainties
and inefficiencies. To address these challenges, modern project management has been
developed over the past forty years (Kerzner, 2017), including Lean project management, which
focuses on delivering high-quality products while minimizing waste and maximizing value and
quality (Ballard & Howell, 2003). The delivery process of Lean management is characterized
with clearer objectives where the product and process can be designed simultaneously, and the
production control applies entirely during a project's life cycle (Howell, 1999). This is achieved
within an environment of strong communication which is a fundamental aspect of Lean
philosophy. Put simply, in the construction context, planning, project management, and
communication are closely related and interconnected. Effective planning lays the foundation
1
2
3
4
Master of Science, Hole School of Construction Engineering, University of Alberta, Edmonton,
eivazizi@ualberta.ca, orcid.org/0009-0006-0743-6589
Ph.D. Student, Hole School of Construction Engineering, University of Alberta, Edmonton,
salhab@ualberta.ca, orcid.org/0000-0003-0307-6193
Lean Integration Leader, Kinetic Construction Ltd., Richmond, British Columbia,
rahuja@kineticconstruction.com, orcid.org/0000-0003-0941-4659
Associate Professor, Hole School of Construction Engineering, University of Alberta, Edmonton,
hamzeh@ualberta.ca, orcid.org/0000-0002-3986-9534
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Canada,
Canada,
Canada,
Canada,
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Parastoo Eivazi Ziaei, Diana Salhab, Ritu Ahuja, and Farook Hamzeh
for successful project management, and clear communication is essential for both planning and
project management to be successful.
The decision-making process in construction projects is influenced by communication
between team members; thus, miscommunication and involved parties' behaviours throughout
the process might lead to creating more new tasks (Hamzeh & Aridi, 2013). Put differently,
since construction teams are multidisciplinary and temporary, having effective communication
to exchange information and collaborate to reach the same goal is crucial. In addition to
communication and collaboration, there are some other Lean success factors like transparency,
safety, and waste minimization (Bayhan et al., 2019). As can be seen, some critical factors
should be considered in Lean implementation to achieve the highest potential. Therefore, this
research aims to provide a Lean health check framework to understand the Lean maturity level
on a project. The framework consists of first identifying Lean success factors through extensive
literature review, which are then validated by an expert panel and used to develop an expert
panel interview. The interview is designed and distributed among the participants of a real
project and the results are analyzed along with some last planner system (LPS) metrics. Finally,
team performance is analyzed, and lessons learned are collected.
LITERATURE REVIEW
THE NEED FOR LEAN CONSTRUCTION
According to PMI’s “A guide to the Project Management Body of Knowledge,” project
management is the application of knowledge, skills, tools, and techniques to project activities
to meet project requirements. Project planning is essential for controlling project success as it
provides the project parties with detailed information about execution dates and resources
(Zwikael, 2009). Project management is accomplished through the appropriate application of
five process groups, which are: initiating, planning, executing, monitoring and controlling, and
closing. Managing a project goes further to include the management of integration, scope, time,
cost, quality, human resources, communications, risks, and procurement (PMI 1996; Ballard,
2000).
In the 19th century, Bar and Gantt charts were used for planning and scheduling industrial
and construction projects. Afterwards, the Critical Path Method (CPM) was established as a
more developed version of the Gantt chart for production management, and it has been widely
used since the late 1950’s (Henrich & Koskela, 2006). CPM relies on creating construction
schedules by breaking the project down into activities and assigning them to task leaders. The
traditional project management methods work by delivering project objectives on the activity
level through a transformational approach, and while disregarding flow and value generation.
Therefore, when activities fall behind their schedule, specific measures must be taken to reduce
the cost and duration of delays (Howell, 1999; Diekmann & Thrush, 1986). As a result of
shortcomings in traditional project management methods, Ballard and Howell (1998) stated that
there is a need to develop a new management system for making sound decisions when it comes
to productivity and project progress.
Another reason for introducing a new management system was to reduce variability. A poor
management system leads to unexpected conditions and renders objectives unstable and
unachievable (Ballard, 2000; Thomas et al., 2002). Unstable conditions are mainly due to
variability in performance; so, it is vital to have a new management system that could decrease
such variability. Consequently, Lean construction was introduced as a production system that
tackles variability and waste. Lean concepts originated in the manufacturing industry.
According to Lean manufacturing principles, construction workflow variables are imped system
performance (Howell, & Ballard, 1994; Tommelein, 1998).
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Lean philosophy began with the Toyota Production System (TPS), and it was developed by
Taiichi Ohno. TPS’ main concepts include customer value identification, waste reduction by
eliminating non-value-adding activities, creating a continuous flow, and seeking continuous
improvement (Koskela, 1992; Howell, 1999). Additionally, Lean production focuses on
managing a process through achieving value efficiency and providing helpful tools and
methodologies for appropriate planning (Faniran et al., 1997).
LPS technique is an essential application of the Lean production system, which helps to
control planning, and minimize uncertainties and complexities by involving subcontractors and
lower-level management in the planning and control process (Hamzeh et al., 2019; Viana et al.,
2017). Moreover, the LPS production planning and control system increases workflow
reliability on construction projects (Ballard & Howell, 1998). Several metrics have been
developed as part of LPS environment, and among these metrics, Percent Planned Completed
(PPC) is the most common. PPC measures the reliability of weekly work planning and tracks
the performance of reliable promising. It is calculated by dividing the number of planned
activities completed at the end of a short period over the total number of activities promised to
be completed at the beginning of that period.
LEAN CONSTRUCTION AND IMPLEMENTATION
Koskela and Ballard (2012) examined that developing new ways of thinking and integrating
elements of production management and project management into a comprehensive system for
construction is essential for the effective delivery of projects through Lean. Certainly, the
transformation towards Lean construction will lead to changes in the culture and its people
(Green et al., 2008), at both the temporary organization (project) and the management level
(Ballard and Howell, 1998).
According to Hamouda et al. (2014), Lean behaviour is defined as a behaviour that adds or
creates value, and this behaviour will impact Lean management. The authors also mentioned
that behaviour change is the key factor to improve performance. Implementing sustainable Lean
concept is required to change the culture by focusing on Lean behaviour. The authors examined
that collecting and documenting the critical success factors of Lean implementation will help
to change the culture and create more focus on Lean behaviour.
Bayhan et al. 2019 stated that there should be a clear strategy to implement the Lean culture
effectively and enhance its potential. A clear strategy will also help decrease the waste in the
system which is one of the main Lean principles. Therefore, the authors introduced a list of
enablers and barriers to Lean implementation. In addition, other researchers introduced Lean
success factors and barriers (Tayeh et al., 2018; Netland 2016; Salem et al., 2015). Thus, this
research aims to implement a Lean health check framework as a clear strategy according to the
Lean success factors which have been collected through the literature review and Lean experts’
knowledge.
LEAN IMPLEMENTATION SUCCESS FACTORS
Many researchers addressed the critical success factors of Lean construction. For instance,
Demirkesen and Bayhan (2020) proposed a success model for implementing Lean philosophy
in the construction industry. The model uses Delphi method to administer data collected from
a questionnaire conducted with eight experienced civil engineers. It targets identifying seven
categories of success criteria and uses an analytical network process to reveal links between the
success attributes. The study found that Lean training, availability of Lean tools and techniques,
and market share were the most important success factors for Lean implementation.
In another study, Li et al. (2020) proposed a method for assessing the lean construction
management performance (LCMP) using the analytic network process-fuzzy comprehensive
evaluation (ANP-FCE) model. The LCMP evaluation index system was achieved through
literature review and questionnaire surveys. The ANP and Super Decisions software were used
Proceedings IGLC31, 26 June - 2 July 2023, Lille, France
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Parastoo Eivazi Ziaei, Diana Salhab, Ritu Ahuja, and Farook Hamzeh
to calculate the weights of the indices and the FCE was adopted to carry out a comprehensive
evaluation of LCMP. The proposed method can help decision makers identify the strengths and
weaknesses of LC management of the evaluated project.
Watfa and Sawalha (2021) identified critical factors necessary for successful
implementation of Lean Construction and developed a conceptual framework for adopting it.
The authors conducted a literature review and a survey of local construction companies to
identify 13 Critical Success Factors (CSFs) categorized into four main constructs: Managerial,
Organizational, Structural, and External Factors. The study proposes a preliminary roadmap to
guide construction companies in adopting Lean techniques.
Another study by Shaqour (2022) focused on the challenges faced by the construction sector
and suggested that the adoption of lean construction approaches can help in reducing waste and
enhancing performance. Data was collected from 162 construction professionals, and the study
found that the adoption of lean tools positively affects time, cost, quality, safety, environment,
and relationships. However, the study also found that while construction professionals apply
lean tools in construction sites, their knowledge level of lean concepts is less than the adoption
level.
METHODOLOGY
According to Van Aken (2004), scientific disciplines can be classified into formal sciences,
explanatory sciences, and design sciences depending on the mode of producing scientific
knowledge. In design sciences, knowledge is created through the implementation of a solution
that is able to employ or alter a particular occurrence (Vaishnavi and Kuechler, 2007). Therefore,
according to Alsehaimi et al. (2012), design science (or constructive research) can assist in
developing and implementing innovative managerial tools and tackling different managerial
construction problems. Therefore, this approach seems to be appropriate for conducting
research in construction management. March and Smith (1995) state that the design science
research (DSR) process has two fundamental parts: creating artifacts that can address real-world
issues and evaluating their performance in use.
According to Hevner (2007), DSR contains three primary cycles, which are:
5. The relevance cycle: it involves the development of an artifact to resolve a relevant
problem identified in a specific environment.
6. The design cycle: it facilitates iterations in the design and assessment of the artifact until
a satisfying product is obtained.
7. The rigour cycle: it uses existing past knowledge, skills, and artifacts in the application
area to ensure innovation beyond the known.
This research implements the DSR methodology to develop a framework for LPS and social
health checks. Three main stages of the research approach are shown in Figure 1, which are:
the need for a framework, framework development, and testing of the framework.
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ʹǤ
͵Ǥ
Figure 1: Research Methodology Steps
DEVELOPING THE FRAMEWORK
According to the literature review, it was found that there is a need to develop a framework to
assess the Lean maturity level of a project. After realizing the need for such a framework,
literature review has been conducted to collect the Lean success factors which have been further
validated by Lean experts. The collected factors are then used to design questions and create an
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interview to be run on a real project. The Lean expert panel interview will help to understand
the Lean implementation level of the project.
In addition to the interview results, some performance metrics are needed to compare the
interview results and Lean project performance. Lean project performance indicators like PPC
and constraint information can be used as data-driven decision-making approach to understand
the team performance, identify their strengths and weakness, and summarize lessons learned
from the project. Since project performance and Lean implementation are time-related, the
above-mentioned steps should be done every month to have a clear idea about the strengths and
weaknesses. Figure 2 illustrates the health check framework and the steps in detail.
Validated by Lean
Experts
1. Identify Lean success
factors
2. Conduct Lean survey to
understand the level of lean
implementation
5. Measure lean
implementation level based
on lean survey
6. Team performance
evaluation
3. Gather LPS metrics data
(e.g. constraint log, PPC)
4. Analyze results
7. Identify team
performance strength and
weaknesses
10. Lesson Learned &
Improvement Suggestion
Redo the Steps Every Month
Figure 2: Lean Health Check Framework
DESIGNING THE INTERVIEW
The Lean expert panel interview has been designed to understand the level of Lean
implementation in projects based on the Lean success factors collected through literature review
(Bayhan et al., 2019; Castillo et al. 2018; Kallassy and Hamzeh 2021; Power et al. 2021;
Simmons et al. 2020; Zheng et al. 2020). At first stage, around 90 factors have been collected,
which were then reduced based on the research goal pertaining to focusing on the effect of
communication on Lean maturity level. The process of reducing the factors and designing the
questions has been validated by the Lean experts and finalized as shown in Table 1. After
finalizing the factors and questions, the Lean expert panel interview is conducted to understand
the Lean implementation level. Table 1 summarizes the factors and questions which have been
finalized by Lean experts and project managers and implemented on real projects.
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Parastoo Eivazi Ziaei, Diana Salhab, Ritu Ahuja, and Farook Hamzeh
Table 1: Lean Success Factors and Interview Questions
Categories
Respect for people
Teamwork
Interview Questions to Rate Each Factors
"Communication is formalized and communicated when required. "
"The company is flexible in communicating with trades during the
execution phase and whenever needed without waiting for RFI."
"The company trusts the word given by the trade partners and provides
an opportunity to the trade partners for decision making."
"There is a knowledge-sharing culture in the company."
Communication &
Collaboration
"The company creates the handover structure and schedule of
deliverables."
"The company cooperates with trades to build trust and commitments
Transparency
"The information on which tasks will be performed during the week is
transparent and available to the trades."
Safety
"The company prompts employees about safety in the workplace every
day during the daily huddles."
Problem SolvingLearning
"The company is using problem-solving techniques to determine the
reasons for variance are identified and discussed during the weekly
trades meetings."
Consistency and
Standardization
" The company standardizes the best practices and defines certain rules
for the trades."
Waste
minimization/conscious
ness
"Handoff quality is good, and no need to rework."
Work activities and tasks are planned in such a way to minimize the
DOWNTIME."
Innovation
"There is continuous support from the top management."
" The company continually reports the project status and updates the
progress."
Continuous
improvement–Quality
" The company has meetings to discuss lessons learned in the middle of
the project."
"There is an ongoing effort to teach the Lean concepts and further
specialization."
"The information on which tasks will be performed during the week is
transparent and available to all workers of the construction."
" The company provides the information regarding what task should be
done, when, and by whom.
LPS
" The company keeps a record of the lessons learned on-site for future
projects."
"There is a systematic update of the master plan when it is necessary."
"Trades are involved in constraint identification and providing solutions."
TABLE TESTING THE FRAMEWORK
The proposed Lean health check framework and dashboard have been tested in one real project
as a case study. The case study is a school rehabilitation project in Vancouver, Canada. The
project was selected because the Lean management system and the last planner system were
used for production planning and control. This case study aims to examine Lean maturity and
behaviour and find the gap to improve the weakness. To do so, first, the Lean expert panel
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Lean Health Check Framework
interview has been conducted to understand the level of Lean implementation in the project.
Second, the performance indicators like PPC and constraint information have been collected
from the software that the company was using as their planning software. After collecting all
the information, the dashboard has been created to have a current project performance and Lean
maturity indicators. The proposed framework suggests that the process should be repetitive
every month to understand the process improvement, however, we were able to collect the data
to complete the process only one time because of time and data collection limitation.
RESULTS AND DISCUSSION
The interview was conducted on the LimeSurvey platform and was accessible for one month to
collect the results. Each respondent was asked to rate the Lean success factors between 1 (low)
and 5 (high). After getting all the answers, the average of the results was used to check the Lean
maturity level for the project and the result was finalized by designing a radar chart, which can
be seen in Figure 3. Figure 3 shows the categories of the success factors with the answers’
averages. The interview results in Error! Reference source not found. show that
communication and collaboration are the lowest and transparency and LPS are the highest
among other factors.
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Ͷ
͵
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ʹ
ͳ
Ͳ
Ȁ
Ǧ
Figure 3: Lean Maturity Level
In addition to interview results, LPS-related metrics like PPC and constraint information were
collected from the software used by the company to compare the actual results to parties'
opinions. The average PPC was 65% during the study, which is shown in Figure 4. The PPC
result shows that the company was struggling to complete the planned tasks and as a result, the
PPC rate was not high enough. At the same time, the interview results show that the company
has a high LPS implementation rate, and the actual LPS-related metrics show through the
questionnaires that there is optimism around LPS implementation.
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Parastoo Eivazi Ziaei, Diana Salhab, Ritu Ahuja, and Farook Hamzeh
ͲǤ͵ͷ
ͲǤͷ
Figure 4: Actual Percent Plan Completed
In addition, the constraint log information has been collected to uncover the reasons for having
lower PPC. The constraint information log shows that 135 constraints had to be removed to
execute specific tasks, and among the 135 constraints, only 25 were removed on time and 21
were removed ahead of time. During the study period, 40 constraints had not been removed yet,
and they were behind in removing 46 constraints. The behind tasks were divided into two
sections which are behind by more than 50 days and behind by less than 50 days. The results
show that 22 tasks were behind by more than 50 days. Figure 5shows the results in more detail.
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ͶͲ
ʹʹ
ʹͷ
ʹͳ
ͷͲ
ͷͲ
Figure 5: Constraint Log Information
PERFORMANCE DASHBOARD
After collecting all the required information, a dashboard was created to have a clear
understanding of the current project’s performance. It contains visualized Lean expert panel
interview results, actual PPC, goal, and constraint logs. On the top of the dashboard, the user
will see the interview results and the middle of the dashboard shows the average and the
standard deviation of the interview results which help in visualizing the variability. At the
bottom of the dashboard, the user will see all the LPS metrics information that has been
collected from the planning software, which can be seen in Figure 6.
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Lean Health Check Framework
Figure 6: Performance Dashboard
The dashboard for the project adopted as a case study is generated. As can be seen in Figure 6,
the interview results show that the company has a high rate of transparency and a low rate of
communication and collaboration. In addition to the interview results and LPS-related metrics,
the dashboard shows that the company is 30% behind its goal. Therefore, the framework and
the dashboard will help reveal the weaknesses and strengths and find room for improvement of
Lean implementation.
CONCLUSION
Lean project management is part of modern project management because it focuses on
increasing quality and value while decreasing waste. Even though Lean is widely used
worldwide, it is still new to many construction professionals, and partial implementation of
Lean and LPS will limit its potential. Implementing Lean not only improves production control,
but also helps build relationships among construction teams and strengthen social networks;
accomplishing an effective Lean environment requires effective communication to collaborate
and exchange information. Therefore, increasing the level of communication and collaboration
will help individuals and companies implement a more mature Lean system in their projects.
Accordingly, this research introduces a Lean health check framework to understand the level of
Lean implementation on a project and it also helps to find room for improvements.
The proposed framework has been tested on a real project and the interview results show
that the team was optimistic about how they are implementing LPS; however, the data shows
that they are struggling with constraint identification and removal, which can directly affect
LPS proper implementation (Perez & Ghosh, 2018; Hamzeh et al., 2015; Hamzeh, Zankoul, &
Rouhana, 2015; Ballard, 2000). The interview results also show that the level of communication
and collaboration is low and needs to be improved. According to Alarcón and Calderón (2003),
the communication-transparency factor is one of the main factors that can directly impact PPC
results. Thus, more involvement and training would be valuable to increase the Lean maturity
level. The authors also noticed that PPC is higher on projects with a collaborative approach.
Therefore, by considering the mixed method approach, which is a combination of interview
results and data-driven decision-making, there could be a relationship between LPS
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implementation and the parties' interaction. As a result, there is a need to study such relationship
in future research. In addition, some limitations of this study should be addressed in future
research such as testing the framework on multiple projects and considering additional factors
like project nature and complexity.
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