CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Construction industry in Nigeria has the potential to improve its capabilities and efficiency by

modernising the industry and increasing users‘ satisfaction (Egan, 1998). Furthermore, Egan

(1998) suggests that Lean Construction (LC) is a way forward that enhances efficiency by

smoothening the construction work flow while improving the overall value of a product to

achieve the pre-determined goals, where ultimate users‘ satisfaction is successfully achieved

(Marhani et al., 2013). ‗Value‘ is the competent formation of a service provided to the

customer at the correct time, at a reasonable cost, in to the correct quality standards (Ballard

and Howell, 1998).

Lean thinking can also be defined as a goal that is set against a set of measurements of

perfections (Diekmann and James, 1994). Perfection may not be attainable in a zero-defect/

zero-waste/ zero-carbon parameter. Nevertheless, it can be achieved in such a parameter

where the construction environment represents a sustainable future where defects and wastes

are utmost minimised that leads to eliminate cost overruns, delays and avoid inconsistency

with the customer expectations (Gregory, 2011).

One of the core principles of Lean Construction is the emphasis on value creation. Traditional

construction practices often prioritize completing tasks and milestones over creating value for

the end-user. Lean Construction, however, shifts this focus by identifying and maximizing

activities that add value while minimizing or eliminating non-value-adding activities,

commonly referred to as waste (Koskela, 2000). This approach ensures that every step in the

construction process contributes to the overall project goals and client satisfaction.

Another significant aspect of Lean Construction is the use of collaborative planning and

scheduling techniques, such as the Last Planner System (LPS). The LPS improves project
delivery by fostering better communication and coordination among all stakeholders,

including contractors, subcontractors, and suppliers (Ballard, 2000). By involving these key

players in the planning process, Lean Construction enhances the reliability of work schedules

and reduces the uncertainty that often leads to delays and cost overruns.

Moreover, Lean Construction emphasizes continuous improvement through techniques such

as Kaizen and the Plan-Do-Check-Act (PDCA) cycle. These methodologies encourage teams

to regularly review processes, identify inefficiencies, and implement changes that lead to

incremental improvements (Salem et al., 2006). This focus on continuous improvement helps

construction projects to adapt to changes and challenges more effectively, ultimately

enhancing overall project performance.

The implementation of Lean Construction principles has been shown to yield significant

benefits in various projects globally. Studies have documented improvements in project

timelines, cost savings, and quality of work as a result of adopting Lean practices (Sacks et

al., 2010). For example, the application of Lean principles in the construction of the

Heathrow Terminal 5 project led to a 60% reduction in construction-related accidents and a

10% improvement in productivity (Dave et al., 2016).

Lean Construction also fosters a culture of collaboration and respect among

construction teams. By promoting open communication, mutual respect, and shared goals,

Lean practices create a more positive work environment, which can lead to higher job

satisfaction and better overall project outcomes (Green and May, 2005). Despite the clear

advantages, the adoption of Lean Construction principles is not without challenges.

Implementing Lean requires a fundamental shift in mindset and culture, which can be

difficult to achieve in an industry that is often resistant to change (Sarhan and Fox, 2013).

Additionally, there are practical obstacles such as the need for training, changes in traditional

contracts, and the integration of new technologies (Abdel-Razek et al., 2007).

1.2 PROBLEM STATEMENT

Construction projects are common and well known for being delayed, over-budget and

shrank with nonunique quality standards. Hither to, the traditional construction management

methods has been successful for some extent in addressing the aforementioned common

problems. Nevertheless, it appears that the effectiveness of conventional project management

approaches still remain in a neutral-impassive status whereas most of the problems still

remain same.

1.3 AIM AND OBJECTIVES

The aim of this research is ―to identify the effectiveness of applying lean construction

principles and practices in order to enhance the construction flow in the contractor‘s

perspective‘‘, which is achieved through the following objectives;

i. To determine the current awareness towards lean construction within the construction

industry.

ii. To investigate the barriers impeding LC and effectiveness of practically applying lean

techniques in to two particular construction organizations.

iii. To develop a conceptual framework with the trace of barriers identified for the

implementation of lean thinking.

iv. To verify the proposed conceptual framework towards enhancement the construction

flow that leads project prospects.

1.4 SIGNIFICANCE OF THE STUDY

The study is significant in the context of improving operational efficiency within the

construction industry. Lean construction principles aim to eliminate non-value-added

activities, reduce delays, and enhance workflow, leading to smoother project execution and

timely completion. By investigating the application of lean principles, the study contributes to
the significant goal of cost reduction. Optimizing resource utilization through lean practices

helps in minimizing waste, reducing unnecessary expenses, and improving the overall cost-

effectiveness of construction projects.

1.5 SCOPE AND LIMITATION OF THE STUDY

1.5.1 Scope of the Study:

i. The study focuses on examining the application of lean construction principles and

practices in the construction industry.

ii. It explores how lean concepts can be integrated into project delivery processes to

enhance efficiency, minimize waste, and improve overall construction performance.

1.5.2 Limitations of the Study:

i. The study may not cover every aspect of lean construction due to the vastness of the

topic.

ii. The availability of comprehensive data from ongoing or completed projects may pose

limitations in certain cases.

iii. Time constraints may impact the depth of analysis for each case study or project.

1.6 RESEARCH METHODOLGY

To achieve the objectives of this study, the research was carried out through review of

relevant literatures as a secondary source of data for the research which includes; journals,

textbook, newspaper and magazine, publication from agency such as National Board for

Technical Education (NBTE) and internet sources will be extensively reviewed to obtain

relevant information on the topic. As well as questionnaire design to be administered to craft

skills workers on construction sites.

 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 LEAN CONCEPTS AND PRINCIPLES

Aziz and Hafez (2013) demonstrate that since the 1950s, the Toyota motor company has

magnificently applied lean production or Toyota production system as they evolved over the

years. According to Chung and Mutis (2019), lean construction concepts are processes or

measures that minimise non-value adding activities and also make sure that the value adding

activities are extensively controlled in order to increase productivity. Therefore, lean

construction is all about management and improvement of the construction processes to

profitably deliver what the client needs through the elimination of waste in the construction

stream. This can be done by using the right principles, resources and measures to deliver

things right the first time (Dehdasht et al., 2020). Thus, the major intention of lean

construction as a concept is to decrease wastage whilst increasing on the value of the outputs.

Dehdasht et al., (2020) additionally emphasise that continuous improvement, high levels of

user focus, improved commitment and communication, value for money, and the betterment

of both project management and supply chain are more of the additional benefits of lean

construction once

incorperated in the production processes.

2.2 EVOLUTION OF LEAN CONSTRUCTION

Lean construction has its roots in the manufacturing industry, particularly the Toyota

Production System (TPS), which was developed by Taiichi Ohno and Shigeo Shingo in the

1950s (Womack et al., 1990). TPS revolutionized manufacturing by emphasizing the

elimination of waste and continuous improvement to increase efficiency and productivity

(Ballard, 2000). In the 1990s, researchers and practitioners began adapting lean principles
from manufacturing to the construction industry (Howell et al., 1993). This marked the

emergence of lean construction as a distinct field of study and practice. Initially, lean

concepts were applied to individual construction projects with a focus on improving specific

processes, such as scheduling and production management (Koskela, 2000).

As lean construction gained traction, scholars sought to develop a comprehensive framework

that could be applied across the entire construction project lifecycle. This led to the

formulation of key principles and concepts specific to the construction context. For example,

Koskela (1992) proposed the concept of "lean thinking" in construction, emphasizing the

importance of value creation, waste reduction, and continuous improvement.The evolution of

lean construction has also been influenced by various research initiatives and collaborative

efforts within the construction industry. Organizations such as the Lean Construction Institute

(LCI) have played a pivotal role in promoting lean principles and facilitating knowledge

sharing among practitioners (Ballard and Howell, 2003). Furthermore, the integration of

information technology and digital tools has enabled the implementation of lean principles in

construction projects more effectively. Building information modeling (BIM), for instance,

has facilitated collaborative planning and coordination, leading to improved project outcomes

(Sacks et al., 2010).

2.3 LEAN TOOLS AND TECHNIQUES IN CONSTRUCTION

Lean construction employs various tools and techniques aimed at eliminating waste,

optimizing processes, and improving overall project efficiency. This section explores some of

the prominent tools and techniques used in lean construction practices.

2.3.1 Value Stream Mapping (VSM)

Value Stream Mapping (VSM) is a fundamental lean tool used to analyze and visualize the

flow of materials and information throughout the construction process. By mapping out the

entire value stream, from initial planning to project completion, stakeholders can identify

non-value-added activities and streamline processes to enhance efficiency (Ballard, 2000).

2.3.2 Last Planner System (LPS)

The Last Planner System (LPS) is a production planning and control technique that enables

collaborative scheduling and reliable project delivery. LPS focuses on collaborative planning

sessions where the last planners, typically subcontractors or tradespeople, commit to

achievable work targets based on their capacity and constraints (Ballard and Howell, 1998).

2.3.3 5S Methodology

The 5S methodology—Sort, Set in order, Shine, Standardize, and Sustain—is a systematic

approach to workplace organization and standardization. In construction, 5S principles are

applied to enhance productivity, safety, and cleanliness on job sites by eliminating clutter,

improving accessibility, and promoting a culture of continuous improvement (Chen et al.,

2013).

2.3.4 Pull Planning

Pull planning is a collaborative scheduling technique derived from lean manufacturing

principles, aiming to align activities based on actual demand rather than forecasts. In

construction, pull planning involves sequencing tasks based on their dependencies and the

availability of resources, promoting a just-in-time approach to project delivery (Koskela and

Howell, 2002).

2.3.5 Kanban System

Originating from Toyota's production system, the Kanban system is a visual management tool

used to control the flow of materials and tasks in construction projects. By visualizing work

stages and limiting work in progress, Kanban systems help prevent overproduction, reduce

lead times, and enhance overall project efficiency (Tommelein et al., 1999).

2.3.6 Continuous Improvement (Kaizen)

Kaizen, meaning "continuous improvement" in Japanese, is a core principle of lean

construction philosophy. It involves the ongoing pursuit of incremental improvements in

processes, systems, and outcomes through the involvement of all project stakeholders. Kaizen

fosters a culture of continuous learning and adaptation, driving sustainable performance

improvements in construction projects (Tezel and Koskela, 1999).

2.3.7 Lean Supply Chain Management

Lean supply chain management extends lean principles beyond the boundaries of individual

construction projects to optimize the entire supply chain. By eliminating waste, reducing lead

times, and enhancing collaboration among suppliers, contractors, and clients, lean supply

chain management contributes to improved project outcomes and overall construction

performance (Hines et al., 2004).

2.4 INTEGRATION OF LEAN CONSTRUCTION WITH PROJECT DELIVERY

In the construction industry, the integration of lean principles with project delivery methods

has become increasingly recognized as a means to improve project outcomes and enhance

construction performance (Ballard, 2000). This section explores the various project delivery

methods and discusses how lean construction principles can be effectively integrated into

each approach. Project delivery methods in construction encompass a range of contractual

arrangements and organizational structures that dictate how a project is planned, designed,

and executed. Common project delivery methods include traditional design-bid-build, design-
build, construction management at-risk (CMAR), and integrated project delivery (IPD)

(Baldwin et al., 2000).

2.4.1 Incorporating Lean Practices into Different Project Delivery Models

2.4.1.1 Design-Bid-Build (DBB)

In the traditional design-bid-build approach, the project is divided into sequential phases,

with each phase handled by different entities. Lean principles can be incorporated into this

method by emphasizing collaboration among stakeholders during the design phase to

streamline processes and reduce waste (Abdelhamid & Everett, 2004). Additionally,

implementing target value design (TVD) techniques can help align project objectives with

client requirements while maintaining cost and schedule constraints (Ballard & Howell,

1998).

2.4.1.2 Design-Build (DB)

Design-build projects involve a single entity responsible for both design and construction.

Lean construction principles can be integrated into design-build projects by promoting early

contractor involvement (ECI) and fostering a culture of collaboration among design and

construction teams (Koskela et al., 2003). By engaging key stakeholders early in the project

lifecycle and employing continuous improvement practices, design-build teams can optimize

project delivery processes and enhance overall performance (Hinze et al., 2013).

2.4.1.3 Construction Management at-Risk (CMAR)

CMAR combines elements of both design and construction management, with the

construction manager serving as a consultant to the owner during the design phase and

assuming the role of the general contractor during construction. Lean construction principles

can be integrated into CMAR projects by adopting lean construction management practices,
such as pull planning and last planner system (LPS), to improve coordination and

communication among project participants (Abdelhamid & Selen, 2007).

2.4.1.4 Integrated Project Delivery (IPD)

IPD is a collaborative project delivery approach that involves the early integration of key

stakeholders, including the owner, architect, and contractor, to collectively make decisions

and share risks and rewards. Lean principles are inherent in the IPD approach, as it

emphasizes teamwork, transparency, and continuous improvement throughout the project

lifecycle (Leicht & Ballard, 2011). By fostering a culture of trust and collaboration among

project participants, IPD enables the effective implementation of lean construction practices,

resulting in improved project outcomes and enhanced construction performance (Kagioglou

et al., 2001).

2.5 IMPACT OF LEAN CONSTRUCTION ON CONSTRUCTION PERFORMANCE

Lean construction principles have been widely recognized for their potential to significantly

enhance construction performance in various aspects. This section explores the empirical

evidence and theoretical perspectives regarding the impact of lean construction on

construction performance metrics.

2.5.1 Improvements in Project Cost Management

Lean construction methodologies have been associated with notable improvements in project

cost management. Research by Al-Tmeemy, Abdul-Rahman, and Harun (2011) demonstrated

that lean practices such as value engineering and continuous improvement contributed to

substantial cost reductions in construction projects. Similarly, Koskela and Howell (2002)

emphasized the importance of eliminating waste and enhancing value through lean
techniques, leading to more efficient resource utilization and cost savings. Moreover, a meta-

analysis conducted by Yang and Wang (2017) indicated that lean construction

implementation resulted in significant cost reductions across various project types and

contexts. By minimizing non-value-added activities and optimizing processes, lean principles

enable construction teams to achieve greater cost efficiency and control throughout project

delivery.

2.5.2 Enhancements in Project Schedule and Time Management

Lean construction methodologies have also demonstrated positive effects on project schedule

and time management. According to a study by Abdelhamid and Everett (2010), lean

practices such as collaborative planning and pull scheduling facilitate the identification and

mitigation of schedule-related inefficiencies, leading to reduced project durations and

improved on-time delivery performance.

Furthermore, research by Ballard and Howell (2003) highlighted the role of lean construction

in promoting reliable workflow and reducing project cycle times. By streamlining production

processes and minimizing delays, lean principles enable construction teams to achieve

smoother project execution and adherence to project schedules.

2.5.3 Quality Improvement in Construction Projects

In addition to cost and schedule performance, lean construction has been linked to quality

improvement in construction projects. Ahuja, Frazier, and Ruskin (2014) found that lean

practices such as total quality management and error-proofing techniques contributed to

enhanced construction quality and reduced defects.

Similarly, a study by Melo, Ferreira, and Oliveira (2016) revealed that lean construction

implementation led to improved quality control processes and increased customer satisfaction
levels. By emphasizing continuous improvement and proactive problem-solving, lean

principles help construction teams identify and address quality issues early in the project

lifecycle, ultimately enhancing overall project outcomes.

 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter discusses the method of data collection, analysis and interpretation of the data

on ―Application of Lean Construction Principles and Practices to Enhance the

Construction Performance in Project Delivery‖. A descriptive survey is conducted with

professionals working in the Kaduna consultant firms and construction industry within

Kaduna Metropolis.

3.2 RESEARCH DESIGN

This research would employ the use of quantitative technique, based on information obtained

from literature reviews, questionnaire and checklist administered to professionals in the

Consultant Firms and Construction Industry. The proposed project is needed to provide a

comparative dimension by collecting data/text information and comparing the industry

experience of the professionals such as quantity surveyors.

The research was carried out by means of well-structured questionnaire and checklist sent to

Consultant Firms and Construction Industry within Kaduna Metropolis.

Percentile, mean score analysis and correlation analysis were used to analyse the data.

3.3 RESEARCH POPULATION

The population of this research was drawn from a well-defined group of individuals and

professionals in the construction industry along with their construction sites from both

consultant and contractors offices.

3.4 METHOD OF DATA COLLECTION

For the purpose of this research work, primary data were obtained through the administration

of well-structured multiple choice questionnaires and checklist was directed to the two

principal industry participants on both the contractor and consultant professionals. The

questionnaire was divided into two section A of the questionnaire contained the background

information of the respondent of qualification, experience, type of organizations and other

related issues that could assist the researcher to ascertain the reliability of the information

provided.

3.5 RESEARCH INSTRUTMENT

The Instrument for collecting information for this research work is through questionnaire and

checklist survey.

The questionnaire and checklist administered were limited to a selected number of contractor

and consultant professionals in Kaduna. The total of 80 questionnaires and 20 checklists were

distributed personally to various contractors and consultants‘ offices. 69 questionnaires and

18 checklists were retrieved and found suitable for analysis.

3.6 SAMPLING FRAME

The sample frame of this research was fragmented amongst the following institutions, which

represent separate pieces of the research objectives; quantity surveyors, architects, land

surveyors, civil engineers, structural engineer and geotechnical engineer.

3.7 SAMPLING SIZE

In order to determine the sample size for this research the following deductions was made;

that Kaduna the nation‘s capital will provide an enabling ground for achieving the objectives

of this research because of the concentration of civil construction activities in the city. Also,

in Kaduna mega Construction Companies are present there; the respondents including the
followings among others are: Tubee Consult., Rosana Cost Consult., Costfield Associates

Limited. Shelter Cost Associates., Hence the sample size for the study was selected from a

survey of the percentage of consultants and contractors on construction sites in the city are

assumed to be eighty (80)‖.

3.8 SAMPLING TECHNIQUE

Sampling technique helps in the selection of elements in the population. For the purpose of

this research and its viability, a quota sampling technique will be adopted because of the

value information provided by the respondents will add to this research. This research

administered a prescribed number of questionnaires and checklist among principal actors and

professionals in the construction industry based on the experience of the respondents, in order

to obtain reliable data for the research. Eighty structured questionnaires were administered

among the following groups; quantity surveyors, architects, civil engineers, geotechnical

engineers , structural engineers , and land surveyors respectively according to their roles

performed in the construction industry. The checklist distribution was given by one (1) to

every five (5) professionals on same construction industry both in the consultant and

contractors office.

3.9 METHOD OF DATA PRESENTATION AND ANALYSIS

Data obtained for this research are presented in tabular form. In analyzing the data, the use of

percentile analysis was employed to determine the proportion of civil engineering projects in

which quantity surveying services are utilized. Mean score analysis was adapted to estimate

the level of utilization of quantity surveying services on civil engineering projects.

Correlation analysis was used to determine the relationship between cost performance of civil

engineering projects and the level of quantity surveyor‘s involvement in civil engineering

projects.
Correlation analysis was used to determine the relationship between time performance of

civil engineering projects and the level of quantity surveyor‘s involvement in civil

engineering projects.
 APPENDIX

NUHU BAMALLI POLYTECHNIC, ZARIA

DEPARTMENT OF QUANTITY SURVEYING

QUESTIONNAIRE

Research for the award of Higher National Diploma (HND) in Quantity Surveying,

Dear Respondent,

The attached questionnaire is aimed at collecting useful information on the topic;‖

Application of Lean Construction Principles and Practices to Enhance the Construction

Performance in Project Delivery.” This research requires your sincere response to the

questions from your wealth of knowledge and experience in the industry towards a successful

research. All information obtained will be treated confidentially and would be utilized solely

for the purpose of this research.

Thank you.

___________________
YAHAYA LUCKY
HQS/21/01575

SECTION A

Demographics
1. Years of Experience in Construction
a. Less than 5 years [ ]
b. 5-10 years [ ]
c. 10-20 years [ ]
d. More than 20 years [ ]
2. Type of Projects Involved
a. Residential [ ]
b. Commercial [ ]
c. Industrial [ ]
d. Infrastructure [ ]
3. How familiar are you with lean construction principles?
a. Very familiar [ ]
b. Somewhat familiar [ ]
c. Neutral [ ]
d. Slightly familiar [ ]
e. Not familiar [ ]
4. Have you received any formal training in lean construction practices?
a. Yes [ ]

b. No [ ]
5. Which lean construction principles are you currently implementing in your projects?
(Check all that apply)
a. Value Stream Mapping [ ]
b. Last Planner System [ ]
c. Just-In-Time (JIT) Delivery [ ]
d. Continuous Improvement (Kaizen) [ ]
e. 5S (Sort, Set in order, Shine, Standardize, Sustain) [ ]
f. Integrated Project Delivery (IPD) [ ]
g. Building Information Modeling (BIM) [ ]
h. Other (please specify) [ ]

6. How long have you been implementing lean construction practices?

a. Less than 1 year [ ]
b. 1-3 years [ ]
c. 3-5 years [ ]
d. More than 5 years [ ]
7. To what extent have lean construction practices improved the following aspects of your
projects? (Rate on a scale of 1 to 5, where 1 = No Improvement, 5 = Significant
Improvement)
a. Project Delivery Time [ ]
b. Project Costs [ ]
c. Quality of Work [ ]
d. Safety on Site [ ]
e. Client Satisfaction [ ]
f. Team Collaboration [ ]
8. What are the main challenges you have faced in implementing lean construction
principles? (Check all that apply)
a. Resistance to Change [ ]
b. Lack of Training/Education [ ]
c. Insufficient Management Support [ ]
d. High Initial Costs [ ]
e. Cultural Barriers [ ]
9. Do you believe lean construction practices will become more prevalent in the industry in
the next 5-10 years?
a. Yes [ ]
b. No [ ]
c. Unsure [ ]
10. What do you think are biggest barriers to implementing lean construction techniques in
your organization?
a. Lack of Knowledge [ ]
b. Resistance to change [ ]
c. Insufficient resources [ ]
d. Inadequate training [ ]
e. High upfront costs [ ]
f. Lack of management support [ ]

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 DATA PRESENTATION AND ANALYSIS

The aim of the research work was to evaluate the study of the Application of Lean

Construction Principles and Practices to Enhance the Construction Performance in Project

Delivery. The presentation, Analysis and Discussion of result will be done in this chapter.
The data obtained for the research work is presented and analysed, showing percentage,

mean, table, relative importance index and their rank.

4.1.1 BREAKDOWN OF STRUCTURED QUESTIONNAIRES

The total number of questionnaires administrated for the research was one hundred (100), the

questionnaires directed to the respondent, sixty (60) of the questionnaires were return, thirty

(30) which are invalid and 10 were retrieve for the analysis of data.. Recognizing the

statement made by Moser and Kalto (1971), stated that if a response rate of above 40% is

retrieved from a survey, the result could be generalized and accepted as valid, thus the study

sample was considered adequate.

Table 4.1 Breakdown of Structured Questionnaires

S/N Breakdown Structured Questionnaires Frequency Percentage

1. Distributed 100 100%

2. Returned 60 60%

3. Invalid 10 10%

4. Valid 50 50%

Source: Field Survey, (2024)

4.2 Respondent Profile

This section deals with data presentation, analysis and discussion of the result of respondent

Table 1: Years of Experience of the Respondents

Years of Experience Frequency Percentage

Less than 5 years 25 50%

5 – 10 years 8 16%

10 – 20 years 7 14%

More than 20 years 10 20%

Total 50 100%

Source: Field Survey, (2024)

Table 1 show that the table reveals that 25 respondents representing (50%) of individuals

have less than 5 years of experience, 5 – 10 years 8 respondents representing (16%), 7

respondents representing (14%) have 10 – 20 years, 10 respondents representing (20%) more

than 20 years. This indicates that majority of the respondents have more than 20 years.

Table 2: Type of Project Involved

Projects Frequency Percentage

Residential 20 40%

Commercial 13 26%

Industrial 8 16%

Infrastructure 9 18%

Total 50 100%

Source: Field Survey, (2024)

Table 2 reveals that the 20 respondents representing (40%) of the projects are residential,

indicating a strong focus on residential construction likely driven by market demands,

population growth, or urban development trends. Commercial projects account for 13

respondents representing (26%), suggesting significant involvement linked to economic

activities, business expansions, and commercial infrastructure development. Industrial and

infrastructure projects make up 8 respondents representing (16%) while 9 respondents

representing (18%), respectively, indicating these are less common and possibly more

specialized or large-scale, requiring specific expertise and resources.

Table 3: How familiar are you with lean construction principles?

Category Frequency Percentage

Very Familiar 15 30%

Some what familiar 13 26%

Neutral 8 16%

Slightly familiar 8 16%

Not familiar 6 12%

Total 50 100%

Source: Field Survey, (2024)

Table 3 above, shows that 15 respondents representing (30%) of the respondents were very

familiar with lean construction principles, 13 respondents representing (26%) were some-

what familiar, 8 respondents representing (16%) were Neutral, 8 respondents representing

(16%) Slightly familiar and 6 respondents representing (12%) were not familiar with lean

construction principles. Hence, it can be inferred that majority of the respondents were very

familiar with lean construction principles.

Table 4: Have you received any formal training in lean construction practices?

Category Frequency Percentage

Yes 35 70%

No 15 30%

Total 50 100%

Source: Field Survey, (2024)

Table 4 shows that 35 respondents representing (70%) received formal training in lean

construction practices and 15 respondents representing (30%) didn‘t. This indicates that

majority of the respondents received formal training in lean construction practice?

Table 5: Which lean construction principles are you currently implementing in your

project?

Category Frequency Percentage

Value Stream Mapping 8 16%

Last Planner System 10 20%

Just-In-Time (JIT) Delivery 8 16%

Continuous Improvement (Kaizen) 8 16%

5S (Sort, Set in Order, Shine, Standardize, Sustain) 6 12%

Integrated Information Modelling (BIM) 10 20%

Total 50 100%

Source: Field Survey, (2024)

Table 5 shows the results of a survey on which lean construction principles are currently

being implemented in projects. The principles and their respective implementations are as

follows: 8 respondents representing (16%) for Value Stream Mapping, 10 respondents

representing (20%) for the Last Planner System, 8 respondents representing (16%) for Just-

in-Time (JIT) Delivery, 8 respondents representing (16%) for Continuous Improvement

(Kaizen), 6 respondents representing (12%) for 5S (Sort, Set in Order, Shine, Standardize,

Sustain), and 10 respondents representing (20%) for Integrated Modelling (BIM)

Information.

Table 6: How long have you been implementing lean construction practices?

Years Frequency Percentage

Less than 1year 19 38%

1-3 years 12 24%

3-5 years 9 18%

More than 5 years 10 20%

Total 50 100%

Source: Field Survey, (2024)

Table 6 provides data on the duration for which respondents have been implementing lean

construction practices. 19 respondents representing (38%) have been implementing lean

construction practices for less than 1 year, 12 respondents representing (24%) 12 respondents

(24%) have been implementing these practices for 1-3 years, 9 respondents representing

(18%) have been using lean construction practices for 3-5 years. 10 respondents representing

(20%) have been implementing these practices for more than 5 years.
Table 7: To what extent have lean construction practices improved the following aspects
of your projects?
Nature Frequency Percentage

Project Delivery Time 10 20%

Project Costs 8 16%

Quality of Work 6 12%

Safety on Site 10 20%

Client Satisfaction 6 12%

Team Collaboration 10 20%

Total 50 100%

Source: Field Survey, (2024)

Table 7 reveals that Project Delivery Time has been improved in 10 instances, representing

(20%). Project Costs have seen improvement in 8 cases, accounting for (16%). Quality of

Work has shown enhancement in 6 instances, making up (12%). Safety on Site has been

positively impacted in 10 instances, also accounting for (20%). Client Satisfaction has seen

improvement in 6 cases, comprising 12%. Team Collaboration has shown improvement in 10

instances, also accounting for (20%) of the responses.

Table 8: What are the main challenges you have faced in implementing lean

construction principles?

Nature Frequency Percentage

Resistance to Change 8 16%

Lack of Training/Education 8 16%

Insufficient Management Support 7 14%

High Initial Costs 11 22%

Cultural Barriers 8 16%

Total 50 100%

Source: Field Survey, (2024)

Table 8 shows that the Resistance to Change is reported by 8 respondents, constituting (16%)
of the total. Lack of Training/Education is also reported by 8 respondents, also constituting
(16%). Insufficient Management Support is reported by 7 respondents, making up (14%).
High Initial Costs are cited as a challenge by 11 respondents, comprising (22%). Cultural
Barriers are mentioned by 8 respondents, accounting for (16%). This shows that majority of
the respondents are High Initial Cost as a challenge.
Table 9: Do you believe lean construction practices will become more prevalent in the
industry in the next 5 – 10 years?
Nature Frequency Percentage

Yes 30 60%

No 8 16%

Unsure 12 24%

Total 50 100%

Source: Field Survey, (2024)

Table 9 presents data on the perception of lean construction practices becoming more

prevalent in the industry over the next 5-10 years. The table indicates that (60%) of

respondents believe lean construction practices will indeed become more prevalent, while

(16%) do not share this belief. Interestingly, (24%) of respondents are unsure about the future

prevalence of lean construction practices.

Table 10: Would you be willing to participate in a follow-up, interview or provide

further details if needed?

Nature Frequency Percentage

Yes 35 70%

No 15 30%

Total 50 100%

Source: Field Survey, (2024)

Table 10 presents data on participants' willingness to engage in follow-up interviews or
provide further details. Of the 50 respondents, (70%) indicated they would be willing to
participate, amounting to 35 individuals. Conversely, (30%) of respondents, totaling 15
individuals, stated they would not be willing to participate.
Table 11: What do you think are biggest barriers to implementing lean construction

techniques in your organization?

Nature Frequency Percentage

Lack of Knowledge 10 20%

Resistance to Change 8 16%

Insufficient Resources 7 14%

Inadequate Training 9 18%

High Upfront Costs 6 12%

Lack of Management 10 20%
Support

Total 50 100%

Source: Field Survey, (2024)

Table 11 highlights several significant barriers to implementing lean construction techniques

within organizations. The most prevalent challenge, identified by 10 representing 20% of

respondents, is a lack of knowledge about lean practices. 10 representing (20%) were Lack

of Management Support. Resistance to change 8 respondents representing (16%) and

inadequate training 9 respondents representing (18%) are notable obstacles that underscore

the importance of addressing cultural and skill-related barriers. Insufficient resources 7

respondents representing (14%) and high upfront costs 6 respondents representing (12%)

represent financial and resource constraints that need to be navigated to facilitate adoption.
4.2 DISCUSSION OF FINDINGS

The research employs various methods to analyze the data, including percentages, means,

tables, and the Relative Importance Index (RII), which provides a comprehensive overview of

the findings. This chapter also includes a detailed breakdown of the structured questionnaires

used in the study. Out of 100 distributed questionnaires, 60 were returned, 10 were deemed

invalid, and 50 were used for analysis, resulting in a 50% valid response rate. This response

rate is considered adequate for generalization according to Moser and Kalto (1971), who

suggest that a response rate above 40% is valid for survey results .

The respondent profile section presents various demographic data, including years of

experience, types of projects involved, and familiarity with Lean Construction principles. The

data reveals that 50% of respondents have less than five years of experience, while 20% have

more than 20 years, indicating a diverse range of experience among participants. The types of

projects the respondents are involved in are predominantly residential (40%), followed by

commercial (26%), infrastructure (18%), and industrial (16%) projects. This distribution

suggests a strong focus on residential construction, likely driven by market demands and

urban development trends . Further analysis shows that 70% of respondents have received

formal training in Lean Construction practices, highlighting a significant level of awareness

and expertise among the participants. However, several barriers to implementing these

practices were identified, including a lack of knowledge (20%), resistance to change (16%),

inadequate training (18%), insufficient resources (14%), and high upfront costs (12%). These

findings underscore the importance of addressing both cultural and financial challenges to

facilitate the broader adoption of Lean Construction techniques .