Abdullah O. AlSehaimi, Patricia Tzortzopoulos Fazenda and Lauri Koskela
The purpose of this paper is to evaluate the effectiveness of implementing the Last Planner System (LPS) to improve construction planning practice and enhance site management in…
Abstract
Purpose
The purpose of this paper is to evaluate the effectiveness of implementing the Last Planner System (LPS) to improve construction planning practice and enhance site management in the Saudi construction industry.
Design/methodology/approach
LPS was implemented in two large state-owned construction projects through an action research process. The data collection methods included interviews, observations and a survey questionnaire.
Findings
The findings identify benefits including improved construction planning, enhanced site management and better communication and coordination between the parties involved. The paper describes the critical success factors for LPS implementation. The paper also describes barriers to the realisation the full potential of LPS, including the involvement of many subcontractors and people's commitment and attitude to time.
Research limitations/implications
The work reported in this paper is limited to two case studies.
Practical implications
The study has thus contributed to improving management practice and may aid the establishment of a basis for the development of further research in the area of lean construction. The research outcomes can inform practitioners of the opportunity to implement alternative management methods in construction, and give a good account of the opportunities and challenges. Beside the direct benefits to managerial practice, the study also contributed to practice by offering practical recommendation that can assist in the achievement of the full potential of lean and LPS in Saudi Arabia.
Originality/value
This is the first comprehensive academic study in the Saudi construction sector concerning the application of lean construction principles and techniques. The study has thus contributed to practice and developed a basis for the development of further research in the area of lean construction. It may help construction organisations to establish a new strategy and policies to improve their managerial practice. The outcomes of the case studies can be used as a reference for organisations seeking to improve their managerial practice.
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Mohamed Saad Bajjou and Anas Chafi
Lean construction (LC) consists of very effective techniques; however, its implementation varies considerably from one industry to another. Although numerous lean initiatives do…
Abstract
Purpose
Lean construction (LC) consists of very effective techniques; however, its implementation varies considerably from one industry to another. Although numerous lean initiatives do exist in the construction industry, the research topic related to LC implementation is still unexplored due to the scarcity of validated assessment frameworks. This study aims to provide the first attempt in developing a structural model for successful LC implementation.
Design/methodology/approach
This study developed a Lean construction model (LCM) by critically reviewing seven previous LC frameworks from different countries, defining 18 subprinciples grouped into 6 major principles and formulating testable hypotheses. The questionnaire was pre-tested with 12 construction management experts and revised by 4 specialized academics. A pilot study with 20 construction units enhanced content reliability. Data from 307 Moroccan construction companies were collected to develop a measurement model. SPSS V. 26 was used for Exploratory Factor Analysis, followed by confirmatory factor analysis using AMOS version 23. Finally, a structural equation model statistically assessed each construct's contribution to the success of LC implementation.
Findings
This work led to the development of an original LCM based on valid and reliable LC constructs, consisting of 18 measurement items grouped into 6 LC principles: Process Transparency, People involvement, Waste elimination, Planning and Continuous improvement, Client Focus and Material/information flow and pull. According to the structural model, LC implementation success is positively influenced by Planning and Scheduling/continuous improvement (β = 0.930), followed by Elimination of waste (β = 0.896). Process transparency ranks third (β = 0.858). The study demonstrates that all these factors are mutually complementary, highlighting a positive relationship between LC implementation success and the holistic application of all LC principles.
Originality/value
To the best of the authors’ knowledge, this study is the first attempt to develop a statistically proven model of LC based on structural equation modelling analysis, which is promising for stimulating construction practitioners and researchers for more empirical studies in different countries to obtain a more accurate reflection of LC implementation. Moreover, the paper proposes recommendations to help policymakers, academics and practitioners anticipate the key success drivers for more successful LC implementation.
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Abdullah Owaimer Alsehaimi and Muizz O. Sanni-Anibire
The construction industry is witnessing a paradigm shift as a consequence of the fourth industrial revolution (IR 4.0). The implementation of IR4.0 technologies is, however…
Abstract
Purpose
The construction industry is witnessing a paradigm shift as a consequence of the fourth industrial revolution (IR 4.0). The implementation of IR4.0 technologies is, however, elementary in emerging economies such as Saudi Arabia. Therefore, the purpose of this paper is to carry out an examination of benefits, challenges and critical success factors for IR4.0 implementation in the construction industry in Saudi Arabia.
Design/methodology/approach
The methodology entailed a thorough review of the extant literature and consultation with experienced construction professionals in Saudi Arabia through questionnaire surveys. The data collected was further analyzed using the relative importance index approach and the confirmatory factor analysis.
Findings
The most important benefits, challenges and critical success factors established by this study include “Improved Communication and Coordination,” “Cost of implementation (initial investment and maintenance)” and “Clear goals and objectives,” respectively. Confirmatory factor analysis established a theoretical model to serve as a foundation for IR4.0 adoption in the Saudi construction industry.
Research limitations/implications
The limitations may be perceived in terms of the local context of the research, as well as the sample size. This prevents the potential for generalization of the study’s results.
Practical implications
It is of practical value to the Saudi construction industry in facilitating the successful implementation of technology through policies, frameworks and best practice guidance.
Originality/value
The study advances the theoretical knowledge of technology implementation in the construction industry. Emerging economies such as Saudi Arabia seeking to leverage the capabilities of digital technologies will find the results of this to be of crucial value.
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Wassim Albalkhy and Rateb Sweis
The purpose of this paper is to identify and theoretically explain the general barriers to adopting lean construction practices in the construction industry regardless of the…
Abstract
Purpose
The purpose of this paper is to identify and theoretically explain the general barriers to adopting lean construction practices in the construction industry regardless of the country or the company size or specialization, and to suggest future research studies in this field.
Design/methodology/approach
Systematic literature review was conducted to identify and explain the list of the barriers from scientific sources that were published before May 2018.
Findings
Twenty-nine barriers were identified and explained, and a proposed model to classify the sources of the barriers was chosen. Seventeen barriers were classified as internal environment-related barriers, five were labor-related, three were materials-related and four were exogenous barriers. In addition, some directions for the future research studies were suggested.
Research limitations/implications
The barriers that are related to the advanced levels of lean construction (LC) implementations, to a specific location or to a specific LC tool were excluded.
Originality/value
This review will help to increase the understanding of the new concept of LC and might help to encourage the adoption of LC practices. Also, it might be useful for identifying the strategies to achieve successful application of these practices.
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Jamil Sarhan, Bo Xia, Sabrina Fawzia, Azharul Karim and Ayokunle Olanipekun
The purpose of this paper is to identify the barriers to implementing lean construction in the Kingdom of Saudi Arabia (KSA) construction industry and to prioritise the principal…
Abstract
Purpose
The purpose of this paper is to identify the barriers to implementing lean construction in the Kingdom of Saudi Arabia (KSA) construction industry and to prioritise the principal factors that constitute these barriers.
Design/methodology/approach
A literature review was initially used to reveal the global barriers to implementing lean construction. Subsequently, these barriers were incorporated into a structured questionnaire, and a convenience sample of 282 construction professionals in the KSA construction industry was surveyed. The results were analysed using mean item score (MIS), Mann–Whitney U test and principal component analysis (PCA).
Findings
The findings revealed 22 barriers to lean construction implementation in the KSA construction industry. Principal factors that constitute these barriers were found to be traditional practices, client related, technological, performance and knowledge and cost-related barriers in descending order of pervasiveness. The study also proposes solutions to overcome these principal barriers.
Originality/value
This study provides a global overview of the barriers to implementing lean construction. It contributes to the body of knowledge, as it uncovers for the first time the barriers to implementing lean construction in the KSA construction industry with reference to the socio-cultural, economic and operational context of the KSA. Thus, it is relevant to other countries in the Middle East because of their shared similarities to the KSA. Furthermore, the solutions proposed to overcome these barriers in the KSA construction industry can be applied in other countries where similar barriers are identified.
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Sorokhaibam Khaba and Chandan Bhar
The purpose of this study is to identify and analyze the key barriers to lean implementation in the construction industry using interpretive structural modeling (ISM) and Matrice…
Abstract
Purpose
The purpose of this study is to identify and analyze the key barriers to lean implementation in the construction industry using interpretive structural modeling (ISM) and Matrice d’ Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis.
Design/methodology/approach
In this study, 13 barriers to lean construction (LC) have been identified through extensive review of literature and subsequently eliciting expert opinions. A proper hierarchy and contextual relationship of the barriers have been developed using ISM, and based on the driving and dependence power of the barriers, three groups of barriers have been found using MICMAC analysis.
Findings
Cultural differences are found to be the most important barrier to LC, whereas employees’ resistance to change and lack of performance measurement systems are the least significant barriers.
Research limitations/implications
The work is limited to literature review and experts’ opinion, and the model may be tested using structural equation modeling to verify the relationship of the barriers.
Practical implications
This ISM-based model would help the decision-makers, researchers and practitioners to prioritize and manage these barriers by better utilizing their resources for eliminating or minimizing the barriers to lean implementation.
Originality/value
The study of barriers to LC through an ISM-based model and the classification of barriers is a new attempt in the field of construction.
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Jeffrey Boon Hui Yap and Ian Ni Chow
Managerial shortfalls can considerably undermine the delivery performance of construction projects. This paper appraises the project management essentials (PMEs) for successful…
Abstract
Purpose
Managerial shortfalls can considerably undermine the delivery performance of construction projects. This paper appraises the project management essentials (PMEs) for successful construction project delivery.
Design/methodology/approach
Following a detailed literature review, a questionnaire survey was developed encompassing 20 PMEs that were identified. An opinion questionnaire survey was used to facilitate data collection from key construction stakeholders in the Malaysian construction industry. The survey data were subjected to descriptive statistics and exploratory factor analysis.
Findings
Findings indicated that the leading PMEs are competency of the project team, competency of project manager, good leadership, effective planning and control and realistic cost and time estimate. Spearman’s rank correlation tests affirmed a good agreement on the ranking of PMEs across stakeholder groups. The present study found that PMEs for construction have a total of four dimensions, namely: scope, communication and competence management; stakeholder commitment and collaborative engagement; construction time–cost planning and control; and environment, health, safety and quality management.
Practical implications
The findings could potentially contribute to the development of appropriate project management best practices to address managerial shortfalls in Malaysia and other developing countries.
Originality/value
This paper bridges the identified knowledge gap about critical managerial dimensions for successful project management in construction. The present study adds to the existing body of knowledge around this under-explored area in the construction management literature.
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Maryam Abolghasemi, M.K.S. Al-Mhdawi, Farzad Rahimian and Abroon Qazi
In this research, the authors distributed a survey to 156 residential construction developers and 468 buyers to assess the level of perceived agreement of developers and buyers on…
Abstract
Purpose
In this research, the authors distributed a survey to 156 residential construction developers and 468 buyers to assess the level of perceived agreement of developers and buyers on the key indicators for measuring stakeholder management, project performance and stakeholder satisfaction. Following this, a partial least squares structural equation modelling (PLS-SEM) model was developed to quantitatively analyse the direct impacts of stakeholder management on both project performance and stakeholder satisfaction, and to analyse the mediating role of stakeholder satisfaction in enhancing project performance.
Design/methodology/approach
This paper seeks to investigate the direct effects of stakeholder management on project performance and stakeholder satisfaction within residential construction projects, and also examine the mediating role of stakeholder satisfaction in enhancing project performance by surveying residential buildings’ developers and buyers in Malaysia.
Findings
This research found that effective stakeholder management directly improves project performance and stakeholder satisfaction within Malaysian residential construction projects. It further identified that stakeholder satisfaction significantly enhances project performance, serving as a critical mediator in the relationship between stakeholder management and project performance.
Practical implications
This study enhances the understanding of stakeholder management, stakeholder satisfaction and project performance in the Malaysian construction industry, offering strategic insights that emphasise the importance of stakeholder-centric practices for improving project outcomes, ensuring better collaboration and fostering enhanced project performance. Integrating these insights with digital technologies like building information modelling can lead to clearer communication, more informed stakeholder engagement, and, ultimately, enhanced project efficiency and satisfaction.
Originality/value
This paper offers empirical evidence on the critical role of stakeholder management and satisfaction in enhancing project performance in Malaysia’s residential construction projects, providing novel insights into stakeholder-centric approaches that contribute to improved project outcomes.
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Aqeel Ahmed and Sanjay Mathrani
The concept of lean and ISO 14001 as a combined approach is an evolving strategy for streamlining operational processes and attaining environmental sustainability in the…
Abstract
Purpose
The concept of lean and ISO 14001 as a combined approach is an evolving strategy for streamlining operational processes and attaining environmental sustainability in the manufacturing context. This paper explores the critical success factors (CSFs) for a combined lean and ISO 14001 implementation in the manufacturing industry for achieving the operational and environmental benefits.
Design/methodology/approach
A systematic literature review (SLR) based on Scopus and Web of Science databases is conducted to present peer-reviewed articles on the CSFs for lean and ISO 14001 implementation in manufacturing operations. This article applies the CSF theory to classify the CSFs for a joint lean and ISO 14001 adoption.
Findings
Numerous CSFs are synthesised from the SLR across seven theoretical contexts of industry, competitive strategy, managerial position, environmental, temporal, internal/external, monitoring and building/adapting factors for a combined lean and ISO14001 implementation.
Research limitations/implications
Numerous CSFs are synthesised from the SLR across seven theoretical contexts of strategic direction, competitive strategy, leadership and management, environmental, temporal, internal/external, monitoring and continuous process improvement factors for a combined lean and ISO 14001 implementation.
Practical implications
This paper contributes to academic scholarship by providing a theoretical perspective through classification of CSFs for a combined lean and ISO 14001 implementation to achieve operational and environmental performance. This paper also contributes to practitioners and policymakers who can use the emergent theoretical framework for application in practice for a more efficient and effective deployment of both strategies in the manufacturing industry.
Originality/value
To the best of author's knowledge, this study is the first to propose a theoretical framework of CSFs for a combined lean and ISO 14001 implementation based on the CSF theory and SLR findings in the manufacturing industry.