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The purpose of this study was to provide a model for informal workplace learning. Despite the prevalence and recognized importance of informal learning in the workplace, scattered literature and different perspectives have caused a lack of shared understanding about its nature, and little research effort has been made in this direction so far.

This paper identified the most significant components of informal workplace learning using the qualitative meta-synthesis method. For this purpose, after searching sources from different databases and screening them, 17 sources were selected due to compatibility with the research criteria. The texts extracted from the sources were analyzed using a thematic analysis method and synthesized using an aggregation approach. Finally, a themes network was created as a model with 8 main components and 11 sub-components.

The results indicated that eight components were considered significant to informal workplace learning, including learning stimulus, awareness and intent to learn, action or experience, critical reflection on action, facilitators, collective learning, self-directed and context.

This meta-synthesis contributes to the coherence and integration of the informal workplace learning literature. The obtained conceptual model, in addition to the general components of informal workplace learning, provides an explanation of the characteristics of each and the relationships between its components to achieve a complete understanding of the nature of informal workplace learning. Since no study has been done so far to comprehensively identify the most significant components of informal workplace learning, it is not possible to refer to their results in comparison with the results of this study.

While many procurement systems govern the construction sector, Design/Bid/Build is still prominent among the French building actors. The research applies Lean thinking (via a kaizen event) to the bidding phase of a building construction company to improve its bidding outputs.

The method used in this study is “Action-Research”. A two-month preparation phase was needed to prepare for the kaizen event. The results were based on an assessment conducted after 6 months of the kaizen event. Performance was measured following selected indicators related to ‘Time’, “Economical Impact”, “Quality” and “Sustainability”.

The Lean implementation had positive side-effects on the company’s organization and strategy as well.

The findings of this action-research project can be used to help researchers and practitioners assess the potential application of Lean in the bidding phase. It also provides insights into the importance of the cultural and existing practices for a successful Lean implementation.

A few research projects investigated the application of Lean thinking in bidding as it is considered as a wasteful process. However, waste can also be organized. The research proves that bidding can benefit from Lean thinking.