“Lean Construction” has recently entered our industry as a philosophy based on Japan’s automotive giant Toyota’s “lean manufacturing” concept. It has been valued as a contemporary approach that allows for waste reduction in implementation, correctly understanding the claims and demands of the employer, adopting the accurate and right processes throughout the project, and standardizing the methods. The model can be summed up as the improvement and management of the production process ensuring a profitable outcome in keeping with the client’s needs.

The Construction industry is an industry in which costs are high and yield is low. Inefficiencies can be experienced due to lack of communication among the disciplines in the various phases of the production process. Toyota’s Lean manufacturing model allows us to regard the construction process as a product to ensure the desired integrity of the project. The construction industry exploits 6 basic principles of Lean Management:

  • The Last Planner® Planning System (Master Scheduling, Phase Pull Planning, 6-Weekly Look Ahead Planning, Weekly Business Plan Updates, and Make Work Ready Planning)

  • Improved Visualization Opportunities (BIM support)

  • Huddle Meetings

  • Quality Cycles (Plan–Do–Check–Act)

  • The 5S Program (Seiri: tidiness, Seiton: orderliness, Seiso: cleanliness, Seiketsu: standardization, and Shitsuke: discipline)

  • Quality Measures Ensuring Human Safety in case of accident/collapse


PY International, employs the following methodology in the Design-Procurement-Implementation processes under the proposed Project Management model based on Lean Management principles.

  1. 1
    Design Phase
    • + Product requirements are defined in terms of the client’s needs and technological tools are integrated into the process.
    • + “Value Analysis” and “Value Management” are performed with higher focus on the value targeted for the client.
    • + Close collaboration is encouraged among designers, contractors and suppliers, and holistic design and production principles are adopted.
    • + To ensure high quality, cost and time savings, standardization and pre-assembly design are encouraged for both the components and the processes.
  2. 2
    Procurement Phase
    • + The supply chain is rationalized to integrate all parties contributing to the client’s value as a whole through the supply chain management process.
    • + Process and activity waste are eliminated to ensure transparency of costs, and costs are well-explained to stakeholders to enable decisions matching the client’s value.
    • + On-site and warehousing systems are used, and just-in-time delivery is ensured to avoid “re-handling.”
  3. 3
    Implementation Phase
    • + Production methods and their outputs are continuously benchmarked to ensure “best-in-class.”
    • + The critical path is clearly defined and a consistent project schedule is prepared.
    • + “Risk Analysis and Risk Management” are conducted throughout the process.
    • + Clear and transparent communication methods are employed in the project.
    • + A multi-skilled project team is formed through training and team working.
    • + Daily progress and process improvement meetings are encouraged.
    • + Effort is spent to maintain highly motivated, well-educated and flexible workforce across all stakeholder teams.
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