“Lean Construction”

Luai M. El‐Sabek, Ph.D., PE, PEng, PMP September 24, 2018

Objectives

• Status of construction industry – identify the gap
• Overcome stereotypes: “manufacturing”
“this is what we do” 
• Establish general awareness of Lean Construction: 
What?              Why?             How?
• Create an incentive to initiate / continue a Lean journey in your 
project(s) or organization
• Establish a demand for Lean education
• Status of Lean Construction implementation in Qatar
The Problem – 1) Poor Productivity

Productivity by industry in the US ( indexed; 1.0 = 1950)
The Problem – 2) Waste

Manufacturing Construction

57%

12%

Construction Industry Institute, 2004
The Problem – 3) Inefficiency

McGraw Hill 2013
The Solution – Different Thinking

(Breakthrough  Learning)

Observer  Action  Outcomes

Different Outcome =>
Change Action
(Incremental Learning)
The Solution – Production Theory

(Koskela 1992)
Does it Work?

• Toyota Production System (TPS) 1950s (Taiichi Ohno)
• Construction Vs. Manufacturing 
• Project Vs. Production 
• Construction projects are unique and have distinctive peculiarities i.e. 
on site production, one‐of‐a‐kind production, and temporary 
(Koskela, 2000).
• IGLC: construction is fundamentally different from manufacturing. 
Therefore, reinterpretation of the theory of is needed to develop a 
theory‐based methodology for construction. 
• Lean + Construction = creativity
What is Lean Construction?

• Creating ideal state of designing and constructing a facility 
using standard processes to:
• Provide / generate value
• Eliminate waste
• Continuously improve

• Business Philosophy ‐ Operation Strategy 
Lean Construction

• Lean Construction Institute (LCI)
“Lean Construction is a production management‐based approach to project 
delivery – a new way to design and build capital facilities  to maximize value 
and minimize waste….”

• AGC OF America 
“Lean Construction is a set of ideas, practiced by individuals in the 
construction industry, based in the holistic pursuit of continuous 
improvements aimed at minimizing costs and maximizing value to clients in 
all dimensions of the built and natural environment: planning, design, 
construction, activation, operations, maintenance, salvaging, and recycling.”
What is NOT Lean Construction?

• Lean Production grafted onto construction
• Limited to Quality Management
• Cost Cutting
• Eliminating Jobs
• Beating up suppliers and subcontractors
• Doing Value Engineering During Construction
• Being Stingy
Value

• Value is generated when:

• Customer capabilities are expanded, covering new needs 
and purposes. 
• The facility better fulfills the purposes and demands of 
customers, operators, and other stakeholders

• However, value is not just fitness for use or performance 
relative to cost
(LCI 2002)
Waste

Wastes Examples of Wastes in Construction
Ohno (1988)  ElSabek and McCabe 2018)
 Excess Materials of concrete or asphalt 
1) Overproduction  Over excavation
2) Inventories  Raw materials on site 
 work in progress
3) Over‐processing  Scope elegance

4) Defects  Non‐conformance to quality

5) Unnecessary motion  Movement at site

6) Unnecessary transport  Transportation of workers to/from labour camp to 
field and to/from break area
 Mob / demob of materials
7) Waiting  Worker waiting for work or work waiting for workers
 Idle equipment
Traditional Construction Management

(Howell 2010)
Integrated Project Delivery

(Howell 2010)
Examples of Enabling Tools

• Integrated Project Delivery (IPD) 
• Last Planner ® System (LPS®)
• IMPact Framework
• Lean Design (Target Value Design, Process Design, BIM, and VDC) 
• Root cause analysis (5 Why and fishbone)
• Problem Solving Techniques (A3s)
• Decision Making System (Choosing By Advantages)
• Continuous improvement (PDCA, Kaizen, Plus/Delta)
• Error Proofing
• 5S Plus Safety ‐ Lean Assembly (Sort, Set, Shine, Standardize, & 
Sustain)
Examples of Enabling Tools (con’t)

• Offsite fabrication
• Just in Time (JIT) 
• Value Stream Mapping
• Supply Chain Management
• Daily crew huddles
IMPact Framework

(ElSabek 2017)
Lean Assembly – 5S + Safety

• Sort…Set…Shine…Standardize…Sustain + Safety
• Cleaner site is safer and more productive
BEFORE AFTER

© Walbridge (images)
Lean Assembly – 5S + Safety

• Everything in its place and 
a place for everything!

(Abdelhamid 2014)
The Problem - Reasons for
Unmet Weekly Commitments
Golden Mine

We have to change what we 
do to get different results

“Breakthrough Learning”
The Problem - Production Variation

Overburden Workload
Variation

Capability

Waste

Planning
Failures  Execution Failures
the Solution - LPS®

• Developed by Glenn Ballard & Gregory Howell in 2002
• Process design and not only product design
• LAST PLANNER® SYSTEM (LPS®) ensures:
• Reliable commitment
• Predictable workflows
• Rapid learning

(Ballard  et al. 2002)
the Solution - LPS®
Project Zeneca Ag Products - Building 196 Run Date: 2/21/00 12:57

Criteria Inputs Resources Other Comments

ID Activity Description Start Responsible
Contract Design Submittals RFI's Material Prereq Equipment Labor Weather

Demo CMU wall 28-Oct Cal-Wrecking X X X X X Concrete at E-10 must be up to strength.

Excavate footing 4-Nov Cal-Wrecking Possible delay caused by overs ized footing.

Install bottom rebar mat 9-Nov McGrath X X X X X X X X X X

Install footing dowels 9-Nov NLB X X X X X X X X X X

Plumbing rough-in 10-Nov Perryman X X X X X X X X X X

Install top rebar mat and stirrups 11-Nov McGrath X X X X X X X X X X

Rebar inspection 12-Nov ICI, C of R X X X X X X X X X X

Place footing 16-Nov NLB X X X X X X X X X X

Install 1st floor wall rebar 19-Nov McGrath X X X X X X X X X X

Above sequence 2-Dec X X X X X X X X X X

Total Activities 27

Activities Ready 25

AMR Week - 1 Ratio 92.59%

Make‐ready Plan With Constraint Analysis
1) Master Scheduling
2) Phase Scheduling Weekly Work Planning
1 WEEK PLAN
PROJECT: Pilot FOREMAN: PHILLIP
ACTIVITY DATE: 9/20/96
Est Act Mon Tu Wed Thurs Fri Sat Sun PPC REASON FOR VARIANCES
Gas/F.O. hangers O/H "K" xxxx xxxx No Owner stopped work
(48 hangers) Sylvano, Modesto, Terry (changing elevations)
Gas/F.O. risers to O/H "K" xxxx xxxx xxxx xxxx No Sam e as above-worked on
(3 risers) Sylvano, Mdesto, Terry backlog & boiler blowdown
100% 100% 36" cond water "K" 42' xxxx xxxx xxxx Yes
90% 90% 2-45 deg 1-90 deg Charlie, Rick, Ben
80% 80% Chiller risers (2 chillers wk.) xxxx xxxx xxxx No Matl from shop rcvd late Thurs.
70% 70% Charlie, Rick, Ben Grooved couplings shipped late.
60% 60% Hang H/W O/H "J" (240'-14") xxxx xxxx xxxx xxxx xxxx xxxx Yes
50% 50% Mark M., Mike

40% 40% Cooling Tower 10" tie-ins (steel) xxxx xxxx xxxx xxxx xxxx xxxx Yes
30% 30% (2 towers per day) Steve, Chris, Mark W.

20% 20% Weld out CHW pump headers xxxx xxxx xxxx xxxx xxxx xxxx Yes
"J" mezz. (18) Luke
10% 10%
PPC Weld out cooling towers (12 towers) xxxx xxxx xxxx xxxx xxxx xxxx No Eye injury. Lost 2 days
0% 0%
4 Week Moving Average Jeff welding time
F.R.P. tie-in to E.T. (9 towers) 50% xxxx xxxx xxxx xxxx xxxx xxxx Yes
Firt, Packy, Tom
WORKABLE BACKLOG

Planning System Measurement

Boiler blowdown-gas vents
-rupture disks

(LCI 2002)
Domains of Project Delivery
CPM‐based; Activity‐Centered; 
Management by Exception

Individual 2D/3D
craft‐contracts

Command & Control
Directives‐Driven 

(Abdelhamid 2014)
Domains of Project Delivery
CPM‐based; Activity‐Centered; 
Management by Exception
Lean‐based;  Management by Means 2D/3D
Individual (planning inclusive of execution party; fire prevention)
craft‐contracts
BIM/VDC
IPD/IFOA
Relational
(system
optimization)

Command & Control
Directives‐Driven 
Dialogue & Collaboration
(planning is an ongoing conversations)
(Abdelhamid 2014)
LEAN PROJECT DELIVERY
SYSTEM (LPDS)

(Ballard  2006)
Culture of Lean Construction

• Problems are recognized as opportunities
• It’s okay to make legitimate mistakes
• Problems are exposed because of increased trust
• People are not problems – they are problem solvers
• Emphasis is placed on finding solutions instead of “who did it”
The Radical Shift
Non-Lean Lean
Planning Knowledge Learning
“Start Early” “Finish Early”
Scheduling Activities are performed as Activities are performed at the last
soon as possible responsible moment

Control Tracking & Reacting Peering, Clearing, Steering

Focus Acceleration Reliability

Organizational Executers are the planners

Managers are empowered
Behavior Collaboration, Respect, and Trust

Coordination Follow Orders Making & Keeping Promises

Point Speed &
Site Management 100% Utilization
Manage workflow

Management Trades Cost for Speed Reduce Cost and Increase Speed

Design Project Design Process Design

Lean Construction in Qatar

• Implemented in 3 pilot projects at Lusail City
• Adapted by PWA in March 2018
How to Start?

• Be patient
• Be determined
• Look for change‐agents
• Conversation
• Leading by examples
• Judging by results
Questions

Email: Luai.Sabek@mail.utoronto.ca

http://linkedin.com/in/luai‐m‐sabek‐phd‐
pe‐peng‐pmp‐3a7b3911
Benefits of Lean Construction

McGraw Hill 2013
Success Stories

• Temecula Valley Hospital 2013
• $700 million project
• 40% below market cost
• Realized 200% increase
in labor productivity through 
the 7 partners
• 30% operational cost improvement in the facility

• Sutter Health ( $5 billion program)
 Thank you for attending!
See you next year 
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