Lean Construction and Leanness of 

Construction to Enhance Productivity
+ Introduction to Workshop +

Professor Dr Low Sui Pheng
DSc, PhD, MSc(Eng), BSc(Bldg)(Hons), DipBldg, FCIOB
Department of Building
National University of Singapore

Workshop on Applying Lean Concept
To Improve Productivity for Affordable Housing Construction

Construction Research Institute of Malaysia (CREAM)
Construction Industry Development Board (CIDB) Malaysia

Adya Hotel, Langkawi, Malaysia
12th November 2018
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Contents
1 Avoiding Project Failures: The Toyota Way
2 Cases of Project Success in Singapore
3 Lean Project Management
4 Lean Production Principles
5 DOWNTIME Wastes
6 Affordable Housing Construction: IBS
7 Briefing for Workshop
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1. Avoiding Project Failures
The Toyota Way

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Common causes why projects fail are related to: PMBOK + PMP
1 Goals and vision Scope
2 Leadership and governance Cost
Time
3 Stakeholder engagement issues Quality
4 Team issues Human Resource
5 Requirements issues Risk
Communication
6 Estimation
Procurement
7 Planning Integration
8 Risk management Stakeholder
9 Architecture and design
Initiating
10 Configuration and information management Planning
11 Quality Executing
12 Project tracking and management Monitoring/Controlling
Closing
13 Decision making problems
(Sources: International Project Leadership Academy, 2017; PMI, 2015) 4
 The Toyota Way

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Toyota Production System (TPS)  Lean Project Management 5
(Liker, 2003)
Common causes why projects fail are related to: PMBOK + PMP

1 Goals and vision
2 Leadership and governance
3 Stakeholder engagement issues Scope
Cost
4 Team issues Time
Quality
5 Requirements issues Human Resource
6 Estimation Problem‐ Risk
solving Communication
7 Planning Procurement
Integration
8 Risk management People &  Stakeholder
9 Architecture and design Partners
Initiating
10 Configuration and information management Planning
Processes Executing
11 Quality Monitoring/Controlling
12 Project tracking and management Closing
Philosophy
13 Decision making problems

(Sources: International Project Leadership Academy, 2017; PMI, 2015; Liker, 2003) 6
2. Cases of Project Success in Singapore

(Based on BCA award‐winning projects)

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8
Industry Transformation Map: (1) Adoption of digital engineering solutions
(2) Implementation of DfMA, and (3) Raising industry’s capabilities. 9
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Kwan Yong Construction (Contractor)

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Kwan Yong Construction (Contractor)

“Forming the team with personnel who have the right

knowledge and capabilities is key to good project
management…Individual roles and responsibilities
must be clearly spelt out. Objectives and milestones
are set and then carefully tracked…Difficulties are
bound to arise and the team must be responsive to
capture and resolve such issues…Every process had to
be precisely planned and tracked, from procurement
and selection of suppliers and subcontractors to the
actual site deliveries and work execution.”
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Frasers Centre‐point Limited (Developer)

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Frasers Centre‐point Limited (Developer)

“Using BIM and VDC allowed us to facilitate collaboration among

the different aspects of construction…We could visualize and
coordinate services more effectively and minimize discrepancies
and ambiguities…Working with 3D visualization and construction
sequence knowledge allowed us to become more effective with
construction and resource planning. Unnecessary reworks were
substantially eliminated and productivity increased as a result…We
kept the team motivated by celebrating every success – no matter
how small – achieved together for the durations of these
projects…Every project we take on has different challenges, so we
cannot adopt a one‐size‐fits‐all approach in our work…As such, the
team must work closely with all stakeholders in every project to
create meaningful and sustainable spaces that will benefit the
surrounding communities.”
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Woh Hup (Contractor)

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Woh Hup (Contractor)

“The award is judged on three fundamental criteria: (1)

Project Management, (2) Construction Quality, and (3)
Builder’s Technical Inputs on alternative
designs/products…We dedicate our accolades to our clients
who have put their trust in us to deliver their projects, and
our business partners including consultants, subcontractors
and suppliers, all of whom hold key roles in ensuring a
successful development…The dedication of our 2,300‐strong
workforce, who work tirelessly to adhere to the consistently
high quality and safety standards we are known for…Woh
Hup continually strives to do what it does best.”
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Woh Hup (Contractor)

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Woh Hup (Contractor)

“It is the company’s mission to consistently improve and deliver excellent

quality as well as reliable products and services with integrity to our clients and
end users…To stay ahead of the innovation game, we dedicate manpower and
resources to new construction ventures that will increase productivity and
reduce time and cost in the long run, such as companies that produce prefab
structures and mass‐engineered timber…The company’s top management
regularly visits project sites and meets the construction team to be updated on
its progress…It also maintains a good working relationship with industry
partners by organizing a biennial appreciation dinner that includes a plaque and
trophy presentation ceremony for subcontractors who have contributed
significantly in their award‐winning projects…Over the years, Woh Hup has
established a close collaboration with our stakeholders, fostering strong
teamwork and understanding among one another…This ensures that we work
together towards a common goal to deliver quality products and services in a
timely and cost effective manner…We also want to put a strong emphasis on
nurturing young talents who would lead and shape the future of Singapore’s
built environment.”
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Qingjian International (South Pacific) Group Development Company (Contractor)

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Qingjian International (South Pacific) Group Development
Company (Contractor)

“Qingjian has been actively responding to the requirements of

the government to boost productivity by investing in machinery
and equipment, comprehensively using our enterprise resource
planning (ERP) information system, strengthening training for
our workforce, setting up the company’s technical research and
development centre, and improving our building skills to
enhance our productivity and efficiency of our projects…Based in
Singapore, we will make full use of our unique industrial chain
and business model, and constantly strengthen our real estate
development, engineering construction and building materials
supply chain to create greater cost and brand advantages.”

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Chip Eng Seng Contractors and CES (Contractor)

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Chip Eng Seng Contractors and CES (Contractor)

“In addition to BIM, the companies also employ modular construction

methods such as the Prefabricated Bathroom Unit. The latter come
preassembled with sanitary ware, shower screen, cabinets as well as
other fittings at the factory and can be installed straightaway on site. All
these mean the companies must be ready to bear the additional costs
of training the workers, acquiring necessary hardware and software.
But these costs are offset in part as work processes become more
efficient and predictable, and projects are completed ahead of
schedule. These initiatives are critical too because our organization
benefits from the increased productivity, quality and safety…Apart from
using more precast designs and construction, we are moving towards
Virtual Design and Construction (VDC), which draws up the
construction process with BIM models, and virtual mock‐ups. This will
ensure greater productivity.”
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Boustead Projects (Contractor)

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Boustead Projects (Contractor)

“Integrating BIM technological solutions into Boustead Projects’ work processes

allows us to deliver industrial real estate facilities with integrated design, form and
function. This not only enhances the deliverables but ensures the timely delivery of
individual projects to our valuable clients…The company makes it a point to keep
abreast of trends in construction technologies locally. In this way, we create value
and innovate on the ways we function and execute projects…BIM features strongly in
Boustead Projects’ day‐to‐day workflow – from project planning and feasibility study,
to construction right through handover of a project…BIM also allows for quality
drawings and documentation, highlights site constraints virtually prior to the actual
site, and allows coordination to be done effectively among various parties. With iPads
and tablets introduced to construction sites, engineers can even utilize the BIM
models on site to validate and verify construction information. BIM effectively keeps
track of issues and solutions for any projects we undertake…The success of Boustead
Projects is not only attributed to the technology that propels it forward but also the
people who stand behind the company…Our winning formula is that we have a
relatively young, dynamic and committed team which challenges ourselves to
innovate on the ways we do things which create value to our business and to our
clients.”
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DLE M&E (Contractor)

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DLE M&E (Contractor)

“We constantly ask ourselves, how do we do it faster and better? This core value is
ingrained in our people and they take ownership in continuously improving their own
individual work and departmental processes. Teamwork and respect are also integral to
the company’s success…The company is enhancing its capability in implementing VDC by
voluntarily embarking on preliminary trials to manage its smaller‐scale projects. VDC is the
management of integrated multi‐disciplinary performance models of design‐construction
projects, including the product (i.e. facilities), work processes and organization of the
design, construction and operation team, in order to support explicit and public business
objectives. This integrated delivery concept centers on collaborative discussion sessions
called ICE (Integrated Concurrent Engineering), which we have conducted to enhance
collaboration between parties involved in the project. The team then leveraged BIM and
project production management methods to actuate VDC…DLE M&E is also using
technology such as Smart Boards to conduct the ICE sessions…To further help with file
sharing, we are also implementing the use of Autodesk 360 which resides files on the
cloud so that users can view and make comments on the go…There is always inertia when
introducing something new due to the learning curve, the uncertainties that come with it
and the fear of failure. But there is also the sense of satisfaction when you have done
something that you never thought you could before…Celebrating small wins along the way
with our people also helps us to keep our eyes on the final goal.”
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Kimly: Founded 1965 in Singapore. Shimizu: Founded 1804 in Tokyo.

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Kimly‐Shimizu Joint Venture (Contractor)

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Kimly‐Shimizu Joint Venture (Contractor)

(Note: the JV was appointed in February 2014 to complete the construction of Yishun
Community Hospital in just 22 months.)
“Leveraging each other’s strengths and resources, the first‐time partners employed
multiple innovative methods for the successful delivery of the Yishun Community
Hospital (YCH) in 3rd December 2015…In YCH, both its basement and upper levels were
built simultaneously. This method, termed top‐down construction, saves time and
minimizes soil movements…By using hybrid precast columns and precast structural
steel (PCSS) beams, the time it took to build each floor was also shortened. Instead of
two weeks per floor, it took only about nine or 10 days to complete each level…The
extensive use of precast elements aided faster construction and resulted in lesser
manpower on‐site. All external off‐form panels were also precast…BIM also greatly
helped the coordination of mechanical and electrical works with the building structure
and architectural elements…This partnership allows us to learn from each other and
to maximize our resources. A joint venture is good for the industry too, as partners
learn from each other’s strengths and the industry can improve. Joint venture parties
are able to share resources such as the cross deployment of spare workers during
periods of high demand in the project.”

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Jurong Town Corporation (JTC) (Developer/Government)

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Jurong Town Corporation (JTC) (Developer/Government)

“As the lead demand agency for industrial

infrastructure…The recognition of our efforts in this year’s
award could be attributed to our adoption of productive
construction technologies, materials and processes, as
well as innovations that enable us to build better, safer and
more sustainably…We will continue to work with the
Institutions of Higher Learning (IHLs) as this has allowed us
to tap on their technical and engineering knowledge, and
combine it with our own relevant industry know‐how, to
develop solutions that address the industry’s needs and
requirements.”
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Kajima Overseas Asia (Contractor)

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Kajima Overseas Asia (Contractor)

“Kajima Overseas Asia’s success can be summarized in two points – put innovation at the
forefront of your business, and invest in people and technology through continuous training
and research…Innovation is an on‐going and continuous process in the construction
business…These prestigious BCA awards are a testament to our company’s reliability,
competence and trustworthiness as an industry leader in Singapore and beyond…Kajima lives
up to its high standards through its commitment to construction excellence – starting from the
tender and planning stage…Construction excellence calls for high standards of project
management, technical inputs and workmanship. The benefits are bountiful, but having a
successful end‐product and a satisfied client are most important. This way, we also cultivate a
culture of excellence among our subcontractors and suppliers too…Kajima’s productivity
measurements are benchmarked with industry standards and it employs a three‐pronged
approach to improving productivity for temporary works, permanent works and good industry
practices, to increase speed, reduce waste and maintain quality work…For instance, to reduce
manpower on‐site, it standardizes structural components by using prefabricated reinforcement
cages, precast construction and preassembled structural steel members…Moving forward,
Kajima is exploring new technology such as drones, 3D printers, enhanced biometrics and
manpower productivity monitoring to boost productivity and quality. Technology aside, Kajima
will keep its edge by investing in its people. We will continue to send our personnel for
specialized training, courses and tech shows to keep abreast of the latest technological
developments in the industry.”
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Shanghai Tunnel Engineering Co. (STEC) Singapore (Contractor)

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Shanghai Tunnel Engineering Co. (STEC) Singapore (Contractor)

“Winning the Construction Excellence Award (CEA) is a recognition

of STEC’s performance excellence in areas of project management,
technology and construction quality…One of the most significant
quality accomplishments for this C920 MRT Design & Construction
project was maintaining the 5.34km long Bored Tunnel alignment
within the 50mm tolerance stipulated in the LTA specifications. This
was accomplished with a team of highly experienced engineers,
supervisors and workers working around the clock…Several
innovations were adopted throughout the course of the
construction that significantly increased productivity while keeping
the project time‐line under control. Some of these methods were
not taken out of the textbook but instead derived from the
experiences of the dedicated project team.”
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City Developments Limited (CDL) (Developer)

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City Developments Limited (CDL) (Developer)

“Placing our projects against industry benchmarks have pushed us to continually 
strive for quality excellence. Pushing for higher productivity, CDL leveraged 
technology and innovation to improve quality and design excellence while 
incorporating greener, cleaner and safer ways. Through these innovations and 
advanced materials, CDL has changed the way it builds, creating quality, eco‐
friendly and comfortable homes and spaces. Doing this has enabled the firm to 
optimize resources and achieve savings…In 2014, CDL was the first developer in 
Asia to adopt the use of Prefabricated Prefinished Volumetric Construction for a 
new executive condominium project, The Brownstone. The advanced construction 
method increased productivity by 40 per cent…We continue to improve our 
construction processes at future CDL projects. Moreover, the sharing of 
experience and best practices enabled industry learning so that collectively, we 
can achieve a leap in productivity. In addition to quality, CDL has pioneered 
innovations and championed industry‐changing construction methods that 
enhance productivity, construction excellence and environmental sustainability…In 
2016, CDL also explored other productive construction methods – Cross Laminated 
Timber and Glued Laminated Timber – to build the Singapore Sustainability 
Academy.”
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Surbana Jurong (Consultant)

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Surbana Jurong (Consultant)

“Standardization was also key in increasing productivity and cost

effectiveness…As one of the largest Asia‐based urban, industrial and
infrastructure consulting firms, Surbana Jurong currently has over 13,000
employees and 113 offices across 44 countries in Asia, Australia, the Middle
East, Africa and the Americas. With a strong 50‐year track record, it offers a full
suite of capabilities (master planner, architect, engineer, technology expert,
security advisor, and asset manager) with a strong focus on sustainability,
technology, the community and making lives better. Among its “firsts” are
harnessing the Building Information Modeling (BIM) system in planning and
design to create accurate visualizations of how cities will look, and to better
predict costs and schedules, employing artificial intelligence (AI) in its BIM
solutions, and leveraging AI in lift management…In 2016, it developed and
launched an integrated smart city solution called Smart City in a Box, which
provides city officials with customized solutions to better track, monitor and
manage cities via a dashboard of integrated smart applications.”

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ID Architects (Consultant)

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ID Architects (Consultant)

“We are committed to re‐modelling the design workflow in

the building industry, and are constantly looking for
opportunities to innovate and automate in each project we
handle…The major challenge was readying our people’s
mindset for change, as our staff were more comfortable with
the old ways of working. We spent lots of time conducting
internal training and organized management talks to
educate them about the necessity for change. Hiring new
and young talents was another way to overcome the
challenge…We will spend a great deal of time researching
and developing our capabilities in virtual reality, augmented
reality and mixed reality.”
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3. Lean Project Management
The Toyota Way

42
 TPS
Philosophy Processes People and  Problem‐
Partners solving
Orgns.

1 Kwan Yong 

√
√
√
Construction

2 Frasers Centre‐

√
√
√
point

3 Woh Hup

√
√
√

√
4 Qingjian

√
√
√

International

5 Chip Eng Seng

√
√

6 Boustead 
√
√

Projects

7 DLE M&E
√

√
√

8 Kimly‐Shimizu JV
√
√

9 Jurong Town 
√
√

Corporation

Simply because these might not have been reported in the newspaper articles.
10 Kajima 
√
√

Overseas Asia

11 Shanghai 
√
√

Tunnel Engg.
Notes: Cells are well populated. Empty cells may not be reflective of organizational practices. 

12 City 
√

√
√

Developments

13 Surbana Jurong
√

14 ID Architects
√
√

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4. Lean Production Principles

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5. DOWNTIME Wastes

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D Defects and reworks
O Overproduction
W Waiting
N Non‐utilized resources (talents, ideas, etc)
T Transportation
I Inventory
M Motion
E Excess processing
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51
6. Affordable Housing Construction: 
Industrialized Building Systems (IBS)

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Traditional Procurement Mode for Industrialized Building Systems (IBS)

(Source: Ahmad Bin Abd Jalil (2018) Development of procurement for Malaysian housing

Projects using IBS, unpublished PhD thesis, USM.) 53
7. Briefing for Workshop

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55
Pareto Law
Pareto’s Law  80% of the problems come from 20%
of the issues.
We work first on the largest problems and then move
onto the smaller problems.

Pareto diagram is a
histogram that ranks 
the issues from the
largest to the 
smallest
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 End of My Presentation
Thank you

(Email: bdglowsp@nus.edu.sg)

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