Barriers to the implementation of lean management in the Lebanese construction industry

Abstract

Purpose -The purpose of the study is to analyze frameworks barriers and enablers of Lean construction implementation in the Lebanese industry. Design/methodology/approach —A mixed approach in the form of a Delphi group with a prepared interview guide and a questionnaire were used to achieve the research objectives using an exploratory case study. Findings - The framework used in company X is a conceptual and implementation framework The process is internal, and emphasizes on the bottom- up approach using the last planner system as a Lean tool. It consists of preparing a Lean team, focusing on a specified pilot project, and then expanding to the whole organization, the enablers of the implementation are management support, employee empowerment, and communication. The main barriers identified through the questionnaire are cultural behavior, top management resistance, unfulfilled promises, and unawareness about the benefits of Lean. Research limitations/implications - The qualitative research was limited to the small sample size and the few number of previous researches conducted in the industry. It is limited to gathering at the perception of Lean Construction practitioners in the construction sector. Practical implications - Other companies have the chance of learning from previous lessons to understand the barriers found during the implementation and think about ways to overcome them. In addition, this research has shown the possibility of a successful implementation in Lebanon. Originality/value - This study is the first in conducting a research about the framework used in Lebanon to implement Lean practices; in addition, this study has presented the main barriers for the first extensive implementation of Lean techniques in Lebanon and the main enablers that have helped in the implementation.