Lean in construction

For many years, we have applied our seven principles to lean and a people-oriented organizational culture in construction as well. As early as the beginning of the 2000s, logistics processes on major projects were a focus. At the time, the sector did not yet seem ready for a fundamental rethink, so we concentrated on construction companies’ internal challenges.

In the years that followed, requests to apply lean methods directly on construction projects became more frequent. Growing pressure to change and interest in collaborative working opened up new perspectives on relationships between clients, general contractors, trades and everyone working on site.

Nevertheless, there is a risk of treating Lean Construction solely as a new toolbox, without the necessary change in mindset.

That is why we place a strong emphasis on Genba from the outset: on site, starting with the value chain and working alongside the people involved. Suitable methods are developed together rather than relying on ready-made recipes. A paradigm shift must be embraced at every level and requires fundamental changes in thinking.

Genba: where value is created

• High transparency in information flows, from the outset and across everyone involved.
• Cooperative, collaborative working and joint problem-solving.
• Continuous learning by identifying and eliminating waste.

Material logistics — both inbound and outbound — is another key factor. Cooperation and collaboration offer a powerful opportunity here that is still too rarely pursued consistently according to lean principles.

Short lead times, less space required, better process quality and more satisfied people on the project are key measures of success. They can be achieved sustainably, together and at the same time. We see substantially lower costs as the result of this combination, rather than an isolated target.

A paradigm shift can never be calculated in advance. If we have sparked your interest, we would be delighted to hear from you by phone or email.