A strategy for overcoming barriers to the successful implementation of lean construction in the UK

Lean construction efforts could prove to be highly rewarding for the construction industry. Although various countries gained large benefits by adopting the lean concepts, there seems to be a scarce implementation of lean in the UK construction industry over the last two decades even after the publication of the Egan report. Building upon the methodologies and conceptual frameworks used in earlier work in the UK (Common et al., 2000), the Netherlands (Johansen et al., 2002), and Germany (Johansen & Walter, 2007), this study carried out a similar survey to evaluate lean construction as practiced in the UK, and identify the barriers to its successful implementation. A theoretical framework was adopted and modified by the author to keep up with the vast developments made among the lean construction community since previous studies were carried out; and it formed the basis for a questionnaire survey. The data obtained was then subject to secondary analysis on top of quantitative and qualitative systematic evaluation. Six different classifications were established and analysed during secondary stage. This allowed trends and contrasting views to be determined, and thus more comprehensive findings to be concluded. After completing the results they were informed further by undertaking interviews with a number of professionals from the UK construction industry. It was found that the majority of the construction organisations do not yet have a holistic view of the full potentials of lean; and that there is still a significant lack of understanding of how to successfully apply lean principles to construction processes and activities. The study concluded the significant barriers to the successful implementation of lean construction in the UK; and proposed a strategy for overcoming the barriers identifie