This paper uses the action research method retrospectively to better understand the development of capability on a series of 7 Higher Education building projects during the architectural planning phase prior to the start of design.

This paper, the third in the series of building a Lean culture, shares success stories on how organizations in the company’s value stream applied Lean Leadership (LL) knowledge to their business including value stream mapping, Plan-Do-Check-Act (PDCA), go and see, and effective meetings. It also presents how these teams will continue their LL training to...

This is a case study of a large US general contractor’s efforts to rethink and implement a new behavior-based approach to quality to achieve zero errors, zero defects, zero rework, and zero surprises. Recognition of upstream behaviors that resulted in quality issues and unpredictable results during construction led to a focus on changing the mindset...

This theory paper probes the intersections of Lean, Mass Production and conventional Construction, Lean Construction, the Simple Framework for Integrating Project Delivery model, and Virtual Design and Construction (VDC). The authors argue that Toyota recognized that integration was necessary to achieve the goal of global optimization in design and production and that this imperative confronts...

This paper presents an analysis of a Lean Leadership (LL) training program initiated by the company about two years ago. The program's main goal was to disseminate Lean throughout the company, which has been using Lean principles in its projects for about 20 years. So far, the LL program has reached over 280 participants. The...