Lean Construction required the application of a robust programmatic framework to all repair, renovation, maintenance, and or new build activities.
Lauri Koskela, in 1992, challenged the construction management community to consider the inadequacies of the time-cost-quality tradeoff paradigm.
With recurring negative experiences on projects, evidenced by endemic quality problems and rising litigation, it became evident that the governing principles of construction management needed revisiting.
Koskela and Howell (2002) also presented a review of existing management theory – specifically as related to the planning, execution, and control paradigms – in project-based production systems.
Both conceptualizations provide a solid intellectual foundation of lean construction as evident from both research and practice (Abdelhamid 2004).
At Highland Park, MI, in 1913 he married consistently interchangeable parts with standard work and moving conveyance to create what he called flow production.
It is insightful to study the change of definition over time as that represents the evolution and advancement in the state of knowledge about Lean Construction.
Lean Construction is a “way to design production systems to minimize waste of materials, time, and effort in order to generate the maximum possible amount of value," (Koskela et al. 2002[1]).
Essentially, Lean Construction aims to embody the benefits of the Master Builder concept (Abdelhamid et al. 2008).
(Abdelhamid 2007) Lean construction supplements traditional construction management approaches with (Abdelhamid 2007): (1) two critical and necessary dimensions for successful capital project delivery by requiring the deliberate consideration of material and information flow and value generation in a production system; and (2) different project and production management (planning-execution-control) paradigms.
The enable lean methods such as Integrated Project Delivery (IPD) and Job Order Contracting (JOC).
[10] While there are Trade Marked business processes (see below), academics have also addressed related concepts such as 'early contractor involvement' (ECI).
The IPD approach creates an organization with the ability to apply Lean Project Delivery (LPD) principles and practices.
(Matthews and Howell 2005[12]) There are at least five principal forms of contract that support lean construction Other papers explain Integrated Project Delivery (IPD) and IFoA.
Lean thinking must become the way that all the firms in the design and construction supply chain co-operate with each other at a strategic level that over-arches individual projects.